bangladesh urban earthquake resilience...

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Bangladesh Urban Earthquake Resilience ProjectFebruary 2014

Road Map for Disaster Data Sharing Platform

Bangladesh Urban Earthquake Resilience Project 54 Road Map for Disaster Data Sharing Platform

Copyright © 2014 World Bank and EMI

This document is jointly owned by the World Bank and EMI. Permission to use this document is granted provided that the use of the document or parts thereof are for educational, informational, non-commercial, and personal use only. World Bank and EMI must be acknowledged in all cases as the source when reproducing or using any part of this publication.

Contributors

Practice Leaders

Dr. Bijan Khazai, Risk Analyst and ICT ExpertDr. Ahmadul Hassan, Local Project Coordinator and GIS Expert

EMI Project Management Team

Dr. Eng. Fouad Bendimerad, Team LeaderDr. Jamilur Choudhury, Senior Technical AdvisorDr. Mehedi Ansary, Deputy Team LeaderMr. Jerome Zayas, Project ManagerDr. Ahmadul Hassan, Local Project CoordinatorEnP. Joyce Lyn Salunat-Molina, Project CoordinatorMr. Leigh Lingad, GIS SpecialistMr. Kristoffer John Dakis, GIS SpecialistMs Ishtar Padao, Research AssistantMs. Ma. Bianca Perez, Layout ArtistMs. Tanya Mia Hisanan, Layout Artist

World Bank South Asia

Mr. Marc Forni, Senior Disaster Risk Management SpecialistMs. Swarna Kazi, Disaster Risk Management SpecialistMd. Faruk Hossain, Operations Assistant

Bangladesh Urban Earthquake Resilience Project 5

GIS-ICT Focus Group Members

Netai Dey Sarker, AD (GIS), DDMEngr. Nurul Huda, Chairman, RAJUKAbdul Latif Helaly, Executive Engineer, RAJUKMd. Abdus Salam, Senior Research Engineer, HBRIMd. Sirajul Islam, Chief Town Planner, Dhaka South City CorporationMd. Nuruzzaman, Advocate, Capital Law ChamberMd. Rezaul Islam, Cantonment Executive Officer, Dhaka Cantonment BoardDr. Abdur Razzak, Executive Engineer, Dhaka North City CorporationDr. KZ Hussain Taufiq, Director (Planning), RAJUK Mir Mashiur Rahman, Director (Operations), TITASGAS, DhakaA. Rouf Houlader, Deputy Director (S), SOB Md. Rejaur Rahman, Senior GIS coordinator, ADPCMd. Zakir Hossain, Deputy General Manager, Dhaka Electric Supply Co.Md. Zaki Mostafa Chowdhury, Superintendent Engineer, Superintendent Engr.Dr. Mahmudur Rahman, Senior Scientific Officer, SPARSSODr. Humayun Kabir, Associate Professor, Dept. of Geography and Environment, DUAli Mansur Ahmed, Manager, DPDCMd. Momenul Islam, Meteorologist, BMD, Agargaon, DhakaMd. Ashraful Kamal, Deputy Director, Geological Survey of Bd.Satya Ranjan Mondol, Director, BBSWahidul Islam, Senior Asst. Commissioner, DMP


Executive Summary

The Bangladesh Urban Earthquake Resilience Project (BUERP) has collected and generated new information and knowledge on earthquake hazard, vulnerability and risk assessment (HVRA) relevant to Dhaka. Significant efficiency can be gained in disaster risk reduction planning and implementation if this geospatial data can be accessed and shared among the many stakeholders and organizations who intervene in disaster risk management and other related sectors in Dhaka. Guiding the development of an open geospatial data sharing platform for the management of urban earthquake risk is thus a central component of BUERP and an important strategic information asset for Dhaka.

This report presents the vision and purpose of the Roadmap for Geospatial Open Data Sharing (GEODASH) Platform in Dhaka with the goal of providing the technology, organizational and capacity building framework necessary for increasing access to geospatial data to various stakeholders involved in the disaster risk management of Dhaka.

The Roadmap is intended to serve as a reference that explains the plans and processes of setting up by identifying target outcomes and benchmarks for the first 18 months, which is divided in two implementation phases: Phase 1 (0-9 months) and Phase 2 (10-18 months). The Roadmap presented here is founded on interactions with key stakeholders and on the GIS Capacity and Needs Assessment (CNA) which reviewed and validated with stakeholders the existing data, and identify key issues including data sources, quality and suitability of existing data, data gaps, and a listing of digital and analogue data that are currently available.

Roadmap Process

The ultimate vision for a fully implemented data sharing platform is that all relevant stakeholders in Dhaka have access to geospatial data required to conduct spatial analysis of disaster impact and support decision making in all phases of Disaster Risk Management (DRM): mitigation, preparedness, response and recovery as well as across the various sectors (i.e., emergency management, infrastructure, land-use, engineering, social, economic, etc). The design of the Roadmap took an initial phase of about 15 months (indicated as Phase 0), which included a capacity and needs assessment, the roadmap preparation itself and stakeholder’s validation. This was developed as part of the BUERP and which is described at length in the main section of the report. Two additional implementation phases - Phase 1 (0-9 months), and Phase 2 in 10-18 months - are suggested to complete the process and make the Data Sharing Platform a reality.

The objective in Phase 1 is to have an operational Platform with the organizational processes, human resources and training programs needed to make it functional. The initial implementation in Phase 1 also has the specific goal of supporting earthquake disaster risk information and understanding in Dhaka. In Phase 2 the technical components, organizational frameworks and human capacity will be extended and developed for implementing the open geospatial sharing platform in a “federated” network, where multiple organizations in Bangladesh are linked. Guidelines are also developed in the Roadmap beyond the initial 18 months which include various implementation activities to strengthen the functionality and capability of the data sharing platform. Extension of the platform to include additional geospatial data on different types of hazards in Bangladesh is also envisioned beyond the first 18 months.


Capacity and Needs Assessment

The Roadmap has been developed through in-depth interviews and consultations with key organizations and Focus Group Discussions with the GIS-ICT Focus Group. It is founded on the findings of the Capacity and Needs Assessment (CNA) conducted by the BUERP Project Implementation Team (PIT) from November 2012 to June 2013. Through the CNA, the Project Implementation Team examined the functions, procedures, data, tools and human resources available in eight key institutions of Dhaka City: Department of Disaster Management, Ministry of Disaster Management and Relief (DDM), Dhaka South City Corporation (DSCC), Rajdhani Unnayan Kartripakkha (RAJUK), Dhaka Water Supply & Sewerage Authority (DWASA), Dhaka Electric Supply Company Limited (DESCO), Titas Gas Transmission and Distribution Company (TITAS), Center for Environmental and Geographic Information Services (CEGIS), and Bangladesh University of Engineering and Technology - Institute for ICT (BUET-IICT).

More specifically, the CNA utilized a 32-point questionnaire as the basis for guided interviews with organization heads and technical personnel as well as GIS inventory checklists and information audits to assess the gaps with respect to target outcomes of the Roadmap. The gap analysis has revealed that significant attention has to be given to strengthen capacities of data sharing institutions for a more efficient and coordinated data retrieval and sharing. Furthermore, cross-organizational frameworks and protocols for data and information sharing are weak or not in place. Each organization has its own system of gathering and updating its own data sets and no institutional protocols and processes are in place for a distributed Geospatial Platform. Perhaps the most important element in the entire picture of ‘GIS capacity’ is the absence of trained personnel

in large enough numbers, and to a certain extent, the lack of training and expertise of existing human resources. In summary, some of the key gaps identified in the CNA include:

• Lack of quality control of data and updating of data

• Lack of a spatial data infrastructure for organizing the available data

• Lack of central storage and backup system for GIS data

• Missing files, or lost files in each department. It might be difficult to populate the database with accurate and complete data because of the manual filing system on paper. Over time, these files have been lost or destroyed.

• Coordination in sharing and acquiring data is not yet established within the concerned departments

• Lack of protocols for access and ownership of data

• Trainings in GIS are on a slow pace and more training programs are needed

Roadmap Elements

Three inter-related element areas (pillars) are proposed in the Roadmap for implementation of the . Geospatial Open Data Sharing (GEODASH) Platform. The Data Sharing platform is founded in the existing legal directives and ICT programs for data sharing and accessing information in Bangladesh (i.e. Right to Information Act). These serve as the anchor and foundation of the Platform and ensure that GEODASH builds upon and is linked to the existing ICT structure and legal mandate. The three pillars of the platform consist of organizational components, technical components and capacity building components.

The central pillar is the technical component,


which is the backbone of the open data sharing platform and supplies the data, applications and infrastructure required to operationalize the system. The GEODASH platform is seeded with data compiled and standardized as part of the BUERP and includes base data (political boundaries, built environment, and socio-demographic data); earthquake hazards (soil classification, peak ground acceleration, liquefaction, etc.); vulnerability and exposure (building inventory, lifelines, essential facilities) and earthquake risk and losses (building losses, lifelines losses, casualties, economic losses and risk indicators).

GeoNode is proposed in the Roadmap as a web-based software application for the sharing of geospatial data because of the ease-of-use, security and scalability of the tool. Furthermore, the GeoNode project began in 2009 and has meanwhile has been fully tested as a data sharing platform in many applications, including the urban DRR context. There are a suite of trainings, user communities and technical support which exist on GeoNode. GeoNode can either be deployed on a single server or on the clouds. The merits and limitations of each of these configurations are described in detail in the main report based on a pilot testing of GeoNode in Dhaka.

Another pillar of the Roadmap is the organizational component. Three key aspects of this element are considered in detail in the report and include: 1) the roles and functions of the respective institutions; 2) coordination mechanisms and models for data sharing; and 3) protocols and processes by which to manage geospatial assets of the Geospatial Data Sharing Platform. Based on several focus group discussions and detailed interviews with key stakeholders an institutional framework for implementing GEODASH was developed.

According to this framework, three major institutes work as the Coordinating Committee led by DDM and in partnership with RAJUK and DCC (South and North). Together, these institutions can play an effective role in managing, regulating and implementing the open data platform initiated and seeded with data in this project and continue it forward according to their mandates. Furthermore, CEGIS was invited by the GIS-ICT Focus Group as a local technical agency within the coordination committee given its technical capacity and past experiences in developing national GIS data policy, guidelines and data sharing protocols for the GoB. New members can be introduced into the different bodies depending on demand based on agreement of the Coordination Committee and endorsement of the Steering Committee. Proposed roles and functions of the Coordinating Committee and terms of agreement are developed in a Memorandum of Annex (MoU) which is appended to the main report (Annex G).

Finally, the capacity building component of the third pillar describe training programs and human resources required to build the capacity for maintaining and using the platform and thus bring about sustainability of the platform. A one-week training module on basic GeoNode use and advanced administration should be considered in developing the technical capacity and more effective use of the GEODASH platform and is described in the main report. Furthermore, an indicative budget has been developed to provide an estimate of the relative amount of human and financial resources needed to implement GEODASH for the initial 18 months. The indicative budget includes allocations for training programs, support of human resources, setting up the infrastructure and development of the GEODASH Platform.


Roadmap Implementation

Key target outcomes for the implementation of the Roadmap are presented for both Phase 1 (0-9 months) and Phase 2 (10-18 months) of implementation along each of the three pillars in Table 1. The Roadmap was reviewed and validated in the GIS-ICT workshop held on October 26, 2013 with the GIS-ICT Focus Group and put in place by the BUERP in the context of its participatory approach.

Keys to Success

A successful implementation of the Roadmap demands appropriate leadership and mechanisms to carry it forward and adapt to changes and/or requirements not foreseen in this document. The time is ripe for a successful Geospatial Platform. The “Digital Bangladesh” policy identifies “Access to Information” as a priority ICT initiative for government agencies. This recognition is backed by the ICT Policy 2009 the Right to Information Act has required legal imperatives that corroborates and promotes the overall context of Digital Bangladesh vision. Furthermore, technology and standards exist to develop and deliver the vision of the Geospatial Platform. Infrastructure, including the Internet and low-cost data storage system (cloud computing), has matured to support the sharing of geospatial assets across multiple organizations. There is a wealth of robust geospatial assets being developed across all levels of government and the private sector. One such platform that is open, interoperable and supported by a growing community is GeoNode. The success in the initial implementation, positive evaluation of GeoNode by the GIS-ICT Focus Group

in this Project, and increasing access to training programs provides evidence of its viability as a data sharing platform. Finally, past geospatial coordination efforts, including CDMP (2008) “Geological Data Catalog Software” have developed a clear path that enables us to move forward. The Platform is the logical next step in the evolution from dispersed governmental, private, and academic geospatial assets into a cohesive platform for Dhaka with the primary objective of Disaster Risk Management.

Still, the Geospatial Platform will face challenges similar to those experienced by other initiatives. the success of the Geospatial Platform will depend on strong and dedicated leadership that can overcome a number of challenges associated with the development of the enterprise. Leadership should not only come from only the Coordinating Committee, but also from political leadership in order to provide the full scope and level of support Platform activities. Another crucial component for determining the success of GEODASH is the long-term financial strategy. Unless Coordinating Committee determines a sustainable long-term financial approach, GEODASH Platform offering may not be able to meet stakeholder expectations. If the incentives and/or offering are not compelling, stakeholders may not be willing to invest in GEODASH activities and the Platform may prove to be unviable in the long-term.

To be determined


Pillar Gap Target OutcomesPhase 0 – CNA and Completion of Road Map for the Data Sharing Platform. Validation by Stakeholders (Period September 2012- December 2013)

Tech

nica

l Com

pone

nt Acquisition and sharing of data in Dhaka is based mostly on informal agreements and relationships, and currently no system is in place for interdepartmental data sharing and regular back up and maintenance of data. This represents a significant impediment to DRR.

Phas

e 1

1. Operationalize an initial centralized Geospatial Open Data Sharing Platform.

2. Develop a detailed DRRM data management plan for extending the GEODASH Platform beyond initial database developed in BUERP.

Phas

e 2

3. Geospatial Open Data Sharing Platform is tested and evaluated for being used in a Federated Network.

4. Collection and preparation of DRRM related data set up in the GEODASH Platform according to the SOP developed in Phase 1.

Org

aniz

atio

nal C

ompo

nent

Each organization has its own system of gathering and updating its own data sets and no institutional protocols and processes are in place for a city-wide GIS set up

Phas

e 1

1. Roles and functions of Steering Committee, Coordinating Committee and Technical Group are agreed upon.

2. Standard Operating Procedure for Platform defined.

3. Management and Coordination Plan for Roadmap agreed upon, and revised where needed.

Phas

e 2

4. Roles and functions of Steering Committee, Coordinating Committee and Technical Group are institutionalized.

5. Standard Operating Procedures for Platform are functional.

6. Management and Coordination Plan for Roadmap carried out and revised where needed.

Capa

city

Bui

ldin

g Co

mpo

nent

There is an absence of personnel who are trained in using GIS for Disaster Risk Reduction and Emergency Response planning.

Phas

e 1

1. Human Resource: Administrative process for creating and filling the position for a GEODASH manager including job description, administrative location, and budget is engaged.

2. Human Resource: Dedicated and competent staff for managing and deploying the GEODASH Platform are operational.

3. Training: Human capacity required for use of the GEODASH Platform is developed.

Phas

e 2

4. Training: Human capacity required for development, customization and administration of the GEODASH Platform in a federated network is developed.

5. Human Resource: Dedicated and competent staff for managing and the deploying the GEODASH Platform in a federated network are operational.

Table 1. Target Outcomes shown for Phase 11 (0-9 months) and Phase 2 (10-18 months) of implementation for each of the 3 pillars of the Roadmap

1 Data collection will be an ongoing process all throughout Phases 1 and 2. It is expected that organizations will be sharing their own data once the open data-sharing platform becomes operational.


Acronyms

AFD Armed Forces Division AVL Advanced Vehicle LocatingBCC Bangladesh Computer CouncilBIP Bangladesh Institute of Planners BMD Bangladesh Meteorological DepartmentBUET-IICT Bangladesh University of Engineering and Technology - Institute for ICTBWDB Bangladesh Water Development BoardCAD Computer Aided Dispatch/Computer Aided DesignCEGIS Center for Environmental and Geographic Information ServicesCNA Capacity and Needs AssessmentDDM Department of Disaster ManagementDEM Digital Elevation ModelDESCO Dhaka Electric Supply Company LimitedDNCC Dhaka North City CorporationDRM Disaster Risk ManagementDRR Disaster Risk ReductionDRRM Disaster Risk Reduction and ManagementDSCC Dhaka South City CorporationDWASA Dhaka Water Supply & Sewerage AuthorityEMI Earthquakes and Megacities InitiativeESRI Environmental Systems Research InstituteFG Focus GroupFGD Focus Group DiscussionFSCD Fire Service and Civil DefenseGEF Global Environment FacilityGEODASH Geospatial Open Data Sharing Platform GIS Geographic Information SystemsGPS Global Positioning SystemGSB Geological Survey of BangladeshHBRI Housing and Building Research InstituteHVRA Hazards, Vulnerability and Risk AssessmentICT Information and Communications


Contents

Executive Summary 6Acronyms 11About the Document 141 Background and Scope 15

1.1 The Case for an Open Geospatial Data Sharing Platform 15 1.2 Purpose of this Document 16 1.3 Vision of the Geospatial Platform 16

2 Approach for Developing the Roadmap 17 2.1 Purpose of the Roadmap 17 2.2 Process of Developing the Roadmap 17

3 Capacity and Needs Assessment 20 3.1 Rationale for GIS Capacity and Needs Assessment 20 3.2 Objective of the Capacity and Needs Assessment 20 3.3 GIS-ICT Focus Group 21 3.4 Survey Findings 21

3.4.1 Inventory Checklist 21 3.4.2 Guided Interviews 26

4 Roadmap for Implementing GEODASH Platform 354.1 Basis of Platform 354.2 Legal Directives and Existing Programs 35

4.2.1 Legal Directives for Data Sharing 354.2.3 Existing Data Sharing Programs 374.2.4 Gaps and linkages 37

4.3 Main Pillars of the Roadmap 384.3.1 Technical Component 384.3.2 Organizational Components 424.3.3 Capacity Building 50

4.4 Financial Resources Plan 52 4.4.1 Human Resource Needs for 18 months 52

4.4.2 Indicative Budget for 18 months 525 Implementation, Monitoring and Validation of Roadmap 54

5.1 Implementation, Monitoring and Evaluation 545.1.1 Implementation Phase 1 545.1.2 Implementation Phase 2 565.1.3 Implementation Beyond Phase 2 58

5.2 Validation of Roadmap 586 Road Ahead 59

6.1 Challenges 596.2 Keys to Success 60

7 Annexes 61

Annex A – GIS-ICT Focus Group 61Annex B: List of Respondents for the GIS-ICT Inventory Checklist, Dhaka City, 2013 65Annex C: GIS Inventory Checklist 67Annex D: GIS Capacity Needs Assessment Guided Interview 69Annex E: Workshop Agenda 72Annex F: Draft MOU between DDM, RAJUK, DCC and CEGIS 75


Figures

Figure 1 Three pillars of the Roadmap for implementing the Geospatial Open Data Sharing Platform 17Figure 2. Process of developing the Roadmap for implementing the Geospatial Data Sharing Platform 18Figure 3. Timeline of activities under Component 2: Capacity and Needs Assessment and Roadmap develop-ment for the Geospatial Open Data Sharing Platform (GEODASH) 19Figure 4. Institutions with GIS Activities, Dhaka City, 2013 (top) and Institutions with GIS Database Management System, Dhaka City, 2013 (bottom) 22Figure 5. Counts of GIS Activity, number of staff and GIS equipment from 29 focal members interviewed 23Figure 6 . Capacity and Needs assessment of institutions in Dhaka City, 2013 26Figure 7. Three key elements (pillars) of the Geospatial Data Sharing Platform 35Figure 8 Screen shot of GeoNode Data Sharing Webportal implemented for Dhaka 40Figure 9 Possible deployment modes of GeoNode 41Figure 10. Results of Dotmocracy Survey regarding the roles and functions of data coordinator and overall coor-dinating body 44Figure 11 Organogram showing institutional roles for the Geospatial Open Data Sharing Platform 45Figure 12. Centralized and Federated network model for data sharing 48

TablesTable 1. Target Outcomes shown for Phase 1 (0-9 months) and Phase 2 (10-18 months) of implementation for each of the 3 pillars of the Roadmap 10Table 2. Availability of Reference Maps in the Different Institutions in Dhaka City, 2013 23Table 3: Availability of Earthquake Hazard and Risk Data in the Different Institutions in Dhaka City, 2013 23Table 4: Availability of Exposure: Build Environment Data in the Different Institutions in Dhaka City, 2013 24Table 5: Availability of Exposure: Critical Infrastructure Data in the Different Institutions in Dhaka City, 2013 24Table 6: Availability of Socio-Economic Vulnerability/Capacity Data in the Different Institutions in Dhaka City, 2013 25Table 7. Respondents of the GIS-CNA Guided Interview, Dhaka, 2013 27Table 8: GIS Roles, Functions and Challenges of the Departments, Dhaka City, 2013 28Table 9: Summary of data management among the GIS FG departments 30Table 10. GIS Human Capacity in Institutions in Dhaka City, 2013 31Table 11. GIS-ICT Plan and Implementation of Institutions in Dhaka City, 2013 33Table 12. Description of legal directives related to Data Sharing 36Table 13. Criteria for evaluating applicability of existing legal directives to GEODASH 37Table 14 Geospatial data seeded in the Geospatial Data Sharing Platform (v1; 2013) 39Table 15 Bare minimum server requirements for installing GeoNode 41Table 16 Comparison of the server-based and cloud-based installation of GeoNode 42Table 17 . Comparison of the centralized and federated data sharing models 47Table 18 Basic Training Program in a starting GeoNode Team with no GIS background 51Table 19 Indicative Budget for operationalization of the Platform in the first 15 months 53Table 20. Implementation Phase 1 (0-9 months) Target Outcomes and Benchmarks 54Table 21. Implementation Phase 2 (10-18 months) Target Outcomes and Benchmarks 56


The report on the Roadmap for Building a Geospatial Data Sharing Platform for Urban Earthquake Resilience in Dhaka is submitted by EMI to the World Bank-Dhaka in compliance with the provisions of Contract No. 7164276 under Component 2, Objective 2.1 of the project: Guide the Establishment of a Platform for Existing Earthquake Hazard Vulnerability Data. The Bangladesh Urban Earthquake Resilience Project (BUERP) has collected and generated new geospatial information and knowledge on earthquake hazard, vulnerability and risk assessment (HVRA). For effective use of this information, an open platform is needed for sharing geospatial data with stakeholders and organizations involved in disaster risk reduction in Dhaka.

Guiding the development of an open geospatial data sharing platform for the management of urban earthquake risk is thus a central component of BUERP and an important strategic information asset for Dhaka. This report presents the vision and purpose of the Roadmap for Geospatial Open Data Sharing (GEODASH) Platform in Dhaka and identifies detailed benchmarks and targets outcomes for implementation of this vision along an 18-month period. The Roadmap is founded on the outcome of the investigations and findings of the Capacity and Needs Assessment (CNA) conducted by EMI through engaging with GIS-ICT Focus Group from November 2012 until October 2013.

About the Document


1 Background and Scope

1.1 The Case for an Open Geospatial Data Sharing Platform

The Bangladesh Urban Earthquake Resilience Project (BUERP) involved a wide range of stakeholders from national and local government agencies, academia, civil society and the private sector in Dhaka. The creation of a platform for data sharing was ranked by these stakeholders as a high priority for pushing DRR forward and, eventually a major accomplishment for Bangladesh. Throughout the undertaking of the BUERP, the stakeholders organized in the GIS-ICT Focus Group, the HVRA Focus Group, the Advisory Committee, and the Scientific Consortium took a very active involvement in this component of the project and provided significant input as well guidance on both the opportunities as well as the challenges to make a data sharing platform a reality. A successful implementation of disaster risk reduction options and strategies demands appropriate mechanisms to communicate and transfer the overall knowledge on risk and its underlying drivers to the various stakeholders involved in the decision-making process as well as the day-to-day planning and execution of DRR activities, however data sharing and data access remain as major obstacles to any progress, mainly when it comes to the earthquake hazards.

The BUERP has collected and generated new information and knowledge on earthquake hazard, vulnerability and risk assessment (HVRA), legal and institutional arrangements (LIA) for DRR, land use planning (LUP) methods, processes and plans, as well as various other related data. The project has also produced the Dhaka Risk Atlas, which has three major thematic areas such as base map and demographic information; earthquake hazards information; and finally vulnerability and earthquake risk analysis. For effective use of this information, an open platform is needed for sharing geospatial data with stakeholders and organizations involved in disaster risk reduction in Dhaka. The generated data and knowledge has

multiple users such as disaster managers, land-use planners, engineers, local authorities, NGOs and also private sectors. The data can also be used to manage the response in case of a major disaster, principally an earthquake.

Accessing and sharing geospatial assets such a Geographic Information System (GIS) maps on a common open platform can serve as the basis for understanding complex issues and relationships among multiple sources of information. This will ultimately contribute to more robust and effective reduction of disaster risk in Dhaka by organizing and sharing geospatial data needed to solve the city’s disaster management problems. Geospatial tools greatly enhance data sharing, decision making, and functional collaboration across organizational and programmatic information silos. Information visually portrayed or communicated through maps promotes understanding and facilitates collaboration among decision makers, their partners, and the public. Geospatial data is critical to effectively manage response, thereby saving precious lives and reducing impact. These unique features make the open sharing of geospatial data generated in this project a central component of the BUERP and an important strategic information asset for Dhaka.

Coordinating the development and delivery of the Dhaka‘s geospatial assets is a complex task, but the geospatial community in Bangladesh has come together to create an initiative that does just that. The “Digital Bangladesh” 1 policy and the “Access to Information (a2i)”2 program of the Prime Minister’s Office embodies the modern philosophy of effective use of technology in terms of implementing the promises in education, health, job placement and poverty reduction. A successful implementation of an open geospatial data sharing platform will be considered as a primary milestone in achieving 1 http://www.digitalbangladesh.gov.bd2 Access to Information (a2i) Program of the Prime

Minister’s Office: http://a2i.pmo.gov.bd


Disaster Risk Reduction (DRR) objectives in Dhaka. In line with the current Government’s “Digital Bangladesh” policy, and building on past studies through the Comprehensive Disaster Management Programme CDMP3 in addressing the data sharing processes and protocols in Bangladesh, this project will present a Roadmap for implementing a Geospatial Data Sharing Platform in Dhaka that aims to establish an initial data sharing infrastructure for the management of urban earthquake risk. Having such a platform in place will encourage a more systematic approach for the collection of data and reduce the overall costs of data collection and management by facilitating data sharing. The Platform should also lead to increased comparability and compatibility of diverse data sets related to disaster hazard, vulnerability and risk in Bangladesh.

1.2 Purpose of this Document

The purpose of this document is to serve as a Roadmap for the development of the Geospatial Open Data Sharing Platform (GEODASH). The Roadmap provides guidance to the relevant organizations in coordinating the development and implementation of the Dhaka GEODASH. The Roadmap has been developed through Focus Group discussions and other consultations with government agencies and other stakeholders. It includes target outcomes and benchmarks for two implementation phases: Phase 1 (0-9 months) and Phase 2 (10-18 months). This report document the process taken by the BUERP to develop the Roadmap and to specify the way forward. Accordingly, the report is organized as follows:

• A vision for the Geospatial Open Data Sharing Platform – GEODASH Platform (Chapter 1)

• Rationale and overall approach used in developing the Roadmap (Chapter 2)

• Findings of the Capacity and Needs Assessment (CNA) required to formulate the

3 CEGIS, 2009, Compatibility of GIS Data and De-velopment of Guidelines for Metadata, Data Sharing Protocol and National GIS Data Policy, Final Report submitted to CDMP.

strategies of the Roadmap (Chapter 3)• Implementation plan of the Roadmap along

each of the three pillars, including technical, organizational and human resource needs as well as an indicative financial plan (Chapter 4)

• Target outcomes and benchmarks for implementing, monitoring and evaluating progress on the implementation of the Roadmap (Chapter 5)

• Road ahead for a fully implemented GEODASH Platform, including challenges and keys to success (Chapter 6)

1.3 Vision of the Geospatial Platform

The ultimate vision for a fully implemented GEODASH Platform is that all relevant stakeholders in Dhaka have access to geospatial data required to conduct spatial analysis of disaster impact and support decision making in all phases of Disaster Risk Reduction Management (DRRM): mitigation, preparedness, response and recovery.

Starting with urban earthquake risk management, the GEODASH Platform will provide integrated data storage, data retrieval capabilities, viewing and mapping capabilities all in one nodal data sharing application.

The vision is for GEODASH to be scalable (can withstand more users) through linking of additional organizations in a “federation” of data sharing nodes, and extensible (can add more functionality) through incorporation of more data and features; for example from earthquake-related information to other types of hazards and risk, or from Dhaka-specific database to other cities in Bangladesh or a national-level database. To keep GEODASH from becoming “everything to everyone” and enable the differentiation from other types of data sharing platforms, as GEODASH is scaled up and extended, it has to maintain a brand identity as the open data sharing platform for DRRM in Bangladesh. This identity will ensure that GEODASH signifies a special added value for specific DRRM target users and contribute to its sustainability.2.1 Purpose of the Roadmap


The Roadmap identifies the main areas for implementing the GEODASH, provides a set of recommendations and detailed action items to act upon, and an indicative timeline along with a set of Monitoring and Evaluation (M&E) performance indicators for implementing the action items. It is founded on the outcome of the Capacity Needs Assessment (CNA) and on the basis of stakeholder engagement through a series of Focus Group Discussions (FGD), Key Informants Interviews (KII), and other consultations among specialists and potential users. It is intended as a strategic plan that matches the goals of implementing GEODASH with the specific goal of supporting earthquake disaster risk information and understanding in Dhaka for its initial implementation. The Roadmap is founded on the legal directives and existing ICT programs for open data sharing of Bangladesh and composed of three main pillars: technical, organizational, and capacity building (Figure 1).

The Roadmap process starts with earthquake risk management in Dhaka as an initial implementation objective. The geospatial

2 Approach for Developing the Roadmap

Figure 1 Three pillars of the Roadmap for implementing the Geospatial Open Data Sharing Platform

database, represented in the Dhaka Earthquake Risk Atlas completed by the BUERP will be used to operationalize GEODASH in the first phase of its implementation. The Risk Atlas contains GIS data produced that includes base maps (topography, roads, built area), land use planning data, demographic information as well as collected and newly generated data on earthquake Hazard Vulnerability and Risk Assessment (HVRA) component of the BUERP. The Roadmap formulates a common vision based on Focus Group Discussions (FGD) to set up guidelines and performance targets for addressing short-, mid- and long-term objectives in implementing GEODASH. The Roadmap has been validated by the stakeholders during a workshop held on October 25, 2013 as well as discussions among specialists and potential users.

2.2 Process of Developing the Roadmap

In developing the Roadmap for Geospatial Data Sharing in Dhaka, the Project Implementation Team (PIT) undertook three major activities with the GIS-ICT Focus Group members (see


Annex A for FG list):

• Carried out a Capacity and Needs Assessment (CNA) with the GIS-ICT Focus Group (FG) and proposed a set of recommendations to address gaps identified in the CNA;

• Implemented and tested GeoNode as a prototype data sharing platform for GEODASH and provided demonstrations to engage the Focus Group in evaluating the platform and help change mindsets for utilizing an open data sharing system;

• Developed the Roadmap and conducted Focus Group Discussions (FGD) to help reach consensus on a common strategy for implementing GEODASH.

The workflow in developing the Roadmap is illustrated in Figure 2. In the first step towards development of Roadmap, a Capacity Needs Assessment was performed by using outcomes of the GIS inventory or “Information Audit”, “Guided Interviews” and “Focus Group Discussions (FGD)” conducted with key organizations of the GIS-ICT Focus Group (FG) in 4 workshops conducted from November 2012 till June 2013. The assessment revealed valuable information regarding the state of information systems, capacity of human resources and processes involved in data sharing in Dhaka. Additionally, interviews were conducted

with key members of the Focus Group for developing protocols and processes of a scalable and sustainable open data sharing platform. A gap analysis based on the CNA was used to formulate the strategic direction of the Roadmap. The results of the CNA were used to develop the strategic direction and implementation model of the open data sharing platform. Additionally, various configurations of the infrastructure hosting the data sharing software, as well as different organizational arrangements and data sharing models were tested and evaluated with Focus Group members, during the GIS-ICT Focus Group Workshop in July 2013 using the participatory decision-making tool: “dotmocracy”4. This allowed for the development of a set of implementation models, along with short-term and mid-term benchmarks and target outcomes along the three main pillars of the Roadmap, which were again validated with the GIS-ICT Focus Group during the FI GIS-ICT Focus Group Workshop on October 26, 2013. The timeline of the activities in developing the Roadmap are presented in Figure 3.

3.1 Rationale for GIS Capacity and 4 Dotmocracy is a transparent, equal opporunity,

and participatory large group decision-making tool, http://dotmocracy.org

Figure 2. Process of developing the Roadmap for implementing the Geospatial Data Sharing Platform


Figure 3. Timeline of activities under Component 2: Capacity and Needs As-sessment and Roadmap development for the Geospatial Open Data Sharing Platform (GEODASH)


Needs Assessment

GIS has been introduced in Bangladesh in 1991 through a project called FAP 19 (GIS), which is a component of the Flood Action Plan, to demonstrate its application in the field of monitoring, planning and management of natural resources. Since this time it has gained momentum and different GIS applications have emerged beyond the water sector in such diverse fields as Communication, Disaster Management, Landuse planning, Navigation and many more. According to the survey conducted by CEGIS in 2009, in 1994 the number of institutes using GIS was only eleven and in 2008 this number has risen to 61, while the number of GIS professional has increased to over 2000. Beyond the professional use, in a recent years most of the public and private educational institutes have introduced GIS in their curriculum to meet the demand specially in the field if urban and regional planning, water resource planning, disaster management etc.

In this project the context of using GIS in the assessment of vulnerability and risk of population, buildings, lifelines and infrastructures in Dhaka to earthquakes is a special focus. This study builds on information garnered from previous studies of GIS in Bangladesh such as: ISPAN5 (1994), EGIS6-1 (1996), NWRD7 Phase 1 (1999), NWRD Phase 2 (2003), ICRD8 (2005), and CDMP9 (2008). While previous studies surveyed institutions on their capacity (e.g., in terms of availability of professional software, hardware, data sharing 5 ISPAN: Irrigation Support Project for Asia and Near-

est6 EGIS: Environmental and Geographic Information

Services7 NWRD: National Water Resources Database 8 ICRD: Integrated Coastal Resources Database9 CDMP: Comprehensive Disaster Management Pro-

gramme

3 Capacity and Needs Assessment

protocols), these survey did not extend to the functionality of these institutions with respect to use of GIS for DRRM. Furthermore, past surveys focused on national institutions and did not include some key organizations in the area of disaster management in Dhaka. As such the present study will focus on key DRRM stakeholders in Dhaka and the consultations will probe the use of GIS and related gaps on urban disaster response, recovery, mitigation and preparedness.

3.2 Objective of the Capacity and Needs Assessment

The aim of the CNA is to determine GIS requirements10 in relation to the technical and human resources, functions and roles of key institutions in DRRM of Dhaka. The CNA is a key instrument for developing the Roadmap for Geospatial Data Sharing and is conducted through two (2) types of surveys: 1) Inventory Checklist (Information Audit), and 2) Guided Interviews.

The purpose of the inventory checklist is to develop an audit of existing GIS resources (geospatial information and human/technical capacity) in Dhaka. The survey is composed of the following sections: Personnel, Personnel Training, Computer Software, Computer Hardware, and Mapping Data/Information and availability of GIS-ICT plans. The GIS Inventory Checklist was administered to members of the GIS-ICT Focus Group during two consecutive workshops on November 15, 2012 and February 13, 2013. The list of respondents by ministry or agency is available in Annex B: List of Respondents for the GIS-ICT Inventory Checklist. The full inventory checklist can be

10 Related Information Communication Technology (ICT) elements were also assessed because they are closely linked to the GIS functions.


seen in Annex C: GIS Inventory Checklist.

The purpose of the guided interviews is to understand how geospatial information and data are handled, identify the protocols in place within each of the institutions, and the process of data and information transfer to other organizations in Dhaka. An understanding of these is necessary for developing a basis for the creation of a successful Geospatial Data Sharing Platform for DRR. The specific objectives of this component are:

a. Identify key functions of departments in relation to GIS data and applications

b. Identify and evaluate data acquisition, data storage and data updating

c. Assess computer hardware, software and human resources/capacities

d. Evaluate GIS/ICT protocols and planse. Assess intra/inter-institutional administrative

protocolsf. Assess functions of departments in relation to

GIS use

The interviews were structured along a 32-point questionnaire and were conducted with the eight key institutions listed in Table 1 from March to June 2013. The questionnaire is presented in Annex D.

3.3 GIS-ICT Focus Group

Focus Groups are the primary mechanism through which EMI initiates consensus-based planning to engage local stakeholders, prioritize issues and move towards implementing and mainstreaming disaster risk reduction. Furthermore, validation through Focus Group Discussions (FGD) is one of EMI’s approaches to engage stakeholders and have them participate at all levels and components of the Project. FGDs were therefore, used in the evaluation and validation of the Capacity Needs Assessment (CNA) and the Roadmap guidelines

in all four Field Investigations (FIs) that took place in November 2012, March 2013, July 2013 and October 2013. The Focus Groups were initiated at the outset of the Project for each of the different sectors that were analyzed. The GIS-ICT Focus Group was also initiated and included 42 participants representing 31 focal institutions (see Annex A).

3.4 Survey Findings

The GIS Capacity and Needs Assessment (CNA) was carried out from November 2012 to July 2013. The methodology employed by the project for conducting the GIS-CNA is divided into three (3) components: data collection, gap analysis, and focus group validation. Data were gathered through the GIS-ICT information audit and supplemented by in-depth guided interviews. Respondents for the information audit were the members of full GIS Focus Group (see Annex B), while the more in-depth guided interviews were conducted with 8 key institutions among the GIS-ICT Focus Group with ICT needs and mandates for DRRM in Dhaka (see Table 1; Section 3.4.2). The surveys and interviews were conducted by the EMI local project team.

3.4.1 Inventory Checklist

A follow-up GIS-ICT survey was conducted during the GIS-ICT Workshop on 13 February 2013. A GIS-ICT Focus Group representing the key organizations dealing with GIS-ICT and DRRM in Dhaka was formulated to assess the capacity and needs of these institutions and ultimately build consensus and commitment around implementation arrangements for a GIS data sharing Roadmap. Twenty-nine (29) focal members of the GIS-ICT Focus Group completed the questionnaire to assess the GIS


capacity of their respective institutions.

GIS Activity and Resources

Eighteen (18) out of the 24 members responded that they are conducting GIS-related activity along a diverse set of organizational mandates and responsibilities (Figure 4a). For example, the Ministry of Environment uses GIS and remote sensing technology for industrial pollution management whereas RAJUK and DCC are using GIS for land use planning and in producing zoning maps. Dhaka WASA prepares GIS based water, sewer and drainage networks aided by GIS. While 18 out of 24 institutions have used GIS as part of their functions, all of the institutions surveyed indicated that they currently do not have the human resources, training or adequate ICT infrastructure to support their GIS needs. Only 9 out of 24 focal members responded that their respective organization or department have an ICT unit for GIS database management in place (Figure 4b). Among the 15 institutions without an ICT unit in place, 11 replied that they have a plan to establish an ICT unit. 12 of the institutions identified as a high priority having a separate

No GIS database

Figure 4. Institutions with GIS Activities, Dhaka City, 2013 (top) and Institutions with GIS Database Management System, Dhaka City, 2013 (bottom)

GIS-ICT unit with along with training and original software licenses. For example, RAJUK has a huge GIS data set prepared for Development Area Plans (DAP), but there it does not have any ICT/GIS database.

It goes without saying that without the human resources and tools (i.e. software and hardware) to perform spatial analyses, institutions cannot build GIS capacity. The current status with respect to human resources and GIS hardware/software can be summarized by the following points:

» Currently, very few departments have up-to-date GIS software. Even in cases where the IT infrastructure and hardware are sufficient to support GIS software, little attention is paid to provide GIS services. Most departments have GIS-capable computers, but no centralized architecture exists for the distribution, and maintenance of the software.

» GIS technology is not used to its fullest potential, and, in some cases, personnel rely on GIS maps “manually” to plot maps.

» The number of GIS staff and dedicated


Figure 5. Counts of GIS Activity, number of staff and GIS equipment from 29 focal mem-bers interviewed

GIS computer units are quite varied among the focal member institutions in Dhaka with the largest organizations, such as national government and university institutions representing the highest number of staff and computer units.

GIS Data for Earthquake Disaster Management in Dhaka

A taxonomy of data relevant to DRRM activities was developed and validated by the Focus Group during the November 2012 workshop. Tables 2 to 6 present the list of spatial data that are available in the various departments. Some of these spatial data are in GIS format (i.e., shape files) while some are in paper map form or digital image, or available as spreadsheets. One of the aims of the Bangladesh Urban Earthquake Resilience Project under Objective 2.2 is to develop a geospatial risk atlas for urban earthquake risk. Thus,

Reference Maps SoB WASA DCC CEGIS CDMP

Orthophoto a

Elevation a

Digital Elevation Model a a a

Hydrography (Streams and rivers) a a a a

Political Boundaries a a a a

Table 2. Availability of Reference Maps in the Different Institutions in Dhaka City, 2013

Earthquake Hazard and Risk Data/Information GSB BUET HBRI CDMP SRDI CEGIS

Boreholde data a a a

Geology/Geomorphology a a

Surface Fault Maps a a

Eng. Geology Maps a a

Table 3: Availability of Earthquake Hazard and Risk Data in the Different Institutions in Dhaka City, 2013


Exposure: Built Environment DCC (MoDMR)CDMP

CEGIS SoB LGED DWASA BWDB DMP RAJUK

Building height a a

Number of floors a a

Building Material/Age a a

Roads a a a a

Bridges/ overpasses a a a a

Railways a a

Flood Protection a a a

Pumps a a

Traffic Lights a a

Landuse a a a a

Building foot print a a a a

Earthquake Hazard and Risk Data/Information GSB BUET HBRI CDMP SRDI CEGIS

Soil Maps a a

Ground Motion Intensity a a

Liquefaction a a

Landslides

Seismic Microzonation a a

Building Damage a a

Earthquake Loss a

Table 4: Availability of Exposure: Build Environment Data in the Different Institutions in Dhaka City, 2013

Table 5: Availability of Exposure: Critical Infrastructure Data in the Different Institutions in Dhaka City, 2013

Exposure: Critical Infrastructure

CDMP FSCD DESCO/DPDC

PGCB/PDB

RPGC DWASA BTCL/BTRC

DMP CivilAvtn

Police Stations a

Fire Stations a

Water Hydrant a

Emergency Response Stations

a

Hospitals a

Helipads a

Airports a

Power Plants/Substation a a

High Power Lines a


Socio Economic Vulnerability/Capacity BBS CDMP DCC DG Health Office

Population Structure a

Special Needs Population a

(Elderly, Disabled, Slums) a

Education a a

Employment a a

Housing and Sanitation a a

Infant Mortality a

Health Centers/Hospitals a a a

Health Professionals a a

Exposure: Critical Infrastructure

CDMP FSCD DESCO/DPDC

PGCB/PDB

RPGC DWASA BTCL/BTRC

DMP CivilAvtn

Transformers

Telecom. a

Water Supply a

Sewerage system a

Gas Stations/CNG a

Schools a

Stadiums a

Markets/Malls a

Religious Centers a

Evacuation Sites a

Table 6: Availability of Socio-Economic Vulnerability/Capacity Data in the Different Institutions in Dhaka City, 2013

through a large data collection effort, much of the data that are shown in the succeeding tables have been acquired and integrated into a geospatial database (See Risk Atlas). Prior to the data acquisition process, a survey of available data that existed in the various institutions in Dhaka had to be carried out.

A snapshot of the capacity of the various institutions surveyed and assessed in Dhaka in terms of human resources, acquisition of GIS technology, as well as, whether the institution conducts GIS activities and has an ICT unit in place is presented in Figure 6. The figure shows four (4) categories of institutions (1) organizations tasked with emergency response (Armed Forces, FSCD, Dhaka Metro Police, RPGC Explosives Dept); (2) organizations in charge of critical services and utilities (DWASA, TITAS, DESCO, DPDC, PGCB, PDB); (3) organizations mandated with development planning and risk mitigation (DDM, DSCC, DNSCC, Public Works Dept, RAJUK); and (4) national research and government institutions which


could play a supporting role for mainstreaming a GIS-based platform for DRRM in Dhaka (BUET, BU, CEGIS, GSB, SoB, BMD, etc.).

3.4.2 Guided Interviews

Beyond the overall capacity assessment depicted in Figure 3, detailed interviews were conducted with eight (8) key organizations (DDM, RAJUK, DSCC, CEGIS, TITAS, DWASA, DESCO and BUET-IICT) to obtain an in-depth assessment of the capacities and gaps with respect to the

Figure 6 . Capacity and Needs assessment of institutions in Dhaka City, 2013

nodal institutions representing emergency response, critical services and mitigation/planning and research. In the figure, DDM is shown in a central position as it has an active GIS program and currently supported by other projects to mainstream GIS and develop an ICT plan. Because of DDM’s activities, sizable spatial data that has been collected in previous and ongoing projects and its mandate for serving as a nodal institution for all aspects of DRRM, it is envisioned that DDM is a primary end-user


of the geospatial database for DRRM developed in this project. Thus, based on the current assessment presented in this report, DDM is in a central position to serve in a facilitating role for coordinating and sharing geospatial data related to DRRM in Dhaka.

Given that the primary function of the initial configuration of the Geospatial Open Data Sharing Platform (GEODASH) is for DRRM specific to Dhaka, a key group of stakeholders representing the different phases of DRRM were selected among the GIS-ICT Focus Group to conduct in-depth interviews. The key stakeholders in DRRM in Dhaka are DDM, RAJUK, and DCC. In addition to this, are the utility providers DWASA, TITAS, DESCO as well as the technical organizations such as BUET-IICT and CeGIS. To understand the GIS-ICT capacities of these institutions, guided capacity needs assessment (CNA) interviews were conducted on the functional information, ICT plan and implementation, GIS plan and implementation, data and information products, as well as the human resource capacity of these institutions. Table 7 summarizes the respondents for each interview.

The main findings along each of the assessment objectives are presented in the following sections. The presentation of these findings during the workshop on 3 July 2013 provided the opportunity for articulation and validation with

Table 7. Respondents of the GIS-CNA Guided Interview, Dhaka, 2013

Department Respondent PositionDDM Mr. Netai Chandra Dey sharkar Assistant Director

RAJUK Engr. Abdul Latif Helaly Executive Engineer

Dr. K Z Hossain Toufiq Director of Planning

DSCC Mr. Sirajul Islam Chief Town Planner

CEGIS Mr. Awlad Hossain Director of GIS division

DWASA Engr. Zaki Mostafa Chowdhury Superintendent Engineer

TITAS Engr. Ashiqur Rahman Deputy General Manager

DESCO Engr. Zakir Hossain Deputy General Manager

Engr. Shamim Ahsan Superintendent Engineer

Engr. Kamruzzaman Executive Engineer

BUET-IICT Dr. Liakat Ali Professor, Inst. of ICT

stakeholders of the needs and requirements for GIS mainstreaming which are, in turn, used in informing the GIS data-sharing roadmap.

Identifying key roles of Departments in relation to GIS for DRRM

An important objective of the capacity and needs assessment is to understand the key roles and functions of each of the eight (8) institutions investigated and how these main functions complement or require GIS and ICT capabilities. The survey identified a set of common and/or duplicate functions with respect to GIS, as well as, complementary functions. The aim was also to understand the gaps in functions (i.e., challenges posed to the eventual use of GIS), as well as, functions which may be wholly or partially performed by GIS within each of the institutions.

Table 8 shows some of these key roles and functions in a matrix for each of the eight (8) institutions interviewed.

Identifying and evaluating data acquisition, data storage and data updating

The main findings and issues collected through the assessment interviews are listed below:


Dept. Functions of department with potential need of GIS support

Top 3 challenges in carrying out functions related to GIS

DDM

a. Situation Report Preparation b. Hazard and risk mappingc. Multi hazard risk vulnerability assessment

modeling and mapping d. Damage and need assessmente. EQ spatial contingency mappingf. Storm surge and slum inundation map

a. Resources constraintsb. Lack of modern/new technology

migrationc. Lack of training and expertise

RAJUK

a. Land use Planning , Building Permits,b. Developmentc. Development controld. Apartment and road constructione. Annual report of RAJUK

a. Lack of manpower in Development and Planning section

b. Problem in land acquisitionc. Lack of Earthquake cell (urgently

needed)

DSCC

a. Road, foot path, surface drain and median construction-maintenance and repair.

b. Provision of trade license and collection of holding tax.

c. Online birth and death registration, mosquito control and primary health care service.

d. Parks play grounds, graveyard maintenance and development

e. Feasibility studies of various projects and GIS mapping

f. Disaster Management related activities, heritage and risky building identification

a. Lack of computerized automated archiving system

b. Shortage of manpower in planning division,

c. Need multidisciplinary DM cell and budget allocation for DM related activities

CEGIS

a. Construct and maintain national level Geo Database

b. Provide and conduct environmental assessment

c. Monitor and evaluate national resource management

a. Getting access to the reliable information and database

b. Retain environmental, GIS, RS experts.

DWASA

a. Water supply, sewerage treatment and disposalb. Storm water drainage in Dhaka c. Location of critical facilities (e.g., pumps)


b. Shortage of manpower in planning division

c. Difficulties in capturing/updating data and provision of services due to unplanned nature of city development

Table 8: GIS Roles, Functions and Challenges of the Departments, Dhaka City, 2013


Dept. Functions of department with potential need of GIS support

Top 3 challenges in carrying out functions related to GIS

DESCO

a. Electrical distribution to its designated area (two companies supply electricity in the whole Dhaka: 1. DESCO, 2. DPDC. Both companies have separate area of service.)

b. Maintain substations, underground 33/11 KV connections, overhead lines and distribution networks)

c. Give consumer connection and maintain electricity billing.

a. DESA-CBA has 16 SND. The system is over loaded because the supply is less but the demand is high. Demand is 700 MW but supply is 500-600 MW.

b. Has lack of trained exerts to identify problems immediately and give proper solution quickly.

TITAS

Gas transmission and distribution to customers for selling purpose


b. Non-operational GIS Unitc. No data sharing on soft copy, all are

paper based works.

BUET-IICT Teaching and research in ICTDevelop knowledge based products and services, innovation and enterprise.Provide consulting services to public and pvt organizations

Shortage of manpowerLack of sophisticated instruments

• Institutions often acquire data from a variety of sources. While the data is mostly traceable to the original source, there is no organized mechanism in place to ensure data integrity (accuracy, completeness and consistency with other data sources).

• Institutions largely exhibit limited capacity to manage their data resources. Many organizations do not have dedicated GIS units and database management systems in place. Some still use and store paper maps, and face problems on archiving and updating. There is no documented system for managing GIS data updates.

• Each department has its own system of gathering and updating its own data sets. Table 9 presents the findings in terms of gathering, storage and updating of the eight (8) departments interviewed.


Dep’t Data Gathering Data Storage Data Updating

DDM

GIS data acquired from a variety of sources. Data is officially acquired through issuance of an official letter of request.

Data in both soft and hard format are stored in various formats (paper maps, CDs, DVDs). Data in digital format is structured, mostly traceable to sources and backed up. Some data are available on website as PDF files.

Updates are dependent on project activities, and type of data.

RAJUK

GIS data on land use, roads and buildings both generated and gathered from a variety of sources.

Data in both soft and hard format are stored in various formats (DVD, CD, Hard disks). Data is structured and traceable to sources.

Updating data is difficult. Inaccurate, incomplete and out of date data in some cases.

DSCC

GIS data acquired and managed is related to roads, open spaces, parks and play grounds, and buildings.

Data in both soft and hard format are stored in various formats (A1 sized ward maps, CDs, DVDs). Data in digital format is structured, backed up and traceable to sources, however no data management system is in place.

Infrequent data updates. Various levels of data currency. Some surveys done in 2004, are not updated and more recent surveys carried out in 2010-2011 (in 11 wards, 15% of ward maps are updated).

CEGIS

GIS data on national water resources, archieve and maintain landuse database derived from RS, also archive satellite images

Data stored in proxy server, mainly on DVD and tape, has own database management system.

Data updated as required and backed up

DWASA

GIS is used in Networking of Water and sewerage system; Locating crucial facilities like pumps etc.

All data stored as paper amps and soft copy on tape drives, hard drives and dedicated server, however no soft copy is shared.

Data is updated and backed up

DESCO

Currently no GIS data use, but has a plan to establish GIS unit; gathers data basically on electric billing and network equipment data.

Data stored in paper and excel-spread sheets

Data is updated and backed up

TITAS

GIS data has been gathered from a variety of sources.

Data stored in a computerized database system (i.e., TAPE) and database management system is in place, but is outdated.

Frequent updates through customer billing services.

BUET-IICT No GIS data acquired Data stored in computerized database system

Servers for back up of information exists

Table 9: Summary of data management among the GIS FG departments


Assess computer hardware, software and human resources/capacities

The availability of GIS-ICT infrastructure and competent GIS personnel are invaluable to the attainment of the objectives of GIS investment. The goal of this component of the capacity and needs assessment is to identify the ICT infrastructure and human capacity required for the effective and efficient mainstreaming of GIS in Dhaka.

Key Findings

Perhaps the most important element in the entire picture of ‘GIS capacity’ is the absence of trained personnel in large enough numbers, and to a certain extent, the lack of training and expertise of existing human resources. A key finding and main concern in the capacity and needs assessment is that there are very few personnel trained in the use of GIS across the 5 core institutions interviewed.

Table 10. GIS Human Capacity in Institutions in Dhaka City, 2013

Organization DDM RAJUK DSCC CEGIS DESCO TITAS DWASA BUET-IICTTrained professional in

Database design and management

N/A NO NO 7 4-5 persons

a a a

Systems administration N/A NO NO 3 NO NO a

Global positioning systems

N/A NO 20 NO a a

Remote sensing N/A NO 15 NO NO NO

Digital cartography N/A NO 15 NO NO NO

GIS application development

N/A NO NO 10 NO NO a

Spatial analysis and modeling

N/A NO NO 6 NO NO a

Metadata standards N/A NO NO 3 NO NO a

Needs assessment analysis

N/A NO NO 2 NO NO NO a

Total Number of Staff 200+ 15 officers and 46 staffs in Planning department, total 1087 persons

8 persons in Urban Planning Division

300 persons in total

1400 persons in total

36 persons in ICT

25 persons in ICT (2 GIS staff)

9 teachers, 20 staffs

Table 10 summarizes the number of personnel with training related to GIS and data management. It can be seen that the different departments have different capacities, and they involve, in part or wholly, CAD, GSI, Microsoft Excel, and ArcView. Based on the interviews and surveys, a total of four (4) personnel were trained on the use of GIS. Among these, only one (1) personnel has more functions dedicated to GIS activities. Twenty eight (27) employees of C3 indicated that they were trained on the use of GIS, however, they use their own GIS-based software (C3GSI) which is currently only licensed to C3 and is not intended for GIS functionality as discussed here (i.e., the storing, analysis and sharing of geographic information). One employee of MIS was trained on GIS, while one (1) in Engineering was trained on the use of GIS.


Identifying availability of institutional processes and protocols for GIS data sharing and management

The successful use of GIS technology is dependent on building and maintenance of an institutional environment that facilitates collaborative work programs and has adequate political, managerial, and financial support for nurturing the mainstreaming of GIS applications, products, and services for effective inter-departmental coordination of GIS. The objective of this element of the CNA is to identify the availability of critical administrative, managerial, and organizational support systems needed for effective mainstreaming of GIS in Dhaka for DRRM.

Key findings

Acquisition and sharing of data in Dhaka is based mostly on informal agreements and relationships between individuals. Most organizations are open to sharing data with other government institutions in Dhaka, but there are no formal protocols or processes in place for this. Most data sharing takes place through a formal letter of request for data to the institution. However, the approval of such a request could take time. In addition, an “informal” system of information sharing is common which may provide a sense that the system is working and, therefore, formal protocols are not necessary. For example, an interview respondent remarked that there is usually no need for protocols on data requests because the persons know each other. However, an informal system of relationships and agreements between individuals cannot effectively cope with the effective management of a large and growing volume of data and the regular maintenance and updating required. Information is also often available only as paper maps and shared or sold via copy maps. For example, DWASA is now going through a concerted effort to convert all paper maps to digital versions stored in a centralized database system. Other institutions such as DSCC which

has produced GIS ward maps at a very high cost, share maps in hard copy while the soft copies are sold at a high price. A centralized database system related to DRRM information with inter-institutional connectivity that can be regularly backed up is currently not available in Dhaka. The only organizations with plans for an ICT plan for sharing DRRM data is DDM. However, details of this plan were not supplied as the MHVRAM project through which this is developing is ongoing.

Beyond sharing of data, there is also a gap in terms of mainstreaming GIS across the different activities and functions of the institutions interviewed. For example, DSCC would like to see more integration of resources for its workflow of procedures and appropriate allocation of budget. However, their proposal for mainstreaming GIS into the institutional processes is currently not funded by the ministry. Of the key institutions interviewed, only 2, DDM and DSCC, have a budget line for acquiring GIS technology and only DDM is planning on offering training and capacity building programs to its staff.


Institution ICT Plan in place GIS Data Sharing Protocols

Budget line for GIS Technology

acquisition

ICT Capacity Building

Program in place

Plans to Mainstream GIS

DDM

At present no ICT plan, but provision for ICT unit/plan in place

Data is shared with government agencies through formal request (approval process can take time)

Yes, budget varies depending on project requirement

GIS-ICT training and capacity programs planned

Yes, some dissemination of GIS information products taking place through website

RAJUK

No Informal, generally hard copy maps and soft copy data are shared upon request.

No No No, There is no dedicated GIS unit in planning dept.

CEGIS

Has a ICT division that manages the database, currently working on Vision 2025

Has definite GIS data sharing protocol, doing advocacy in GIS and RS in resource planning since 1991

Yes, every year has a budget of min. 50 lakhs to max. one crore depending on business

Yes, conducts regular training on GIS applications (basic and advanced)

Yes, it introduced GIS in 1991 through ARC info, over the period conducted over 2000 GIS professional trainings.

DSCC

ICT Plan established, but no human resources

Hard copy ward maps are sold from urban planning dept. Soft copy maps are sold at higher cost

Annual budget for upgrading equipment.

No, urban planning dept. officers train themselves by personal interest

Proposal for mainstreaming GIS submitted to ministry but was not funded

DWASA

No formal ICT plan, however conversion of paper maps to GIS database system in place

Informal data sharing (verbal request) and/or formal process (letter) for sensitive information

Yes, limited budget in place

Yes, own training institute with budget (but no internal training on GIS) only ICT

Functional ICT unit in place

Table 11. GIS-ICT Plan and Implementation of Institutions in Dhaka City, 2013


Institution ICT Plan in place GIS Data Sharing Protocols

Budget line for GIS Technology

acquisition

ICT Capacity Building

Program in place

Plans to Mainstream GIS

DESCO

ICT division maintains consumer billing, the has MIS for management and PIMS for recruitment

No GIS data sharing protocol exists, but relevant data is shared upon request.

No budget at present but has annual procurement plan. GIS item can be included in the budget.

Yes, it has internal training centre, conducts IEB training, PDB training academy at kaptai and Ghorashal

Has very strong plan to mainstream GIS in its functions. It is in a developing stage.

TITAS

No, discussions with professionals from BUET to upgrade and convert outdated database system

No, data sharing is based only on paper copies.

No No, last training was in 1989-90. ICT equipment not updated for more than 10-15 years.

Currently no operational GIS unit in place.

BUET-IICT

Yes, ICT unit developed a plan and maintains all ICT needs of BUET

N/A Yes, open tender, every 5 years

Yes, regular training on ICT given within BUET as well as other instititions

Currently no GIS division within IICT


4 Roadmap for Implementing GEODASH Platform4.1 Basis of Platform

The development and implementation of Geospatial Open Data Sharing Platform (GEODASH) is envisioned (via the Roadmap) as three inter-related element areas (pillars). The Data Sharing platform is founded in the existing legal directives and ICT programs for data sharing and accessing information related to disaster management currently existing in Bangladesh. These serve as the anchor and foundation of the Platform and ensure that GEODASH builds upon and is linked to the existing ICT structure and legal mandate.

The three pillars of the platform consist of organizational components, technical components and capacity building components (Figure 7). The central pillar is the technical components, which are the backbone of the open data sharing platform and supplies the data, applications and infrastructure required to operationalize the system. The organizational components define the role of the coordinating and technical support institutions for creating and maintaining the platform and contain the agreed upon organizational roles, coordination mechanisms and templates for defining standards and protocols for coordinated data sharing. The capacity building components of the third pillar describe

training programs and human resources required to build the capacity for maintaining and using the platform and thus bring about sustainability of the platform.

Implementation plans for each of the three pillars are developed in this section, while detailed action items for each of the three pillars along an indicative timeline are developed in the next section. In all cases, the implementation plans focus on a scaling strategy – delivering value now, while moving to realize the vision of a fully implemented Geospatial Open Data Sharing Platform in the long-term, where stakeholders have access to geospatial data required to support decision making in all phases of Disaster Risk Management (DRRM).

4.2 Legal Directives and Existing Programs

4.2.1 Legal Directives for Data Sharing

The Legal and Institutional Arrangements (LIA) Component of the Bangladesh Urban Earthquake Resilience Project reviewed about 67 acts and rules which are relevant in connection with disaster management; out of which three have been identified as relevant for setting up the open data sharing platform. These three legal

Figure 7. Three key elements (pillars) of the Geospatial Data Sharing Platform


instruments are shown in Table 12, and include: Disaster Management Act, 2012: Section 34, The Local Government (City Corporation) Act, 2009: Section 110, The Right to information Act, 2009: Section 4.

Under this component, the above three Acts have been reviewed based on three criteria to assess their applicability to the GEODASH Platform. These criteria are: i) Access to data which has been produced by the Government of Bangladesh (GoB) and donor organizations, ii) Distribution of data by organizations charged with DRRM -related data gathering and creation; and iii) Updating and maintenance of data to add future value to the geospatial data. Based on these three criteria, the three acts have been reviewed in the Table 13.

The Disaster Management Act, 2012 specifies the distribution of data and information regarding preparedness, early warning system and situation report during a disaster. However, this Act does not have provisions for access to information prior to disaster and also it is does not have any protocols on maintenance and updating of geospatial data assets. The Local Government (City Corporation) Act, 2009 clearly ensures access to information and coordination among all government organizations during disaster, but it is also silent

Disaster Management Act, 2012; Section 34To fulfill the objectives of this Act, the government may give directives to controlling authority or individual of any radio or Betar, television, satellite television channel, printing media, telecommunication network or electronic or cable network or any such information and technology based broadcast media to broadcast, publish and display the information, picture or news etc. on imminent disaster situation, disaster related early warning signals or disaster preparedness or public awareness issue and concerned authority or individual would be obliged to comply such directives.

The Local Government (City Corporation) Act, 2009; Section-110

Ensures the right to information and assigns the responsibility to take necessary actions in cooperation with government authorities during the disaster.

The Right to Information Act, 2009; Section 4Every citizen shall have the right to information from the authority, and the authority shall be bound to provide him with the information on demand from a citizen.

Table 12. Description of legal directives related to Data Sharing

about distribution and maintenance of the data.

The Right to Information Act, 2009 has opened new horizons towards establishing an open data sharing platform. Section 4 of this act clearly mentions that every organization is bound to share the information upon request from a citizen and getting the information is the right for every citizen of Bangladesh. According to section 5 of this act, every authority shall prepare catalogue and index of all information and preserve it in digital format within a reasonable time frame and shall connect them through a country-wide network to facilitate access to information which is directly supports the Geospatial Open Data sharing Platform of this project. Section 6 of this act makes provision for distributing the information in such a way so that information is easily accessible by all. It also states that no authority shall conceal any information or limit its easy access, however, this act also does not have any provisions on the maintenance and updating of data.


Act/LawsCriteria

Access to Information Distribution of Information Maintenance

The DM Act, 2012 Not specified During disasters this act gives direction to any authority or individual to publish and display information on disaster preparedness, early warning and developing situation reports.

Not specified

The Local Government (City Corporation) Act, 2009

Ensures access to information and coordination among all government organizations during disasters

Not specified Not specified

The RTI Act,2009 Getting the Information from any authority is the fundamental right of the citizen of Bangladesh

Provisions for every organization to store data digitally and share through a country-wide network

Not specified

Table 13. Criteria for evaluating applicability of existing legal directives to GEODASH

4.2.3 Existing Data Sharing Programs

4.2.3.1 Access to Information (A2I) Program

Access to Information (A2I) is a concept of good governance and ensures transparency in documentations of all activities related to government services. The program is implemented by the Prime Minister’s Office with the goal of changing mindset with in the government to embrace ICT as a powerful enabler for the nation’s growth. During the A2I Program, fundamental progress has been made in improving access to public services. This program counters the widespread time consuming manual process and promotes one step e solution for all and reduces the lack of transparency on the government services that frustrates the citizens to get government information and services.

4.2.3.2 Disaster Management Information Network

A number of different applications were considered and reviewed. An existing web portal

established in the CDMP is DMIN (Disaster Management Information Network)11, which is planned to facilitate the national disaster early warning related information collection, analysis and dissemination of information for risk reduction and emergency response.

4.2.4 Gaps and linkages

Legal Directives: The existing acts and legal directives reviewed here, provide the foundation for anchoring the open access and distribution of geospatial data within the GEODASH platform. However, these acts do not provide any directives on data collection, compilation and modification. Furthermore, data sharing protocols currently do not exist within the legal framework. Finally, there are currently no intuitional mechanism to address data management, quality control, maintenance and financing of required resources.

Access to Information (A2I) Program: Since A2I program empowers the data to be opened for the benefit of the public, it complements 11 DMIN portal: http://www.dmic.org.bd/dmin/


the Geospatial Open Data Sharing platform which also aims to open Geospatial data to all government relevant organizations to make their own earthquake resilience plans with the use of scientific knowledge and data that have been generated from the Bangladesh Urban Earthquake Resilience Project. This way, the data is used for its intended purpose and organizations that share data get recognized for contributing in the GEODASH. Thus sharing information promotes disaster resiliency in Dhaka through the use of accurate information for planning.

Disaster Management Information Center (DMIC): DMIC is proposed on one hand, as a central hub of the information collection and early warning recipient agency for MoDMR and on the other hand, a central dissemination Emergency Operation Center for early warning related information collection, analysis and dissemination. The DMIC web portal includes a GIS Map Server which has been developed by the Institute of Water Modeling (IWM), however the Map Server is only for viewing a very limited (district boundaries, roads, railways and rivers) dataset displayed for all of Bangladesh and does not have any of the functionalities of a data sharing platform. As DMIC itself was introduced primarily to disseminate weather and flood forecast information for Preparedness and Early Warning, it does not serve as a portal for Dhaka-specific earthquake risk information. CDMP produced the EQ risk information for Dhaka, Sylhet and Chittagong cities, but this information is not readily available in a user-defined format on the DMIC portal. Thus, in the BUERP grounds for a new geospatial data sharing application were investigated.

Building a platform for the sharing, management and publication of geospatial data from the ground up is a costly and time consuming process. Among data sharing platforms, GeoNode was determined as the best fit in this project. GeoNode brings together mature and stable open-source software projects under a consistent and easy-to-use interface allowing

users, with little training, to quickly and easily share data and create interactive maps.

4.3 Main Pillars of the Roadmap

4.3.1 Technical Component

The technical component of the Geospatial Open Data Sharing Platform is defined as a suite of geospatial assets which includes:

1. Geospatial data, 2. Software applications, and 3. Data hosting infrastructure.

When viewed together, this suite of geospatial assets can be viewed and managed as a set of inter-related technical components.

4.3.1.1 Geospatial Data

Geospatial data incorporated in the initial configuration of GEODASH is based on the primary geospatial data created as part of the HVRA (Hazard, Vulnerability, Risk Assessment) Component of the BUERP, which is also available as hard copy format as the Dhaka Risk Atlas. The geospatial data included in GEODASH is also based on data compiled in this project from a number of sources; including various datasets shared with BUERP by DCC, RAJUK and BBS Census of 2011. Datasets were modified only to include the study area, which is a subset of the Dhaka Metropolitan Development (DMDP) Area. Earthquake hazard and geologic data used came from the reports and scientific studies conducted by the Comprehensive Disaster Management Program (CDMP) by the Ministry of Disaster Management and Relief of Bangladesh. These datasets were analyzed in this project using the CAPRA suite of risk analysis software and supplemented with additional calculations outside of CAPRA for the core hazard, vulnerability and loss analyses. The exposure and building loss is based on the Magnitude 7.5 earthquake scenario on the Madhupur fault. This


was chosen among the other scenarios due to the highest probability of recurrence in the HVRA component.

All of the data compiled or created in BUERP has been vetted through a careful quality assurance process. Collectively this data will provide foundational geospatial data that can be trusted, used reliably, and shared across organizations. The spatial data is geo-referenced according to a common projection system and contain key metadata descriptors. In addition to the data generated in the Bangladesh Urban Earthquake Resilience Project, the geospatial data captured as part of the Open Street Map (OSM) project by EIMS in Dhaka will be also be implemented in

Theme Sub-theme Geospatial Data LayersBase Data Political DCC Boundary, Ward Administrative Boundaries

Physical Hydrography, Topography, Digital Elevation Model

Socio-cultural Ward level data for: Population, Population Density, Gender, Age Groups, Religion, Disabilities, Literacy, School Attendance, Employment, Type of Dwellings

Built-Environment Roads, Railways, Sewerage System, Drainage System, Natural Gas Pipeline, Building Footprints

Built-Environment (Open Street Map)

Building Footprints, Building Vulnerability, Drainage System, Roads, Open Space, etc.

Earthquake Hazards (M7.5 Madhupur scenario)

Soil Classification NEHRPP Soil Classification (D1-D5, E)

Peak Ground Acceleration PGA grid data and ward-level rankings; PGA with soil amplification grid data and ward-level ranking

Liquefaction Liquefaction Susceptibility grid data (10x10m) and ward-level ranking

Vulnerability and Exposure

Building Inventory Building vulnerability by cluster; Building value by cluster; Building value density; Building value density ward-level ranking

Lifelines Length of potable water pipelines

Essential Facilities Fire Stations, Police Stations, Hospitals, Schools, Water pump houses, Water tanks

Earthquake Risk and Losses (M7.5 Madhupur scenario)

Building Losses Building damage state per cluster by number and percentage

Lifeline Losses Number of water pipeline repairs

Casualties Number and percent fatalities per cluster and ward

Economic Losses Building damage losses by cluster and ward-level

Risk Indicators Urban Disaster Risk Physical and Socio-Economic Indicators

Table 14 Geospatial data seeded in the Geospatial Data Sharing Platform (v1; 2013)

GEODASH. The data themes, sub-themes and data layers, which will seed the initial platform are shown in Table 14.

4.3.1.2 Software Applications

Data sharing software or applications consist of a set of tools that enable a user to perform geospatial visualization or analysis. Applications may leverage one to many different services to conduct analysis and return a result to the user. The Geospatial Platform will offer access to applications that can be downloaded, customized, and used to meet user needs.


GeoNode12 is proposed in the Roadmap as a web-based software application for the sharing of geospatial. GeoNode is a web-based application and platform for developing geospatial information systems (GIS) and for deploying spatial data infrastructures (SDI). GeoNode’s data management tools allow for integrated creation of data, metadata, and map visualizations. Each dataset in the system can be shared publicly or restricted to allow access to only specific users. Geonode has been deployed for in the past years in various projects for data sharing in DRM. For example, HaitiData13 is an instance of GeoNode deployment for Haiti emergency activities or the Caribbean Geonode Platform used in support of climate risk management14. The Geonode application is free and supported with online tutorials and help documents by an open community of developers. It is designed to be extended and modified, and can be integrated into existing platforms.

The following are key advantages of GeoNode:

• Ease-of-use: GeoNode’s data management tools are easy to use and allow for integrated creation of data, metadata, and map visualizations that can be used by non-experts.

12 Geonode: http://geonode.org/13 http://www.haitidata.org/ 14 http://geonode.org/2011/10/geonode-in-the-east-

ern-caribbean/

• Security: Each dataset in the system can be shared publicly or restricted to allow access to only specific users. Permissions can be applied to layers and maps and can be used to assign read, write, and edit permissions to them. Data can be freely open to the public or accessible only by authorized users.

• Focus on Users: GeoNode combines a Webportal with web 2.0 elements, where social features like user profiles and commenting and rating systems allow for the development of communities around each platform to facilitate the use, management, and quality control of the data the GeoNode instance contains.

• Scalable: GeoNode provides a cost-effective and scalable tool for developing information management systems. It’s also designed to be a flexible platform that software developers can extend or modify to meet particular needs.

• Tested: The GeoNode project began in 2009 and has meanwhile has been fully tested as a data sharing platform in many applications, including the urban DRR context. There are a suite of trainings, user communities and technical support which exist on GeoNode.

A pilot application using some existing data was implemented by EMI in GeoNode via a local installation to initiate the data sharing process and be used for demonstration in a workshop held in July 2013.

Figure 8 Screen shot of GeoNode Data Sharing Webportal implemented for Dhaka


4.3.1.3 Data Hosting Infrastructure

Infrastructure includes both physical and logical components of IT that can be leveraged by multiple users. The physical and logical shared infrastructure includes (but is not limited to):

• Data centers and data repositories, including the cloud.

• Networks, including Internet and intranets.• Host platforms for data, services, and

applications, including portals and services.• Network routing services.• Access control and security

GeoNode can either be deployed on a single server that meets the bare minimum system requirements as outlined in Table 15. GeoNode can also be

Component SpecificationRAM 6GB of RAM, including swap space

Processor 2.2GHz processor. (Additional processing power may be required for multiple concurrent styling renderings)

Disk Space Additional disk space for any data hosted with GeoNode and tiles cached with GeoWebCache. For spatial data, cached tiles, and “scratch space” useful for administration, a decent baseline size for GeoNode deployments is 100GB.

Hardware 64-bit hardware recommended

Table 15 Bare minimum server requirements for installing GeoNode

Figure 9 Possible deployment modes of GeoNode

deployed to cloud based services such as Amazon Web Services (AWS) or OpenShift, making scalability on those platforms automatic and frictionless (see Figure 9).

For the purpose of demonstrating the use of GeoNode in the BUERP, a version of GeoNode has been installed by EMI using the Amazon AWS cloud service, which was recommended by the World Bank technical staff that maintains GeoNode in other locations around the world. Earlier in the project, some of the various options of implementing GeoNode were tested through a pilot implementation of GeoNode carried out on a local server at EIMS, as well as on the cloud.


GeoNode installed on a server can be used by a nodal institution to manage and maintain the data from their own location. The one-time expense of a server obviates the need for the monthly subscription service required by cloud solutions. However, installation on the cloud may still be more economical as the subscription service contains within it the cost of configuring and maintaining the server (Table 16). Thus, cloud hosting through Amazon AWS infrastructure or similar services is recommended here, at least for the short-term implementation phase, as this both removes the need for an institution which may have relatively low technical capacity to maintain their own IT infrastructure and automatically ensures that the data is backed up offsite. For example, in the 2010 Haiti earthquake the national mapping agency lost all of its data when the building collapsed. Furthermore, the cloud option provides more initial flexibility over a server solution, as it can be scaled, administered from anywhere and maintained without the need for extra technical support. The Bangladesh Computer Council (BCC) is currently developing plans for installing cloud services in different locations in Bangladesh, and in the long-term migration of the GEODASH platform on the BCC cloud is envisioned.

For the cloud option both AWS and OpenShift were tested and evaluated as two options for installing GeoNode. AWS was selected over OpenShift in the pilot implementation as it was found to be more flexible and cost effective:

Table 16 Comparison of the server-based and cloud-based installation of GeoNode

GeoNode ConfigurationCriteria

Flexibility & Stability Capital Cost Maintenance

Effort Data Security &

PrivacyCloud High Low (Short-term)

High (Long-term)Low Low

Server Low H (Short-term)Low (Long-term)

High High

• Ease of adoption/Flexibility: AWS works very easily with GeoNode while OpenShift requires additional coding.

• Price: It is difficult do cost comparisons because the complex tariffs don’t map directly on to each other. While the free tier of OpenShift offers more than the free tier of Amazon, for initial adoption (i.e. low usage) using OpenShift will be slightly more costly for the required implementation needs. Prices for OpenShift and AWS vary depending on the service package15, however starting at 300 USD/month for the Asia/Pacific region, AWS provides a more cost-effective solution for the pilot implementation.

4.3.2 Organizational Components

Another pillar of the GEODASH are the organizational components by which parties with a stake in the geospatial data sharing are afforded an opportunity to shape its structure, functions and capabilities. The initial vision laid out in the Roadmap is to be a Dhaka-wide system with shared governance. Three key aspects of this element are considered here and include: 1) the roles and functions of the respective institutions; 2) coordination mechanisms and models for data sharing; and 3) protocols and processes by which to manage geospatial assets of the Geospatial Data Sharing Platform.

15 AWS pricing for different service packages can be configured on: http://aws.amazon.com/ec2/#pricing


4.3.2.1 Institutional Roles and Functions

There are three major organizations in Dhaka, which play a significant role in the disaster risk reduction. Their brief mandates are described as follows:

◊ Department of Disaster Management (DDM, former DMB): Department of Disaster Management has been formed under the DM Act 2012 and it performs its function under the same Act. It serves as a facilitator for the preparation of local disaster management action plans at union, upazila and district levels. It maintains coordination with line department agencies, NGOs, social organizations etc. DDM maintains skilled disaster management personnel and serves as a monitoring unit to monitor disaster preparedness activities through administrations. DDM works also as a facilitator and depository of all disaster management related information. A Disaster Management Information Center (DMIC) has been set up with its own server and IT facilities and trained by consultants through the CDMP to maintain and upgrade the system.

◊ Rajdhani Unnayan Kartripakkha (RAJUK): RAJUK is mandated primarily to develop, improve, extend and manage Dhaka and the peripheral areas through a process of proper development planning and development control. Every construction/erection/excavation within the jurisdiction of RAJUK requires approval from the Authorized Officer or Building Construction Committee appointed under the provision of the Town Improvement Act, 1953. Any type of building construction - residential, commercial, or industrial – needs planning permission from RAJUK and must be in conformity with the land use provision of Master Plan/Urban Area Plan/Detailed Area Plans of different SPZ’s. RAJUK works as the regulatory body of Government for development control and guide to increase the safety of built structures. It exercises development control functions

as per provisions laid down in the Building construction Act, 1952 and its subsequent Amendments and the Rules.

◊ Dhaka City Corporation (South and North): Dhaka City Corporation is the local government authority of Dhaka Metropolitan Area. It has a wide area of service which includes hospitals, burial/burning ground, road/drain/footpath maintenance, providing and maintenance of street light, markets, gymnasium, museums, community centers, bus terminals, public toilets, on street car parking, playground and schools. Dhaka City Corporation is the responsible organization to make the City functioning through coordinated efforts with respective institutes. It functions under the Local Government (City Corporation) Act 2009.

Several key organizations were evaluated using the participatory decision-making tool – dotmocracy - regarding the coordination and institutional processes of the Geospatial Platform during the July 3, 2013 Workshop with the GIS-ICT Focus Group. These included:

• Which agency(s) should be Data Coordinator/Custodian?

• Which agency(s) should be member of the overall coordinating body?

• What are the functions of the data coordinator?

• What are the functions of the overall coordinating body?

• Which agency should host the server for GeoNode in case of a centralized data haring model?

Figure 10 presents results of the “Dotmocracy”16 Survey on the above questions. It can be seen that most votes for the coordinator go to DDM and RAJUK with DCC and GSB as a close second. DDM and RAJUK also have the highest votes for being members of the overall

16 AWS pricing for different service packages can be configured on: http://aws.amazon.com/ec2/#pricing


Membership of the Data Coordinator

Members Strongly Agree Agree Disagree Strongly

agreeDDM 9 0 0 0

RAJUK 9

DCC 8

GSB 8

DWASA 1

SOB 3 1

Membership of the Overall Coordinating Body

Agency Strongly Agree Agree Disagree Strongly

agreeDDM 13 3 0 0

ICT Ministry 6 0 2 0

RAJUK 9 4 0 0

FSCD 4 2 0 0

SPARRSO 1

DCC 2 0 0 0

DoE 3 0 0 0

BMD 1 0 0 0

Functions of Data Coordinator

Functions Strongly Agree Agree Disagree Strongly

agreeMaintain and update data catalogue

11 0

Allow accessibility

4 0 0 0

Check the accuracy of the uploaded data

4 0

Must be chief of the department

3 2

Functions of the Overall Coordinating Body

SI Functions Strongly Agree Agree Disagree Strongly

agree1 Organize

geonode working group

9 1 0 0

2 Champion of GIS-ICT Cause

7 2 0 0

3 Check the data put by diff. organization

3 1 0 0

4 Geonode Advisory Committee

2

Figure 10. Results of Dotmocracy Survey regarding the roles and functions of data coordinator and overall coordinating body


Figure 11 Organogram showing institutional roles for the Geospatial Open Data Sharing Platform

an effective role in managing, regulating and implementing the open data platform initiated and seeded with data in this project and continue it forward according to their mandates. New members can be introduced into the different bodies depending on demand based on agreement of the Coordination Committee and endorsement of the Steering Committee.

The roles and functions of the various bodies shown in Figure 13 are summarized below:

The Prime Minister’s Office where the Access to Information (a2i) Program is housed is indicated in the organogram to show the connection of this complimentary initiative as part of the “Digital Bangladesh” goal of the PMO.

Steering Committee (MoDMR, MoICT, MoLGD, MoPW)

Chaired by the Minister of MoDMR, the Steering Committee will:

• Facilitate the approval of an MOU between members of the Coordination Committee for setting up of the GEODASH Platform.

coordinating body. This list also includes the ICT Ministry, with 4 votes also going to FSCD. The workshop participants see the primary function of the data coordinator to be maintaining and updating the data catalogue and the coordinating body to organize the overall GeoNode working group.

Based on the survey results and detailed interviews with the heads of the three nodal institutions – DDM, RAJUK and DCC - a proposed Organogram for the configuration of the Geospatial Open Data Sharing Platform has been developed (Figure 11). Furthermore, CEGIS was invited by the GIS-ICT Focus Group as a local technical agency within the coordination committee given its technical capacity and past experiences in developing national GIS data policy, guidelines and data sharing protocols for the GoB. In addition, the World Bank and possibly other organizations will have a facilitating role in the implementation of the Roadmap.

The organogram was validated during the October 2013 workshop with the GIS-ICT FG. According to this framework, three major institutes work as a management group led by DDM and in partnership with RAJUK and DCC (South and North). Together, these institutions can play

To be determined


• Engage and link other key ministries to have better access to the GEODASH platform

• Guide respective departments and divisions under each respective ministry and provide instructions

• Promote the GEODASH Platform through legal directives and existing programs such as the Access to Information (A2I) Project, and attract financial resources for the Platform.

Coordination Committee (DDM, RAJUK, DCC)

The Coordination Committee will coordinate the Platform‘s activities and develop, deploy, operate, and manage the Platform. The Coordinating members need full-time resources to carry out their functions. Important functions of members will include, but are not limited to, establishing and managing relationships with potential data users and data contributors; facilitating requirements analyses and developing the Platform; managing the data; and outreach and marketing efforts. In particular, Chaired by the Director General of DDM, the Coordination Committee will:

• Function in the configuration of the technical components, the coordination mechanisms and Standard Operating Procedures (SOP) of the GEODASH Platform, and undertake needed legal and institutional actions for amending data sharing protocols.

• Designate needed human resources at each respective institution tasked with the custodianship of the GEODASH Platform.

• Promote and undertake capacity building programs for the use and administration of GEODASH Platform

• Convene meetings as needed with members of the Facilitating Group to discuss and resolve any operational and organizational issues of GEODASH Platform

• Convene meetings with the GIS-ICT Focus Group and Technical Group as needed and gather input to update, upgrade and maintain the GEODASH Platform.

In addition to the general functions described above, the specific roles of the respective institutions of the Coordination Committee are defined below:

• DDM as the disaster management body will lead the Coordination Committee and the DDM Director General of DDM will function as the Chair of the Coordination Committee.

• RAJUK as the regulatory body will be responsible for coordinating with public and private entities (real estate, land developers, research and academic, HBRI, SPARSO) for contributing to and utilizing the data sharing platform to incorporate Earthquake Risk Mitigation strategies in its Master Plan/Detail Area Plan/ Local Area Plan and prepare/develop the land use plan with respect to micro zonation map of Dhaka.

• DCC as an implementation body will coordinate data sharing with utilities (DWASA, TITAS, DESCO/DPDC) to develop preparedness and mitigation plans for ensuring the hospitals, schools, community centers, fire service stations and drinking water supply remain functional in case of earthquake events. It will also be responsible for the coordination of the data sharing platform with rescue and response agencies (AFD, FSCD, DMP, etc) for undertaking programs to train volunteers for post disaster rescue operations

Technical Support Agency (CEGIS)

Given the technical expertise and past experiences in developing national GIS data policy, GIS data guidelines and data sharing protocols for the GoB, atan initial stage and for a proposed period of three (3) years, CEGIS is proposed as a technical support agency (TSA) that will act as the technical arm of the Coordination Committee, interacting closely with the Facilitating Group and members of the Technical Committee to facilitate the implementation of the GEODASH and prepare the related technical documentation and Standard Operating Procedures. The


Coordination Committee is charged with the administrative oversight of the TSA. A yearly evaluation should be undertaken to assess its performance.

Facilitating Group

The Facilitating Group will continue to support the development of the open data sharing platform through the second phase of the Bangladesh Urban Earthquake Resiliency Project. The Facilitating Group will also provide support in developing the data sharing protocols, configuring the application and infrastructure for data sharing and providing capacity building and training programs.

The Facilitating Group will also support the Coordinating Committee in the progress on the Roadmap implementation will be conducted at the end of each stage (9 months, 15 months, 24 months) by Coordination Committee with the support of the Facilitating Group using the Monitoring and Evaluation standards developed in Section 6 of the Roadmap. Recommendations and any necessary changes to the Roadmap so that it reflects the current situation will be developed by the Coordination Committee at the end of each stage following the review.

Technical Group (BUET, BCC, SoB, etc.)

• Provide assistance as and when needed to Coordination group to update and upgrade data layers

• Research and application demonstration of data layers

• Contribute to the review of data for quality standards

GIS-ICT Focus Group

• Not only use platform, but promote the usefulness of the platform along thematic areas such as preparedness, response to disasters and lifelines management for DRRM

• Identify and define additional demand and data needed for DRRM

• Participate in the evaluation of the performance

• Serve as ambassadors for financing and promotion of the platform

4.2.2.2 Data Sharing Models and Mechanisms

Both short-term centralized solutions and long-term solutions with transitions that are scalable, sustainable and meet evolving needs and capacities of the stakeholders where proposed and validated with the GIS-ICT FG during the FI3 workshop (Figure 12). Using the Dotmocracy decision-making tool most participants (18 out of 27 votes) strongly agreed that a Federated system of data sharing would be more appropriate than a centralized system in the long-term. There was also strong agreement that such a system would be more expensive and difficult to set up at the beginning. There was a split between participants who believed that a federated system will require strong coordination and clearly defined roles for each node, and those who disagreed with this statement. With respect to the centralized system most strongly agreed that such a set up would be easy to maintain, however, all agreed that this set

Network model type

Criteria

Flexibility & Stable Capital Cost Maintenance

effort

User preferences (long-term)

Centralized H L L L

Federated L H H H

H= High and L= Low

Table 17 . Comparison of the centralized and federated data sharing models


Federated network model of data sharing

Centralized network model of data sharing

Figure 12. Centralized and Federated network model for data sharing


up would be highly vulnerable. There was a split between those that thought the centralized system would be bureaucratic and very difficult to manage for a large group, with some believing this would not be the case as long as the system is developed as an open portal. Some participants favored a combination of centralized and federated system.

Using four key criteria for comparing the two network model types shown in Table 17, a centralized model for the implementation of the data sharing platform is preferred in the short-term, while a federated model which is more applicable for scaling up and extending the platform, but more difficult to set up initially as a long-term option as the platform grows.

4.3.2.3 Protocols and Standards for Managing Geospatial Assets

Protocols that govern the way transactions are undertaken between the various data sharing institutions and with other (external) organizations are key organizational elements that require agreement between members of the Coordinating Committee and require support from the Technical and Facilitating Group. Some issues to consider in developing such a protocol include:

• Access and ownership of Information – Who has ownership and who will have access to the information?

• What data is routinely available across institutions and for which data is explicit consent required?

• What processes/mechanisms for sharing and updating data and software need to be established?

• How often and by whom is the data updated and maintained?

The following provides guidelines for developing the Standard Operating Protocols (SOP) along 8 key elements:

1. Data Access Permissions: Access levels are tiered according to the following three

groups: General Public, GIS-ICT Members, Managing Group (Super Users). All seed data implemented in the initial Geospatial Data Sharing Platform (see 4.2.1) shall be open to view and download by the general public. The GIS-ICT Members and any additional users that will become members of this group can download and view additional data layers which are not shared with the general public in addition to being able to upload data to the Platform. The Managing Group can edit, view, upload and download data and is responsible for the maintenance of the data. The access permissions and security settings for all individual data layers has to be agreed upon at the outset and implemented in GeoNode based on these agreements.

2. Attribution: All organizations contributing original data to the Platform shall be acknowledged and gain recognition. Thus, an attribution policy based on existing standards for open data sharing (e.g. creative commons) has to be agreed upon and clearly defined by the Coordination Committee for use of the Geospatial Assets within the platform and developments of derivative products (e.g., maps) thereof. The legal, rights and ethical issues regarding attribution have to be defined by the Coordination Committee. This includes defining who owns the Intellectual Property and Copyright of data uploaded on GEODASH, how will the data be licensed (e.g. Creative Commons or other attributions); what are the ethical and privacy issues and what is the dispute resolution process and/or mechanisms for mediation.

3. Metadata: FGDC metadata standards should be followed for the creation of metadata. The CDMP study on metadata capture in Bangladesh is a starting point for the adoption and development of metadata in GEODASH. The SOP has to define what metadata/ documentation will be created at each stage of ingest/transformation in


GEODASH and designate responsibilities on how this will be captured and by whom. GeoNode supports the capture of metadata and at a minimum, the following key metadata attributes should be described for all data in GEODASH: Original Source, Year of Creation, Scale, Data Capturing Process and Contact Person. All data currently compiled and organized is in a common projection system (WGS 84), but the original projection system of the data should also be noted in the metadata.

4. Maintenance and Backup: Data shall be backed up regularly and updated based on defined and agreed upon intervals for different data sets. The anticipated data volumes should be defined, and responsibilities for data storage and maintenance have to be clearly designated (i.e. how regularly, by whom and how will data be backed up). The SOP should also detail a long-term strategy for maintaining, curating and archiving the data. How long will data be kept? (ideally with definite figures).

5. Quality Control: The Technical Group is responsible for reviewing and ensuring the quality of the geospatial data on the Platform. Errors in data when found have to be checked and approved and rectified. A dispute resolution process and/or mechanisms for mediation has to be defined for errors or discrepancies found and/or reported in the data on GEODASH.

6. Resourcing: Staff/organizational roles and responsibilities for implementing the SOP, including time allocations, project management of technical aspects, contributions of non-project staff, etc. have to be defined. Furthermore, financial issues (e.g. payments to staff, payments to service providers within institutions, payments to external data centers for hosting data, etc.) have to be clearly defined.

7. Monitoring and Evaluation: This includes defining guidelines for compliance and review, including how adherence to the SOP will be checked or demonstrated? And how regularly and by whom will the SOP be reviewed and (if necessary) updated?

8. Annexes: This includes supplementary documents to the SOP including agreement/ratification by Stakeholders (if useful),contact details and expertise of nominated data manages and other annexes as required.

4.3.3 Capacity Building

The information collected through both the inventory checklist and guided interviews are assessed to identify gaps between the optimized allocation and integration of the inputs needed for readiness of GIS and ICT system to be used in disaster management. The findings of the capacity and needs assessment are evaluated capacity building for using the GEODASH Platform.

To ensure that the Data Sharing Platform is used and maintained, the appropriate use of the following mix of capacity development options such as training of trainers, seminars, workshops and short courses should be carefully evaluated. Before selecting any of these options, the merits of each option should be carefully investigated vis-à-vis: adequacy of content, cost, timeframe, background of facilitators, availability of learning resources for the trainees, and accreditation of the training program etc. There is the need to set priorities when designing the training programs. Depending on the current status of GIS capacity development in the organization, initial emphasis may be placed on the training of technicians followed by training of senior officials. It may also be prudent to simultaneously train these categories of staff in the same timeframe.

The following training and education programs were adapted by the Global Facility for Disaster


Day Theme DescriptionDay 1 Introduction to GIS Orientation Program, What is GIS, Introduction and

Application of GIS, Data Query and Capture

Day 2 Data Collection, Digital cartography and visualization

Exercise and practice Digitizing in GIS, Exploring maps, Creating and labeling maps, Exercise and practice with spatial data

Day 3 Database design, development and integration

Editing spatial data, Projection of Maps, Learning about Metadata Building Geo-database, Spatial Data Infrastructure, Exercise and practice

Day 4 Using GeoNode GeoNode Architecture Overview, Discovering maps, Searching and editing metadata, Accessing data, Data security settings, Uploading data and Publishing your own maps on GeoNode

Exercise and practice 1 and 2

Day 5 GIS project design and management in GeoNode

GIS application in Earthquake Risk Management, Hazard mapping, Vulnerability analysis, risk and resource mappingProject work and Presentation

Table 18 Basic Training Program in a starting GeoNode Team with no GIS background

Risk Reduction and Recovery (GFDRR) and the World Bank’s Latin America and Caribbean Region Disaster Risk Management and Urban Development (LCSDU) Unit in collaboration with the University of West Indies (UWI) February 2013. They were adjusted for a one-week training module on basic GeoNode use and advanced administration. They should be considered in developing a training and education program to support the technical capacity of administering the data sharing platform and for more effective use of the platform as a custodian or user of the GeoNode data sharing platform.

4.3.3.1 Basic GeoNode User Training

While there are many curriculums available for GIS training, Table 18 provides a list of training programs addressed to staff with little or no GIS experience, with the aim to provide the technical background required to correctly and easily manage the geospatial information in GeoNode. The basic training on the use of GeoNode will be provided for a minimum of 90 professionals from all 30 organizations in the first 9 months in three training workshops. BCC (Bangladesh

Computer Council) will offer the venue for providing training. Open Source GIS Software (e.g. Quantum GIS) and GeoNode will be installed on computers available at BCC training facility for the respective training programs. A sample of a 5-day training workshop for a basic training program is presented in Table 18. This includes an introduction to GIS for professionals without background in GIS, followed by training on use of GeoNode and a course project in the respective application areas of participants. An indicative budget for the training programs is provided in Table 16.

4.3.3.2 Advanced GeoNode Administrator Training

An advanced training course for system administrators and software developers should also be considered to build the capacity for creating applications to customize GeoNode functionalities. This training shall be given to 10 selected professionals from the 30 GIS-ICT Focus Group organizations from the 9th to 15th month of implementation. Participants should have experience in software development


activities with competency in programming languages such as python, django, etc., and experience in deploying web-based platforms (e.g. GeoNode). The training module should include the following components and dependencies of the GeoNode:

» Ubuntu, Linux and basic commands; » Python development; » Advanced GeoServer; » Advanced Postgres/PostGIS; » Django development » Networking and system configuration

4.4 Financial Resources Plan

4.4.1 Human Resource Needs for 18 months

For operationalizing the initial Geospatial Data Sharing Platform (i.e. technical system is in place, organizational roles are defined and use of Platform) human resources have to be available at the three core institutions of the Coordinating Committee (DDM, RAJUK and DDM). In the first 18 months of the Platform, three (3) positions may be combined into a staff complement of 5 persons as follows.

• Platform Coordinator at DDM reports to the Director General of DDM

• Software Engineer at DDM for Configuring, customizing and administering the Platform software and infrastructure

• GIS Analyst at DDM, RAJUK and DCC for data collection, data automation and cartography

These three above mentioned resource personnel shall be posted at DDM. In addition, due to lack of GIS capacities at RAJUK and DCC, a GIS Analyst position shall also be allocated to each institution. As CEGIS has its own capacities it will not require a GIS Analyst as an additional resource need. These 5 positions which are distributed between DDM, RAJUK and DCC are dedicated to operationalizing and maintaining GEODASH, and will work closely together under the direction of the Platform Coordinator.

These positions are envisioned to be internalized at these institutions in the future.

4.4.2 Indicative Budget for 18 months

An indicative budget has been developed to provide an estimate of the relative amount of human and financial resources needed to implement GEODASH for the initial 18 months. The indicative budget shown in Table 19 includes allocations for training programs, support of human resources, setting up the infrastructure and development of the GEODASH Platform.

In this Chapter detailed guidelines have been developed for implementing the Roadmap for each of the components discussed earlier. These guidelines are based on the gap analysis conducted in this study and are the outcomes of interviews with key stakeholders and Focus Group Discussions through various surveys with the GIS-ICT FG in 4 participatory workshops held in November 2012, March 2013, July 2013 and October 2013. As such the Roadmap reflects directly the views of the Focus Group participants and had been validated with them.

In Section 5.1 of this Chapter the results of the Capacity and Needs Assessment (CNA) from Chapter 3 are related to the three pillars of the Roadmap presented in Chapter 4. Next, a Monitoring and Evaluation (M&E) plan for the implementation of the Roadmap along a Phase 1 (0-9 months) and Phase 2 (10-15 months) timeline with respective target outcomes and benchmarks is presented in Section 5.2. Guidelines are also developed for implementation beyond Phase 2. Finally, the Roadmap was discussed and validated during the October 26, 2013 Workshop with the GIS-ICT Focus Group, and the outcomes and findings of the Roadmap Validation Workshop are presented in Section 5.3


Element Description Indicative Budget

Training Programs a. Basic training for 90 persons from 30 organizations

b. Advanced training for 30 persons from 10 organizations

USD 60,000

Human Resources Professionals

a. Platform Coordinator (1)b. Software Engineer (1)c. GIS Analyst (3)

USD 50,000

Infrastructure Setup a. Cloud subscription fee for 9 months

b. Hybrid cloud an servers, based at different locations, including ISP hosting fees (minimum of 5 mbps)

USD 30,000

Platform Development a. Organizing meeting and workshops with FGs,

b. Training program design and implementation

c. Providing technical support for operationalizing the GEODASH Platform

d. Development of Webportal for GEODASH

e. Monitoring and Evaluation of Roadmap

USD 125,000

Total USD 265,000

Table 19 Indicative Budget for operationalization of the Platform in the first 15 months


5 Implementation, Monitoring and Validation of Roadmap5.1 Implementation, Monitoring and Evaluation

5.1.1 Implementation Phase 1

The goal of first phase of implementing the Roadmap is to: 1) operationalize a tested and stable Geospatial Data Sharing Platform and Webportal; 2) have an agreement in the form of an MOU in place that defines the roles and functions of the respective Steering and Coordinating Committee members and collectively with the GIS-ICT Focus Group the Standard Operating Procedures for GEODASH; and 3) have capacity building programs for the use of GEODASH and dedicated personnel for managing and operationalizing GEODASH in place. The timeline for implementing the first phase of the Roadmap is 9 months. Accordingly if implementation activities begin in January 2014, the Target Outcomes for each of the 3 Pillars shown in Table 20 should be achieved by the end of September 2014. Progress on each of the Target Outcomes can be monitored and evaluated by using the Benchmarks defined for each Target Outcome in Table 20.

Target Outcomes Benchmarks

Tech

nica

l Pill

ar

Target Outcome T1 Operationalize an initial centralized Geospatial Open Data Sharing Platform.

T1.1: Geonode application is configured according to agreed upon sharing protocols; the application is tested and stable; and a Webportal for the GEODASH Platform is established.

T1.2: Cloud infrastructure for a central data sharing node is operationalized.

T1.3: BUERP Geospatial Data has been loaded and configured into the system.

Target Outcome T2Develop a detailed DRRM data management plan for extending the GEODASH Platform beyond initial database developed in BUERP.

T2.1: A detailed taxonomy for geospatial data relevant to DRRM tasks to extend the geospatial database of the Platform has been established.

Table 20. Implementation Phase 1 (0-9 months) Target Outcomes and Benchmarks


Target Outcomes BenchmarksO

rgan

izat

iona

l Pill

ar

Target Outcome O1 Roles and functions of Steering Committee, Coordinating Committee and Technical Group are agreed upon.

O1.1: MOU between the Coordination Committee members is developed by the respective Ministries and acknowledged by Prime Minister’s Office.

O1.2: The roles and functions of the Coordination Committee members are agreed upon.

O1.3: The roles and functions of the Steering Committee members are agreed upon.

O1.4: The roles and functions of the Technical Group are agreed upon.

O1.5: Additional GIS FG members and users of the Platform have been identified.

Target Outcome O2Standard Operating Procedure for Platform defined.

O2.1: Standard Operating Procedures (SOP) for operationalizing the GEODASH Platform are defined for: Data Access Permissions, Data Acquisition, Attribution Process, Quality Control and Assurance, Metadata Definition, Maintenance and Backup, and Monitoring and Evaluation Plan.

Target Outcome O3Management and Coordination Plan for Roadmap agreed upon, and revised where needed.

O3.1: Monitoring and evaluation of the roadmap target outcomes in the first phase are carried out and Roadmap amended where needed.

Cap

acit

y Bu

ildin

g Pi

llar

Target Outcome C1 Training: Human capacity required for use of the GEODASH Platform is developed.

C1.1: Programs (e.g. budget line) for managing and training human resources for using GEODASH are present.

C1.2: Human and technical resources for basic handling spatial data for a central Data Sharing platform are developed.

C1.3: 90 professionals (with and without GIS backgrounds) are trained in using GeoNode.

Target Outcome C2Human Resource: Dedicated and competent staff for managing and deploying the GEODASH Platform are operational

C2.1: Capital budget for the acquisition of human resources is available.

C2.2: Data Platform Coordinator position is operational.

C2.3: Software Engineer position is operational.

C2.4: GIS Analyst position at each of the Coordinating Committee member institutions is operational.



Tech

nica

l Pill

ar

Target Outcome T3Geospatial Open Data Sharing Platform is tested and evaluated for being used in a Federated Network

T3.1: GeoNode application is configured and tested in additional nodes according to a federated network; and Webportal for the GEODASH Platform is updated to link all the nodes in the Federation.

T3.2: Hybrid Cloud/Server infrastructure for data sharing nodes in a federation is operationalized.

T3.3: Database is backed up, evaluated for quality and includes metadata based on protocols developed in Phase 1.

Target Outcome T4DRRM related data has been collected, harmonized and set up in the GEODASH Platform according to the SOP developed in Phase 1.

T4.1: DRRM-related data for other types of natural hazards have been collected based on the taxonomy developed, and configured into the system based on the SOP in Phase 1.

Table 21. Implementation Phase 2 (10-18 months) Target Outcomes and Benchmarks

5.1.2 Implementation Phase 2

The goal in the second phase of implementing the Roadmap is to configure and test the GEODASH Platform in an initial federated network, by extending the GeoNode application and developing the needed hybrid (server/cloud) infrastructure; and setting up the organizational structures and capacity building programs required for the extended federated model.

The timeline for implementing the second phase of the Roadmap is from the 10th to 18th month after start of implementation activities. Accordingly if implementation activities of the second phase begin in October 2014, the Target Outcomes for each of the 3 Pillars shown in Table 21 should be achieved by the end of June 2015. Progress on each of the Target Outcomes can be monitored and evaluated by using the Benchmarks defined for each Target Outcome in Table 21.



Org

aniz

atio

nal P

illar

Target Outcome O3Roles and functions of Steering Committee, Coordinating Committee and Technical Group are institutionalized.

O3.1: The roles and functions of the Coordination Committee, Steering Committee and Technical Group members are operationalized.

O3.2: Additional GIS FG members and users of the Platform have been incorporated.

Target Outcome O4Standard Operating Procedure for Platform are functional.

O4.1: Elements of Standard Operating Procedures are implemented and functional.

O4.2: Plans for advocacy and promotion of Platform are in place.

O4.3: Plans for financing of Platform to maintain and expand to an extended federal model are in place.

Target Outcome O5Management and Coordination Plan for Roadmap carried out and revised where needed.

O5.1: The membership criteria, roles and functions of the Steering Committee, Coordination Committee and Technical Group for a Federation model are adjusted from the initial centralized model.

O5.2: Coordination mechanisms for extending data sharing in a Federated model are identified and validated.

O5.3: Monitoring and Evaluation of the Roadmap Target Outcomes are carried out for Phase 2.

O5.4: Monitoring and Evaluation Target Outcomes and Benchmarks developed for implementation of Roadmap beyond Phase 2, and Roadmap revised and amended whered needed.

Cap

acit

y Bu

ildin

g Pi

llar Target Outcome C3

Training: Human capacity required for development, customization and administration of the GEODASH Platform in a federated network is developed.

C3.1: Programs (e.g. budget line) for managing and training human resources for administration of GEODASH Platform are present.

C3.2: Programs (e.g. budget line) for training human resources for administering GEODASH Platform are available

C3.3: 20 professionals with IT and/or software engineering are trained in administering and customizing the GEODASH Platform.

Cap

acit

y Bu

ildin

g Target Outcome C4Human Resource: Capital budget and Terms of Reference for installing dedicated and competent staff for managing and the deploying he GEODASH Platform in a federated network are operational

C4.1: Capital budget for the acquisition for advanced administration of the GEODASH Platform in a federated network are developed.

C4.2: Terms of Reference (ToR) for required positions for operationalizing the GEODASH platfrom in an extended federated network are developed.


5.1.3 Implementation Beyond Phase 2

Target Outcomes and Benchmarks are established for the first two phases of implementing the Roadmap with the objective of having the GEODASH Platform operationalized. Furthermore, preparations are made for configuring GEODASH in a federated network, by configuring and testing the technical components, setting up the organizational structures and capacity building programs required for the extended federated model.

For a full implementation of the GEODASH Platform beyond Phase 2, the Roadmap has to be flexible and be able to adapt to conditions arising in the first 18 months of implementation which cannot be foreseen at this point. One of the key recommendations of the GIS-ICT Focus Group was to maintain the Roadmap as a flexible document, that can be evaluated for its effectiveness and adjusted periodically. Developing detailed benchmarks beyond Phase 2 will unnecessarily restrict the Roadmap. Thus, for the full implementation of the GEODASH Platform beyond the second phase guidelines, rather than defining benchmarks, are indicated for the following targets below:

• Technical Components: An extended Geospatial Open Data Sharing Platform based on a Federated network which includes Bangladesh-wide multi-hazard/multi risk geospatial data, linking several key DRRM organizations in Bangladesh is operational.

• Organizational Components: Protocols and organizational processes for acquiring, sharing and maintaining geospatial data in a Bangladesh Federated Network of DRRM organizations are established, and the GEODASH Platform is integrated in existing legal directives and programs such as Access

to Information Program.• Capacity Building Components: Dedicated

and competent personnel for managing and configuring different nodes in a federated model of the GEODASH Platform are available; and capacity building programs required for use and administration of GeoNode are conducted regularly.

• Sustainability Component: Provision are made so that the Platform is promoted and supported through a dedicated budget line for the procurement of human and technical resources.

5.2 Validation of Roadmap

The Roadmap was reviewed and validated in the GIS-ICT workshop held on October 26, 2013 with the GIS-ICT Focus Group. The target outcomes and benchmarks, roles and organization of the Steering Committee and Coordinating Committee, as well as protocols for data management were discussed with the Focus Group and a participatory decision-making tool was used to validate different elements of the Roadmap.


6 Road Ahead

A successful implementation of the Roadmap demands appropriate leadership and mechanisms to carry it forward and adapt to changes and/or requirements not foreseen in this document. The Roadmap presented here is founded on interactions with key stakeholders and on the GIS Capacity and Needs Assessment (CNA) which reviewed and validated with stakeholders the existing data, and identify key issues including data sources, quality and suitability of existing data, data gaps, and a listing of digital and analogue data that are currently available.

The time is ripe for a successful Geospatial Platform:•• The “Digital Bangladesh” policy identifies

“Access to Information” as a priority ICT initiative for government agencies. This recognition is backed by the ICT Policy 2009 the Right to Information Act has required legal imperatives that corroborates and promotes the overall context of Digital Bangladesh vision.

• Technology and standards exist to develop and deliver the vision of the Geospatial Platform. Infrastructure, including the Internet and low-cost data storage system (cloud computing), has matured to support the sharing of geospatial assets across multiple organizations. There is a wealth of robust geospatial assets being developed across all levels of government and the private sector. One such platform that is open, interoperable and supported by a growing community is GeoNode. The success in the initial implementation, positive evaluation of GeoNode by the GIS-ICT Focus Group in this Project, and increasing access to training programs provides evidence of its viability as a data sharing platform.

• Past geospatial coordination efforts, including CDMP (2008) “Geological Data Catalog

Software” have developed a clear path that enables us to move forward. The Platform is the logical next step in the evolution from dispersed governmental, private, and academic geospatial assets into a cohesive platform for Dhaka with the primary objective of Disaster Risk Management.

Still, the Geospatial Platform will face challenges similar to those experienced by other initiatives.

6.1 Challenges

The success of the Geospatial Platform will depend on strong and dedicated leadership that can overcome a number of challenges associated with the development of the enterprise. Likely challenges and potential mitigation strategies are described below.

Leadership

Leadership should not only come from only the Coordinating Committee (data coordinator, data managers, etc.), but also from political leadership in order to provide the full scope and level of support Platform activities. Some agencies may be reluctant to adopt new policies, procedures and funding plans. In order for the Platform to achieve tangible results, leadership must receive stakeholder buy-in by demonstrating benefits and providing incentives for participation. Finally, at all times, the Coordinating Committee and implementing team must focus on the measurable results of ongoing activities to maintain user and stakeholder trust in the effort.

Financial Sustainability

Another crucial component for determining Geospatial Platform success is the long-term financial strategy. Unless Coordinating


Committee determines a sustainable long-term financial approach, GEODASH Platform offering may not be able to meet stakeholder expectations. If the incentives and/or offering are not compelling, stakeholders may not be willing to invest in GEODASH activities and the Platform may prove to be unviable in the long-term.

6.2 Keys to Success

The GEODASH Platform is a highly ambitious yet achievable initiative. Realization of the vision is largely within the capacity of the geospatial community in Dhaka. In order to achieve the vision of the GEODASH Platform, the Coordinating Committee, technical groups and other members of the geospatial and DRR community in Bangladesh work closely together, and periodically review and adapt strategies in the Roadmap and devise new incentives for sharing and growing partnerships when these can provide for meaningful input. This initiative will also require upfront and ongoing support of the Government including:

This initiative will also require upfront and ongoing support of the Government including:

• Designating and empowering the Coordinating Committee.

• Providing resources for (a) hosting content as a primary incentive for participation by partners, and (b) long-term financial support for infrastructure, trainings, and Platform management.

• Creating a supportive policy environment that encourages agency participation and open data sharing . Particularly, this can be facilitated by aligning of a Memorandum of Understanding (MoU) (see Annex F for a proposed MoU) to enforce the collaborative structure and data sharing mechanisms

among agencies.• Developing and maintaining structures

for accountability. Developing a strong organizational relationship between the Geospatial Platform and other priority ICT initiatives in “Digital Bangladesh”


# Organization Organization Type Full Name Job Title Address

1 Buet University Dr. Ishrat Islam Professor Department of Urban and Regional Planning Bangladesh University of Engineering and Technology (BUET), Dhaka- 1000 Bangladesh.

2 Buet University Dr. Mehedi Ahmed Ansary

Professor Department of Civil Engineering Bangladesh University of Engineering and Technology Dhaka-1000 Bangladesh

3 Buet University Dr. Raquib Ahsan

Professor Department of Civil Engineering Bangladesh University of Engineering and Technology (BUET), Dhaka- 1000, Bangladesh

4 Survey of Bangladesh

Govt. Mr. A. Rouf Howlader

Deputy Director

Survey of Bangladesh,Tejgaon, Dhaka - 1208, Bangladeh

5 Bangladesh Fire Service and Civil Defence

Government Brig. General Ali Ahmed Khan

Director General

Bangladesh Fire Service and Civil Defence Kazi Alauddin Road (near of Bango Bazar) Dhaka-1000

6 Bangladesh Fire Service and Civil Defence

Government Major Mohammad Zihadul Islam

Director (Training, Planning and Development)

Bangladesh Fire Service and Civil Defence Kazi Alauddin Road (near of Bango Bazar) Dhaka-1000

7 Department of Disaster Management

Government Mr. Netai Dey Sarker

AD (GIS) Department of Disaster Management 92-93 Mohakhali Disaster Management and Relief Bhaban, Mohakhali, Dhaka

8 Bangladesh Meteorological Department

Government Mr. Md. Shah Alam Director Bangladesh Meteorological Department Abhawa Bhaban, Agargaon Dhaka-1207 Bangladesh

Annex A – GIS-ICT Focus Group

7 Annexes



9 SPARRSO Government Dr. Mahmudur Rahman

Senior Scientific Officer

Bangladesh Space Research and Remote Sensing Organization (SPARRSO),Mohakash Biggyan Bhaban Agargaon, Sher-e-Bangla Nagar, Dhaka - 1207 Bangladesh

10 DPDC AutonoMOUs Engr. Quazi Md. Nurul Islam

Deputy General Manager

DPDC Safety & Environment 80, Mohakhali (3rd Floor) Dhaka-1212

11 DMP Government Mr. Benazir Ahmed, BPM (bar)

Police Commissioner

Dhaka Metropolitan Police Dhaka, Bangladesh

12 RAJUK Government Mr. Abdul latif Helaly

Executive Engineer

RAJUK Rajuk Bhaban Motijheel, Dhaka

13 DCC-South Government Ms. Kazi Hasiba Jahan

Geographer Dhaka South City Corporation Nagar Bhaban, Level-11, Fulbaria Dhaka-1000. Bangladesh

14 DCC-South Government Mr. Md. Sirajul Islam

Chief Town Planner

Dhaka South City Corporation Nagar Bhaban, Fulbaria Dhaka-1000. Bangladesh

15 DCC-North Government Dr. Abdur Razzak Executive Engineer

Dhaka North City Corporation Banani Community Center (2nd Floor) Banani Bazar, 64 Kemal Ataturk Avenue Dhaka, Bangladesh

16 Dhaka Water Supply and Sewerage Authority (DWASA)

Government Mr. Md. Zaki Mostafa Chowdhury

Superintendent Engineer

Dhaka WASA WASA Bhaban, 7th floor 98, Kazi Nazrul Islam Avenue Kawran Bazar Dhaka Residence: Road No-55, Basa No.-12, Gulshan-2, Dhaka

17 Housing and Building Research Institute

Government Mr. Md. Abdus Salam

Senior Research Engineer

Housing and Building Research Institute Darus-Salam, Mirpur Dhaka-1216,Bangladesh

18 BBS Government Mr. Satya Ranjan Mondol

Director Bangladesh Bureau of StaticticsStaistics Bhaban, Agargaon,Dhaka, Bangladesh



19 Geological Survey of Bangladesh

Government Mr. Md. Ashraful Kamal

Deputy Director

Geological Survey of Bangladesh 153 Pioneer Road, Segunbagicha, Dhaka-1000

20 CEGIS Government Dr. Ahmadul Hassan

Director Center for Environmental and Geographic Information Services , House 6, Road 23/C, Gulshan-1, Dhaka1212, Bangladesh Cell: 01713034019

21 TITAS Gas Ltd. AutonoMOUs Mr. Mir Mashiur Rahman

Direction (Operations)

Titas Gas Transmission & Distribution Company Limited 105 Kazi Nazrul Islam Road Kawranbazar, Dhaka

22 Capital Law Chamber

Private Mr. Md. Nuruzzaman

Advocate Capital Law Chamber City Center, 22th Floor, Unit 22B 103 Motijheel, Dhaka Bangladesh

23 Dhaka Cantonment Board

Government Mr. Md. Reazul Islam

Cantonment Executive Officer

Dhaka Cantonment Board Dhaka Cantonment Dhaka

24 RAJUK Government Dr. KZ Hussain Taufiq

Director (Planning)

RAJUK Rajuk Bhaban Motijheel, Dhaka

25 ADPC Private Mr. Md. Rejaur Rahman

Sr. GIS Corodinator

Asian Disaster Preparedness Centre House 477, Road 32, 4th Floor, Mohakhali DOHS, Dhaka

26 DU University Dr. Humayun Kabir

Associate Professor

Department of Geography and Environment University of Dhaka Bangladesh

27 DESCO AutonoMOUs Mr. Md. Zakir Hossain


Dhaka Electric Supply Company Ltd (DESCO) 22/B, Faruk Sharani, Nikunja-ii, Khilkhet Dhaka, Bangladesh

28 BWDB Govt. Mr. S.M.Ataur Rahman

Executive Engineer

Office of the Chief Engineer,Hydrology, Bangladesh Water Development Board 72, Green Road, Dhaka.

29 MoDMR Govt. Mr. Md. Hasanuzzaman

Senior Assistant Chief

Ministry of Disaster Management & Relief Bhaban 4, Room 212 Bangladesh Secretariat Dhaka



30 MoDMR Govt. Mr. Munir Chowdhury

Joint Secretary Ministry of Disaster Management & Relief Bhaban 4, 1st Floor Bangladesh Secretariat Dhaka

31 DDM Govt. Mr. Chandra Nath Basak

Joint Secretary & Director (Planning and Development)

Department of Disaster Management 92-93 Mohakhali Disaster Management and Relief Bhaban, Mohakhali, Dhaka

32 DDM Govt. Mr. Probir Kumar Das

Programmer Computer Dept. Department of Disaster Management 92-93 Mohakhali Disaster Management and Relief Bhaban, Mohakhali, Dhaka


Annex B: List of Respondents for the GIS-ICT Inventory Checklist, Dhaka, 2013

Sl No. Name Designation Department Ministry/ Agency1 Md. Abul Kalam Azad Program Coordinator Department of

EnvironmentMinistry of Environment and Forestry

2 Abdul Latif Helaly Engineer RAJUK Ministry of Housing and Works

3 Md. Zaki Mostafa Chowdhury

Superintended Engineer

DWASA Ministry of Local Government Division

4 M.A. Rouf Howladaer Deputy Director (Survey)

Survey of Bangladesh

Ministry of Defense

5 Md. Mahmudur Rahman

Senior Scientific Officer SPARRSO Ministry of Defense

6 Md. Ashraful Kamal Deputy Director (Geology)

GSB Ministry of Power, Energy and Mineral Resource

7 Md. Samsujjaman Sub-Assistant Engineer DNCC Ministry of Local Government, Rural Development (LGRD)

8 Md. Moniruzzaman Sub-Asst. Engineer DNCC Ministry of LGRD

9 Chandra Nath Basak Joint Secretary, Director (Planning & Development)

DDM Ministry of Disaster Management and Relief

10 Lt. Col. JM Emdadul Islam

GSO-1 (joint operation) AFD Prime Minister’s Office

11 Md. Rezaul Islam Cantonment Executive Officer

Cantonment Board, Dhaka

Directorate of Military Land and Cantonment, Ministry of Defense

12 Md. Rejaur Rahman Senior GIS Coordinator DRAM ADPC Bangladesh

13 Engr. Md. Zakir Hossain


Material Planning and Stores

DESCO

14 Md. Shahinoor Rahman

Board Member (National and International Liaison)

Bangladesh Institute of Planners (BIP)

Bangladesh Institute of Planners (BIP)

15 Shaheen Ahmed Senior Planner UDD Ministry of Housing and Public Works

16 Md. Abdus Salam Senior Research Engineer

Housing and Building Research Institute

Ministry of Housing and Public Works

17 Md. Momenul Islam Meteorologist Bangladesh Meterological Department

Ministry of Defence

18 Dr. Mehedi A. Ansary Professor Bangladesh University of Engineering and Technology

19 Uday Shankar Das Senior Planner UDD Ministry of Housing and Public Works


Sl No. Name Designation Department Ministry/ Agency20 Musa Nurur Rahman Executive Engineer BWDB Ministry of Water

Resources

21 Dr. Md. Habibur Rahman

Assistant Veterinary Surgeon

Bangladesh Forest Department

Ministry of Environment and Forest

22 Kazi Hasiba Jahan Geographer Urban Planning Department, DSCC

Local Government Division, Ministry of LGRD

23 Brig. General Ali Ahmed Khan

DG FSCD Ministry of HA

24 Md. Sirajul Islam Chief Town Planner DSCC Local Government Division, Ministry of LGRD

25 Shahriar Hussain Assistant Engineer Flood forecasting and warning centre, BWDB

Ministry of Water Resources

26 Ripon Karmaker Assistant Engineer Flood forecasting and warning centre, BWDB

Ministry of Water Resources

27 S.M. Ataur Rahman Executive Engineer BWDB Ministry of Water Resources

28 Sakhawat Hossain Senior Land Use Planner

Nation Land Zoning Project

Ministry of Land

29 Md. Alamgir Kabir Ex. Engineer Health Engineering Department

Ministry of Health and Family Welfare


Annex C: GIS Inventory Checklist

General information1. Person completing this checklist: __________________________________________________2. Your Official Title: _____________________________________________________________3. Date: ________________________________________________________________________4. Name of Department: ___________________________________________________________5. Telephone, fax, email: ___________________________________________________________

Please use additional sheets if necessary.

PersonnelJob Title Function Qualifica-

tions/Train-ing

Number of Staff

1. GIS Manager2. Data Custodian3. GIS Specialist4. GIS Analyst5. GIS Programmer6. Others (please indicate)7.8.9.

Personnel TrainingJob Title Training

Program (e.g. RE-

DAS, GIS, etc)

Provi-der (e.g.

Number of Staff

1. GIS Manager2. Data Custodian3. GIS Specialist4. GIS Analyst5. GIS Programmer6. Others (please indicate)7.8.9.10.11.


Computer SoftwareName and Version Function Qualifications/Training Number of Staff

1. ArcGIS 9.32. ArcView 3.x3. AutoCAD4. Microsoft Access5. Microsoft Excel6. Adobe Photoshop7. Google Earth8. REDAS9. others (please indicate)

10.11.

Computer HardwareComputer Function Processor

capacityRAM/Memory

SystemHard disk size/

capacityGraphics/

Video Mem-ory

Printer Other De-vices (GPS, street cam-

eras)

1.Map/Data/Information Viewing2. Printing3. Data/information up-dating/editing4. Data repository5. CCTV6. Others (please indicate)7.8.9.10.11.


Annex D: GIS Capacity Needs Assessment Guided Interview

Department/Office _______________________________________Chapter 1: General Information1. Name of person completing the questionnaire: ____________________________________2. Your Official Title: ____________________________________________________________3. Date: ______________________________________________________________________4. Telephone, fax, email: _________________________________________________________

Section 2: Functional Information5. What are the unique functions of your office or department? Please describe the frequency of the

performance of each activity and the expected deliverables. (Additional sheets may be necessary)a. _________________________________________________________________________

_______________________________________________________________________________________________________________________________________________

b. ________________________________________________________________________________________________________________________________________________________________________________________________________________________

c. ________________________________________________________________________________________________________________________________________________________________________________________________________________________

6. What are the challenges and/or problems that you and your office or department encounter in the performance of these activities? (Additional sheets may be necessary)

a. ________________________________________________________________________b. ________________________________________________________________________c. ________________________________________________________________________

Section 3: Information and Communication Technology (ICT) Plan and ImplementationInformation and Communications Technology is the study or business of developing and using technol-ogy to process information and aid communications.17 Technologies include but are not limited to ra-dio, television, cellular phones, computer and network hardware and software, satellite systems and so on, as well as the various services and applications associated with them, such as videoconferencing and distance learning18. An ICT Plan is a strategy that aims to utilize these technologies to improve service delivery by improving efficiency and effectiveness of operations within an organization.

7. Does your office or department have an ICT plan in place? If so, please describe the ICT imple-mentation in your office or department.

8. How does your office or department acquire and/or share data between departments and outside City Hall? Please describe.

9. How does your office acquire and manage ICT hardware and software? How often do upgrade equipment? Does your office have a budget line item for technology acquisition?

10.Does your office have a program in order to manage and develop human resources for ICT? If

17 Source: http://www.webopedia.com18 Source: http://searchcio-midmarket.techtarget.com/definition/ICT


so, please provide details.11.Does your office have a program that encourages institutional support for the empowerment

of the ICT program from other agencies?

Section 4: Geographic Information System (GIS) Plan and ImplementationGeographic Information System (GIS) is defined as an integrated collection of computer software and data used to view and manage information about geographic places, analyze spatial rela-tionships, and model spatial processes. A GIS provides a framework for gathering and organizing spatial data and related information so that it can be displayed and analyzed. It has four main func-tions namely Geographic Data Management, Mapping and Visualization, Data Compilation and Editing and Geographic Analysis.

12.Have the senior executives in your department been introduced to GIS technologies? Do your senior executives rely on GIS to support some of their decisions?

13.Does your office or department use GIS? If so, how do you use GIS to support the functions and activities of your office or department?

14.Does your office have plans to mainstream GIS into your workflow of procedures? Does your office use GIS in reducing risk of Disasters?

15.Does your office have a budget line item for GIS technology acquisition? Please describe the status of this budget line item.

16.Does your office have a budget line item for training and developing human resources for GIS?

17.How often do you upgrade equipment? Does your office have a budget line item for technolo-gy acquisition?

18.What are the protocols or processes required in acquiring and/or sharing GIS data between departments and outside City Hall?

19.Does your office have a program in managing and developing human resources for GIS? If yes, please describe.

20.Does your office have a program that encourages institutional support for the empowerment of GIS from other agencies? If so, please describe.

Section 5: Data and Information Products

21.What kinds of data that your office is mandated to acquire and to manage? Please describe the data acquisition procedure and data management in your office.

22.For this section, please answer with “Yes” or “No”.a. Data Collection and Gathering

1. Are data too costly to acquire? 2. Do you have enough human labor (number and/or capability) to collect data? 3. Are data in digital format? 4. Are the data traceable to the sources? 5. Are the data structures and information about the data easy to understand?

b. Data Integrity 1. Are data inaccurate?2. Are the data outdated?3. Are the data incomplete?


4. Are data inconsistent with other data sources? 23.Please specify the data formats used for your data (paper, image, spreadsheet, word document,

photocopied, hand written, pdf)? Are these data officially-sanctioned?24.What are the protocols or processes required in managing data? Please describe data mainte-

nance and storage. a. Are the data up-to-date? b. Are there enough back-ups?c. Are data fragmented or is there one coherent version? d. Are the data too large or too expensive to manage?

25.How are your data stored? Does your office have a database management system? Please describe the level of accessibility of the database system.

26.How regular is the data generated and disseminated? 27.Do you charge a fee when disseminating information? 28.In what formats does your office disseminate information? 29.How does the recipient apply for and receive your office’s products? Who are the potential

recipients and users of your office’s information products?

Section 6: Human Resource Capacity

30.What is the total number of staff in your office?31.How many of your staff maybe considered computer literate? How many are capable of han-

dling database management? How many are trained in using GIS software?32.How many are trained as GIS Specialists with knowledge and expertise in the following top-

ics:a. Database design and managementb. Systems administrationc. Global positioning systemsd. Remote sensinge. Digital cartographyf. GIS application developmentg. Spatial analysis and modelingh. Metadata standardsi. Needs assessment analysis


Annex E: Workshop Agenda

GIS-ICT Focus Group WorkshopValidation of Capacity Needs Assessment Findings and Data Sharing Roadmap

Date: 26th October 2013Venue: World Bank Conference Room

AGENDA

TIME ACTIVITY LEAD PERSON

13:00 - 13:45 Registration*Refreshment will be served

Mr. Zikrul Fahad, Research Assistant

13:45 - 13:50 Opening Remarks Dr. Ahmadul Hassan, GIS-ICT Local Investigator

13:50 - 14:00 Part 1: Validation of the Capacity Needs Assessment Findings and Recommendations

Dr. Bijan Khazai, GIS-ICT Practice Leader &Dr. Ahmadul Hassan

13:45 – 14:15 Presentation of Capacity Needs Assessment Findings

Dr. Bijan Khazai

14:15 - 15:15 Validation of Capacity Needs Assessment Findings with FG

FG members/All

15:15 – 15:30 Break

15:30 – 17:30 Part 2: Evaluation of Data Sharing Roadmap Dr. Bijan Khazai &Dr. Ahmadul Hassan

15:30 - 16:00 Presentation of Data Sharing Roadmap Dr. Ahmadul Hassan

16:00 - 17:00 Data Sharing Roadmap Evaluation Survey with FG

FG members/All

17:00 - 17:25 Validation of Survey Findings/Suggestions for Data Sharing

17:25 - 17:30 Next Steps/ Closing Remarks Dr. Mehedi Ansary, Deputy Team Leader


GIS-ICT Focus Group WorkshopDate: 27th March 2013, 1330 to 16:30Venue: World Bank Conference Room

AGENDA

TIME ACTIVITY

13:30 - 13:45

13:45 - 14:30

14:30 – 15:00

15:00 - 16:00

16:00 - 16:25

16:25 - 16:30

Opening Remarks Dr. Ahmadul Hassan, GIS-ICT Local Investigator

Updates to the GIS-ICT Focus Group and AgendaDr. Bijan Khazai, GIS-ICT Practice Leader Dissemination of CNA survey (Information Audit and Guided Interviews) for HVRA-GIS/ICTDr. Ahmadul Hassan and Dr. Bijan Khazai

FG Validation of CNA findingsFG members

Presentation: Legal directive for open database and confident building in GoB Organizations for data sharing Dr. Ahmadul Hassan, GIS-ICT Local Investigator

Training and Group Exercise: Demonstrate usefulness of sharing data by using GeoNode to quickly and easily share data and create interactive maps FG members

Open Forum: Suggestions for GIS-ICT Data SharingFG members

Next Steps/ Closing Remarks


Workshop on GIS Roadmap DevelopmentDate: 3 July 2013, 2:00-5:00 PM

Venue: WB Conference Room

AGENDA

TIME ACTIVITY LEAD PERSON

2:00 - 2:05 Welcome Remarks Dr. Mehedi Ansary, Deputy Team Leader

2:05 - 2:20 PM Presentation on GeoNode as a data sharing platform

Dr. Ahmadul Hassan, Local Project Coordinator

Dr. Bijan Khazai, GIS Practice Leader ( via Skype)

2:20 - 3:00 PM Orientation on GeoNode Mr. Leigh Lingad, GIS Specialist

3:00 - 3:15PM Orientation on Validation Exercise Dr. Ahmadul HassanMr. Leigh Lingad

3: 15 - 4:55PM Participatory Validation Exercise Dr. Ahmadul HassanMr. Leigh Lingad/All

4:55 - 5:00 PM Closing Remarks Dr. Ahmadul Hassan

Workshop on GIS CNA and Roadmap ValidationDate: 26 October 2013, 1:30-5:00 PM

Venue: WB Conference Room


Annex F: Draft MOU between DDM, RAJUK, DCC and CEGIS

MEMORANDUM OF UNDERSTANDINGBETWEEN

DEPARTMENT OF DISASTER MANAGEMENT, MINISTRY OF DISASTER MANAGEMENT AND RELIEF

ANDRAJDHANI UNNAYAN KARTIPAKKHA, MINISTRY OF HOUSING AND PUB-

LIC WORKS, DHAKA, BANGLADESHAND

DHAKA CITY CORPORATION (SOUTH AND NORTH), MINISTRY OF LO-CAL GOVERNMENT RURAL DEVELOPMENT AND COOPERATIVES, DHA-

KA, BANGLADESHAND

CENTER FOR ENVIRONMENTAL AND GEOGRAPHIC INFORMATION SERVICES, MINISTRY OF WATER RESOURCES

First Party:Department of Disaster Management (DDM)

Represented by its Director GeneralMinistry of Disaster Management and Relief (MoDMR)

Disaster Management Bhaban 92-93 Mohakhali C/A, Dhaka-1212

Phone: +880-2-9841581 Email: [email protected]

Second Party:Rajdhani Unnayan Kartipakkha (RAJUK)

Represented by its ChairmanMinistry of Housing and Public Works (MoHPW)

Rajuk Bhaban, Rajuk Avenue, Motijhil, Dhaka-1000Phone: +880-2-9564577

Email: [email protected]

Third Party:Dhaka City Corporation (South and North),Represented by its Mayor (Administrator)

Ministry Of Local Government Rural Development and CooperativesDhaka South City Corporation:

Nagar Bhaban, Fulbaria Dhaka-1000. Bangladesh

Phone: 880-2-9563504,9563506


Fax: 880-2-9563514Email: [email protected]

Dhaka North City Corporation:81 Gulshan Avenue,

Gulshan, Dhaka.Phone: 880-2- 9896111

Background and Rationale

According to its geological location, Bangladesh is affected by seismic tectonic geological structures that can trigger large earthquakes. The consequences of these earthquakes could be devastating to the country due to the high vulnerability of the built environment and the lack of adequate preparedness of populations and institutions. One particular impediment to earthquake preparedness and mitigation is the lack of access to data and information on earthquake hazard, vulnerability, risk and capacity by the various stakeholders who are involved and are concerned by disaster risk management. Though a lot of data have been produced and new knowledge on earthquake hazards and impacts has been gen-erated by various organizations and specific projects, there is no platform or mechanism to share the data to research, plan, or implement disaster risk reduction (DRR) related activities. The sharing of data would not only serve to reduce disaster risk by improving awareness and stimulating initiatives, but would also significantly reduce the cost of future data generation by eliminating duplication and ensuring greater comparability and compatibility among generated data sets. The sharing of data will result in net gains in efficiency and new initiatives that would scale up contributions to DRR in the country.

In particular, in Bangladesh there is a lack of programs, policies and platforms for the open sharing of geospatial data. Geospatial data refers to geographically distributed data and contains various in-formation layers such as socio-economic data, built environment, land use, geological fault lines and probable sources of earthquakes, potential for buildings damage, casualties, and other socio-economic impacts from earthquakes, micro-zonation data, etc. These datasets are useful to emergency manag-ers, first responders, engineers, land-use and development planners, humanitarian and risk reduction specialists, decision makers and above all to the citizen of Bangladesh, who have a legal right to this information through the Disaster Management Act, 2012: Section 34, The Local Government (City Corporation) Act, 2009: Section 110, The Right to information Act, 2009: Section 4. Fur-thermore, the Access to information (A2I) Program implemented by the Prime Minister’s Office has as its core mandate the leveraging of information and communication technology (ICT) for access to public services, including disaster risk information, as a powerful enabler for the nation’s growth. An Open Geospatial Data Sharing Platform for Disaster Risk Reduction Management (DRRM) in Bangladesh counters the widespread and time consuming process of data generation, and duplication by providing a common platform to access to all geospatial data.

The Bangladesh Earthquake Urban Resilience Project (BUERP) undertaken by the World Bank and EMI (Earthquakes and Megacities Initiative) carried out a Capacity and Needs Assessment during the period November 2012- July 2013 through the active participation and consultation with over 30 gov-ernment organizations, including DDM, RAJUK, DCC (south and north), DWASA, TITAS, CEGIS,


BCC, and BUET19 . A “Geospatial Open Data Sharing Platform” or GEODASH was suggested by these stakeholders. BUERP also developed a Roadmap for the implementation of the GEODASH that speci-fied the technical, administrative and capacity building tasks and the work plan necessary to implement and operationalize the GEODASH. It is recognized that establishing a functional data sharing platform is a complex undertaking. It is thus important to establish a viable and sustainable administrative and institutional arrangement that can support its effective operations. A key step towards that goal is to set up a Memorandum of Understanding between the organizations that could coordinate and manage the GEODASH implementation process according to the Roadmap developed by BUERP.

Through the consultation process, three key organizations in Dhaka have been identified with compli-mentary mandates for DRRM in Dhaka that can coordinate the initial set up of the GEODASH: De-partment of Disaster Management (DDM), RAJUK and Dhaka City Corporations (South and North). These organizations are those core parties of this MoU with the goal to operationalize the concept of the geospatial data sharing platform following the target outcomes and detailed action plan indicated in the BUERP. In particular, the Organizational component of the Roadmap defines the roles and functions, processes and protocols and coordinating mechanisms. The roles and functions of the Steering Commit-tee, Coordinating Committee and Technical Group have to be agreed upon and made functional.

Objective

The objective of this MOU is to set in place an agreement at the horizontal level between key organiza-tions for DRRM in Dhaka – DDM, RAJUK, DCC – as the core members of the “Coordinating Commit-tee” to plan, coordinate, and evaluate the implementation of the Roadmap for operationalizing the initial Geospatial Open Data Sharing Platform (GEODASH). The MOU will also secure agreements and coordination mechanisms required vertically with the respec-tive Ministries as members of a proposed Steering Committee to provide the mandate and oversight.

Organizational MandateDepartment of Disaster Management (DDM, former DMB): Department of Disaster Management has been formed under the DM Act 2012 and it performs its function under the same Act. DDM is man-dated to promote aware ness in building activity. It serves as a facilitator for the preparation of local di-saster management action plans at union, upazila and district levels. It maintains coordination with line department agencies, NGOs, social organizations etc. DDM maintains skilled Disaster Management personnel and serves as a monitoring unit to monitor disaster preparedness activities through adminis-trations. DDM works also as a facilitator and depository of all disaster management related information. A Disaster Management Information Center (DMIC) has been set up with its own server and IT facilities and trained by CDMP consultants to maintain and upgrade the system

RajdhaniUnnayanKartripakkha (RAJUK): RAJUK is mandated primarily to develop, improve, ex-tend and manage Dhaka and the peripheral areas through a process of proper development planning

19 Department of Disaster Management, Ministry of Disaster Management and Relief (DDM), Dhaka City Cor-poration (DCC), Rajdhani Unnayan Kartripakkha (RAJUK), Dhaka Water Supply & Sewerage Authority (DWASA), Dhaka Electric Supply Company Limited (DESCO), Titas Gas Transmission and Distribution Company (TITAS), Center for Environmental and Geographic Information Services (CEGIS), Bangladesh Computer Council (BCC) and Bangla-desh University of Engineering and Technology (BUET).


and development control. Every construction/erection/excavation within the jurisdiction of RAJUK requires approval from the Authorized Officer or Building Construction Committee appointed under the provision of the Town Improvement Act, 1953. Any type of building construction - residential, commercial, or industrial – needs planning permission from RAJUK and must be in conformity with the land use provision of Master Plan/Urban Area Plan/Detailed Area Plans of different SPZ’s. RA-JUK works as the regulatory body of Government for development control and guide to increase the safety of built structures. It exercises development control function as per provisions laid down in the Building construction Act, 1952 and its subsequent Amendments and the Rules.

Dhaka City Corporation (South and North): Dhaka City Corporation is the local government au-thority of Dhaka Metropolitan Area. It has a wide area of service which includes hospitals, burial/burning ground, road/drain/footpath maintenance, providing and maintenance of street light, markets, gymnasium, museums, community centers, bus terminals, public toilets, on street car parking, play-ground and schools. Dhaka City Corporation is the responsible organization to make the City func-tioning through coordinated efforts with respective institutes. It functions under the Local Government (City Corporation) Act 2009.

Functions of Coordination Committee (DDM, RAJUK, DCC)

For the establishment of the platform and its effective monitoring the coordination committee has to perform specific functions as following:•Define and establish an agreement on the custodianship of the GEODASH Platform.•Undertake the consultative process, form and formalize the membership and terms of referenc-

es for the Steering Committee, Technical Committee and Technical Support Agency. •Identify and allocated the human and financial resources to maintain, update, promote and

improve the GEODASH Platform.•Develop an initial three-year work plan with yearly activities and outcomes and an objective

monitoring and evaluation process.•Setup the standard operating procedures and protocols to maintain and disseminate geospatial

data with define access authorities and access levels.•Establish the standards for data quality and data sharing with the assistance from Technical

Committee•Conduct regular meetings and technical working sessions with the Technical Committee to

define the technical and administrative procedures and standards to update, share and maintain the GEODASH Platform with the goal to make information more accessible to all.

•Promote and undertake capacity building programs for the use and dissemination of GEO-DASH Platform and its content.

•Convene meetings as needed with members of the Facilitating Group to discuss and resolve any operational and organizational issues of GEODASH Platform

•Evaluate and proceed with any administrative adjustments that could benefit the implemen-tation of the Roadmap and the operations of the GEODASH, including memberships of the Steering Committee, Coordination Committee, Technical Committee and Technical Support Agency.

The Coordinating Committee as a whole will perform its activity with the support and over-sight of Steering Committee which is proposed to be comprised of four ministries that are: Min-


istry of Disaster Management and Relief, Ministry of Information Communication and Technology, Ministry of Local Government and Cooperatives and Ministry of Public works to setup administra-tive protocols and institutional linkages.

In addition to the general functions described above, the specific roles of the respective institutions of the Coordination Committee are defined below:

•DDM as the disaster management body will lead the Coordination Committee and the DDM Director General of DDM will function as the Chair of the Coordination Committee.

•RAJUK as the regulatory body will be responsible for coordinating with public and private en-tities (real estate, land developers, research and academic, HBRI, SPARSO) for contributing to and utilizing the data sharing platform to incorporate Earthquake Risk Mitigation strategies in its Master Plan/Detail Area Plan/ Local Area Plan and prepare/develop the land use plan with respect to micro zonation map of Dhaka.

•DCC as an implementation body will coordinate data sharing with utilities (DWASA, TITAS, DESCO/DPDC) to develop preparedness and mitigation plans for ensuring the hospitals, schools, community centers, fire service stations and drinking water supply remain functional in case of earthquake events. It will also be responsible for the coordination of the data sharing platform with rescue and response agencies (AFD, FSCD, DMP, etc) for undertaking programs to train volunteers for post disaster rescue operations.

Technical Support Agency

At an initial stage and for a proposed period of three (3) years, CEGIS is proposed as a technical sup-port agency (TSA) that will act as the technical arm of the Coordination Committee, interacting closely with the Facilitating Group and members of the Technical Committee to facilitate the implementation of the GEODASH and prepare the related its technical documentation and Standard Operating Procedures. The Coordination Committee is charged with the administrative oversight of the TSA. A yearly evalua-tion should be undertaken to assess its performance.

Monitoring and Review Process

All parties to this MoU shall jointly develop an annual work plan for proper functioning and spreading the use of data sharing platform; which shall be monitored and reviewed on a six-month basis. The target outcomes and benchmarks developed for the first 18 months of the implementation of the Platform will support the Monitoring and Evaluation process and provide tangible indicators for measuring progress. All parties shall utilize the existing coordination mechanism for monitoring and evaluation and will take necessary actions to meet up the benchmarks.

Time Frame and Termination of Agreement

This MOU shall enter into force on the day that it is signed and remain in force until the end of the three year period from when it was signed. Initially the time frame for establishing and proper functioning of geospatial open data sharing platform is 18 months. Depending on the functionally of the organizations the time frame may be increased for useful and effective implementation of the Platform and the changes will be contained in successive amendments of the MOU describing precise terms and conditions that


may apply for respective organizations.The MOU may be terminated by any party two weeks or fifteen (15) days after the date of receipt of a written notice of termination to all party mentioning the clearly the reasons of terminating the agree-ment. Any conflict arising in connection with the interpretation or application of the MOU shall be settled through consultation and mutual agreement between all the parties.

Signatures:All the parties shall receive a copy of the fully executed MOU where each is considered as original.This MOU is signed on ______________________________________________________________

First Party Second Party

Director GeneralDepartment of Disaster Management (DDM)Ministry of Disaster Management and ReliefDhaka, Bangladesh

Chairman Rajdhani Unnayan Kartipakkha (RAJUK)Ministry of Housing and Public WorksDhaka, Bangladesh

Date: Date:

Third Party Fourth Party

Mayor (Administrator)Dhaka City Corporation (South and North), Ministry Of Local Government Rural Devel-opment and CooperativesDhaka, Bangladesh

Executive DirectorCenter for Environment and Geographic In-formation Services (CEGIS)Ministry of Water Resources (MoWR)Dhaka, Bangladesh

bangladesh urban earthquake resilience...

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