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BANGLADESH

RURAL WATER SUPPLY AND SANITATION PROJECT (BRWSSP)

IMPLEMENTATION REVIEW MISSION

June 30 – July 8, 2013

Aide Memoire

1. Mission Composition and Objectives. A supervision mission1 was carried out for the

Bangladesh Rural Water Supply and Sanitation Project (BRWSSP) to review the project implementation

progress. The mission wishes to thank the Government of Bangladesh (GOB), and officials of the

Department of Public Health Engineering (DPHE) for their excellent collaboration and the courtesies

extended. The list of key persons met is attached as Annex 1. This aide memoire, summarizing the main

mission findings and recommendations, was discussed at the mission wrap-up meeting on July 8, 2013

chaired by the Secretary, LGD. This aide memoire takes into account comments received at the wrap-up

meeting.

2. Key Project Data (as of July 1, 2013)

Project Data Project Performance Ratings

Board Approval: 03/22/2012

Effectiveness Date:05/13/2012

Original Closing Date: 06/30/2017

Revised Closing Date (if relevant): n/a

MTR Date (Actual): not yet due (planned 12/31/2014)

Original Credit Amt: SDR 48.4m

(US$75.0 equivalent)

Revised Credit Amt: n/a

Amount Disbursed: SDR 0.83m

(US$1.25m)

PDO Rating: Moderately Satisfactory

IP Rating: Moderately Satisfactory

A. ACHIEVEMENT OF DEVELOPMENT OBJECTIVES

3. The Credit was approved in March 2012 and became effective in May 2012. There have been

significant delays in contracting and mobilizing the key technical assistance packages for defining and

designing the infrastructure investments. Therefore, the infrastructure works of constructing piped water

supply, non-piped community water points and hygienic sanitation latrines are expected to begin by the

end of the fiscal year. These challenges notwithstanding, it is possible for the project to achieve its PDO

by the Credit closing date of June 30, 2017. There is no data yet available on the project outcomes and

results.

B. SUMMARY OF MISSION CONCLUSIONS AND KEY ISSUES

4. Implementation Status. DPHE has made good progress since the last mission in the following

areas: (i) deputation to the PMU of additional engineers and other staff, including social development

officer and accountant; (ii) contracting of a procurement consultant, financial management consultant,

senior water supply specialist and hydro geologist; (iii) operationalization of the computerized accounting

system; (iii) technical evaluation of proposals for key technical assistance consultancy packages; and (iv)

1 The Bank team comprising Arif Ahamed (Water and Sanitation Specialist), Abdul Motaleb (Senior Water and Sanitation

Specialist), Rokeya Ahmed (Water and Sanitation Specialist), Ishtiak Siddique (Procurement Specialist), Mohammad Reaz Uddin

Chowdhury (Financial Management Specialist), Syed Khaled Ahsan (Public Sector Specialist), Mridula Singh (Senior Social

Development Specialist), M. Khaliquzzaman (Consultant – Environmental Management), Naziruzzaman Shyamal (Consultant -

Engineering), Shamim Hasan (Consultant – MIS), A.K.M Waliul Islam (Consultant – M&E). Tarak Chandra Sarker (Program

Assistant) provided logistical support to the mission.

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operationalization of the PMU office, with office refurbishment well advanced, and office facilities /

equipment and vehicles being procured. However, procurement of key technical assistance packages has

taken longer time than estimated, mainly because of delays in the evaluations of the initial expressions of

interest and the subsequent detailed technical proposals. These delays in mobilizing the key technical

assistance support services will mean that initiation of the infrastructure development will be delayed and

infrastructure works can be started only by the end of the second year of project implementation.

5. Critical Actions for Implementation in the Next Six Months. DPHE has completed the

technical evaluation of the proposals for the three major consultancy packages. The combined evaluation,

negotiations and contract signing are the remaining activities for these critical path consultancies. The

agreed milestones and key actions for the completion of procurement of these two critical-path

consultancies are given below. The Bank team estimated that, if project implementation preparedness

continues to pick up, then it will still just be possible for the project to be completed within the remaining

project timeframe. However, DPHE must ensure that the critical actions2 presented below are achieved if

the timeframe is to be adhered to. Other agreed milestones for required actions necessary for advancing

implementation are listed in Section K. The summary status of procurement for all contracts is provided

in Annex 5.

Sl. Consultancy

Package

Activity Agreed

Milestone

Prior Milestone3 Current Status

1. S-6: TA

Consultancy

Open Financial proposal Jul 08, 2013 EOI Evaluation

Report: Nov. 30,

2012

Tech. Evaluation

Report: Jan. 31,

2013

Contract Signing:

April 30, 2013

Completion of

evaluation of

Expressions of

Interests (EOI):

February 20,

2013

Completion of

evaluation of

Technical

Proposals: June

13, 2013

Prepare Combined Evaluation Report

(CER)

Jul 15, 2013

Negotiate contract with the consultant Jul 16, 2013

Submit Draft Negotiated Contract (DNC)

along with the CER to Bank for “no

objection”

Jul 23, 2013

Issue “no objection” on DNC Jul 30, 2013

Approve DNC by CCGP Aug 30, 2013

Sign contract Sep 07, 2013

2. S-11, and S-12:

Community

Mobilization

Open Financial proposal Jul 08, 2013 Completion of

evaluation of

Expressions of

Interests (EOI):

February 27,

2013

Completion of

evaluation of

Technical

Proposals: June

23, 2013

Prepare Combined Evaluation Report

(CER)

Jul 15, 2013 EOI Evaluation

Report: Dec. 31,

2012

Negotiate contract with the consultant Jul 22, 2013

Submit Draft Negotiated Contract (DNC)

along with the CER to Bank for “no

objection”

Aug 01, 2013

Issue “no objection” on DNC Aug 08, 2013

Approve DNC by Ministry Aug 30, 2013

Sign contract Sep 07, 2013

6. Project Management. With the impending start of significant project activities, it is essential

that DPHE completes the recruitment or deputation of the remaining PMU staff provisioned in the

Development Project Proforma (DPP). The full staffing, comprising Assistant Engineers (six), Sub-

assistant Engineers (ten), GIS Officer (one), Financial Management Analyst (one) and Community

Development Officer (one) should be in place by October 31, 2013.

2 Post Mission Note: DPHE have opened the financial proposals for packages S-6, S-11 and S-12. Negotiation has been

completed for package S-6. However, draft Negotiated Contract for package S-6 has not been submitted for Bank no objection. 3 Agreed during Implementation Review Mission held in November 2012

3

DETAILED PROJECT IMPLEMENTATION DISCUSSIONS

C. PROJECT IMPLEMENTATION

7. Component 1: Rural Piped Water Supply. Recruitment of the engineering firm to undertake

the preparatory activities has taken a long time, primarily due to the longer than estimated time taken for

completing the evaluation of Expressions of Interests (EOI) and Technical Proposals. The mission

discussed and agreed with DPHE, the key milestones to complete the procurement process; see Section K

below. With the expected onset of construction of rural piped water supply schemes by April 2014, and

provided that the sequence of construction is maintained with robust monitoring by the PMU, installation

of all the 125 schemes could be completed by the current closing date of June 2017. The mission noted

that LGD has advised DPHE to expedite implementation and initiate construction of 25 rural piped water

supply schemes by November 30, 2013.

8. DPHE has initiated the preparation of a long list of potential locations where schemes could be

implemented. A check-list questionnaire, with defined selection criteria, has been sent to the respective

district offices of DPHE; recommendations from DPHE field offices have started to arrive at the PMU. It

was agreed that additional information on local potential private entrepreneurs will be requested from the

respective DPHE district offices to facilitate the potential site selection and screening process. Based on

the collected information and subsequent filtering, DPHE will develop a long list of potential scheme

locations, enabling the TA engineering firm to prepare a short-list and conduct pre-feasibility at 200

locations. DPHE agreed to complete preparation of the long list of potential scheme locations by

September 30, 2013.

9. It is estimated that the TA consulting firm will submit the Inception Report by October 31, 2013

and the final ranking of the unions with short-list of locations by December 31, 2013. Given the volume

of field activities, including reconnaissance and subsequent ranking of the identified locations, the

mission recommended that the selected firm should be asked to confirm the size and composition of its

field support team during contract negotiations.

10. Component 2: Rural Non-piped Water Supply. The project will finance the construction of

about 14,000 water point sources (mainly deep tube wells) in hot-spot Upazilas where piped water supply

will not be commercially viable and where Arsenic mitigation options are necessary. DPHE confirmed

that the installation works for the first batch of non-piped water point sources is expected to begin in

March 2014. Implementation arrangements would require the appointment of non-government Support

Organizations (SOs) to help set-up and activate Union Water and Sanitation Committees (WATSAN) in

the designated Unions and help develop community action plans to address the requirements of safe water

options. The mission also discussed on the status of progress in recruiting the services of SOs. The

particular prerequisite project activity of community mobilization and development of action plan for

rural non-piped water supply schemes and community awareness building on sanitation and hygiene is

covered under Component 3 – Capacity Strengthening and technical Assistance.

11. Component 3: Capacity Strengthening and Technical Assistance. It was agreed that the

Terms of Reference for the analytical and advisory activity to develop a longer term institutional and

regulatory framework to cover private sector participation in rural water supply, as well as increased

delegation of responsibility to the Union Parishad, will be prepared and submitted by DPHE by

September 30, 2013. Procurement of a non-government organization is underway to facilitate the pilot

program for social marketing and social mobilization towards rural hygienic sanitation coverage in 14

unions. Expressions of Interest have been received by the PMU. It was agreed that the evaluation of the

EOIs and evaluation of the subsequent Technical Proposals will be completed by August 15, 2013 and

October 31, 2013 respectively. Contracting will be completed by December 31, 2013.

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12. The mission noted the delay in the procurement of the two SO packages4 compared to the

milestones agreed with the November 2012 implementation support mission. The EOI Evaluation Report

was furnished by DPHE on February 27, 2013, i.e., two months behind schedule. The evaluation of the

technical proposals was completed by June 23, 2013 and the combined evaluation (considering financial

proposals), contract negotiations and the required approval of the line ministry for contract award are

expected to be accomplished by August 30, 2013. DPHE agreed to award the contracts for these two

packages by September 07, 2013. Details of the remaining procurement actions are provided in Section

K.

13. The selected SOs will conduct preparatory activities for the installation of non-piped water supply

options and hygienic sanitation facilities (namely community mobilization, preparation of

action/implementation plan, community awareness building, hygiene promotion, capacity building of

local entrepreneurs on social marketing) in all the 383 targeted unions in three distinct batches under each

package on a rolling basis over a period of three years. Arsenic screening of water options in all unions in

the first batch5 will be completed by February 28, 2014. Baseline survey activities, along with

preparation of the action plans, for the first group of unions will be completed by April 30, 2014.

14. The Water and Sanitation Program (WSP) will provide technical assistance for capacity building

of private entrepreneurs and DPHE. It will arrange Training of Trainers (ToT) for selected DPHE staff in

the areas of sanitation marketing, technology development for producing improved sanitation options

among others. Technical assistance support from WSP will ensure adequate monitoring of sub-project

implementation, particularly the proper channeling of incentive grants to the eligible poor and the

confirmation of payments to the private entrepreneurs on successful installation of hygienic sanitation

facilities.

15. The mission highlighted potential risks in the implementation of community mobilization,

including: wealth ranking during baseline survey, which is the key for determining eligibility for

hygienic sanitation facilities; the method of selection of private entrepreneurs for implementing latrine

installation works; and the certification process for water points and hygienic sanitary facilities. The

preferred contracting and selection method for private entrepreneurs for sanitation facility installations

will be finalized prior to the contract award of the Support Organizations based on discussions between

the Bank and DPHE.

16. Component 4: Project Management and Support. The PMU is already functioning at the

designated office space at the DPHE head office. The procurement of project vehicles, necessary office

equipment and IT equipment is nearing completion. It was agreed that the PMU office as well as the

Regional Project Offices (RPO) will be made fully operational, with the completion of the renovation

works and the installation of facilities and equipment, by September 30, 2013.

17. PMU staffing. The PMU now has twenty staff (as opposed to ten during the previous supervision

mission in November 2012), ranging from Executive Engineer to lower division Assistant levels6. The

PMU will soon complete the procurement of the two critical technical consultancies (i.e., consultancies

for the field work, engineering feasibility and design of the rural piped water supply schemes, and for the

detailed baseline and action plan for rural non-piped water supply options and hygienic sanitation

facilities). The full complement of key technical staff will be required to ensure the adequate management

of these and other upcoming activities, including overseeing field activities of the technical assistance

consultancies under the project. The mission urged DPHE to complete the recruitment and/or deputation

4 The activity packages of the Support Organizations (SO) have been divided into two distinct contract packages based on

geographic coverage. 5 Approximately 60 Unions in each package, making up the total of 120 Unions under two packages in the first batch.

6 A total of 37 staff of various levels makes up the full PMU structure as defined in the DPP.

5

of the full complement of Assistant Engineers, Sub-Assistant Engineers, GIS Officer, Community

Development Officer, and Financial Management Analyst as provisioned in the PMU structure, by

October 31, 2013.

D. ENVIRONMENTAL MANAGEMENT

18. The mission is pleased to note the good progress made in the environmental component of the

project. As agreed during the previous mission, draft guidelines had been prepared for managing arsenic

related issues for the construction of both manual and mechanical tube wells, as well as for the disposal of

spent filter media from arsenic removal plants. These guidelines will be reviewed by the ‘Departmental

Technical Committee (DTC)’ and on approval, are expected to be adopted by the DPHE by September

30, 2013. The provisions in the document will be taken into account in the preparation, installation and

monitoring of BRWSSP sub-projects, and will form the basis for the ‘Environmental Assessment’ of the

sub-projects. A concept paper on the analytical services required for arsenic and other necessary

parameters has also been prepared. An MOU to operationalize the service delivery by the ‘Water

Monitoring and Surveillance Circle’, which is an independent unit under the DPHE (with its central and

regional laboratories), will be signed based on the concept paper. Groundwater studies in the project will

be carried out by the Groundwater Circle (GWC) of DPHE, with resources from the project under an

MOU with the PMU, for which a draft has been prepared. GWC in turn will sign an MOU with

Bangladesh Atomic Energy Commission (BAEC) for isotopic and related analysis (this was also done

during the previous project Bangladesh Water Supply Program Project). These MOUs will be signed by

September 30, 2013. Action will be initiated to get the project EMF cleared by the DOE (which is a legal

requirement).

E. MONITORING FRAMEWORK AND PROJECT MONITORING

19. DPHE has a dedicated MIS unit in the head office that maintains the national data on water and

sanitation coverage. The project does not yet have a functioning management information system (MIS)

for monitoring the progress of the project, including achievement of the outcomes as per the project

results framework. Work is being initiated to develop a customized project MIS, which will be web

accessible and compatible with the existing National MIS on water and sanitation (to facilitate data

sharing from the project system to the national system). The action plan for developing the monitoring

framework and the MIS is given in Annex 2. An update of the project’s results framework is provided as

Annex 6.

F. SOCIAL DEVELOPMENT

20. The primary focus of the mission on social development was to enhance transparency and

accountability of service delivery in compliance with the Social Management Framework. A workshop

was organized with project officials on the conceptual framework of Social Accountability and on the

benefits of ICT tools that enable the optimal use of real-time information. The purpose is to facilitate day-

to-day managerial decision-making, promote continuous learning, enhance accountability at all levels and

satisfaction of communication. The possibility of ICT use was explored with government and

beneficiaries. In order to roll-out activities to enhance transparency and accountability and facilitate

citizen’s engagement the following actions will be completed:

(i) A draft scheme cycle, which details the roles and responsibilities for all parties for each

component, will be submitted to the Bank for review by July 31, 2013.

(ii) A strategy and an action plan for a structured approach to community participation, including the

implementation of the provisions of GoB’s Right to Information Act, 2009 will be prepared and

submitted to the Bank by August 31, 2013.

6

21. DPHE is keen to pilot ICT tools to strengthen supply side of social accountability. The mission

agreed to facilitate a workshop on the use of ICT tools for key project staff and policy makers on August

20, 2013.

G. GOVERNANCE ACCOUNTABILITY AND ACTION PLAN (GAAP)

22. The mission reviewed the draft final GAAP with DPHE. DPHE confirmed that the GAAP will

immediately be retrofitted into BRWSSP and will be mainstreamed in the project operational manual. The

Bank will assist the project in identifying appropriate social accountability and ICT tools to strengthen the

demand side of GAAP. GAAP will be jointly monitored by DPHE and the Bank. The agreed GAAP for

the project is given in Annex 4.

H. PROJECT COSTS – DISBURSEMENT AND COMMITMENTS

23. Disbursement and Commitments. As of July 1, 2013, IDA disbursement stood at US$1.25

million (representing a disbursement rate of approximately 1.6%). Disbursement is expected to climb

towards the end of FY14 when works contracts begin implementation.

I. FINANCIAL MANAGEMENT AND PROCUREMENT

Financial Management

24. Financial Reporting. Quarterly IFRs have been submitted to IDA on a timely manner and these

were found to be acceptable.

25. Internal Audit. ToR of Internal Auditor will be furnished to IDA by August 31, 2013. A firm of

Chartered Accountants will be hired by October 31, 2013 for internal audit.

26. Audit Committee. BRWSSP will set up a Project Audit Committee (PAC) with the Deputy

Secretary (Audit), MLGRD&C as the chair, and the Financial Management Specialist (FMS) and Project

Director (or a competent representative of PD) as members. The PAC will be constituted by August 31,

2013.

27. Computerization of Accounting System. The project has installed the off the shelf accounting

software “Tally”. However, to obtain optimum output from the software, an enhanced training needs to be

provided to FMS and accountants. Further, the maintenance and training agreement with the vendor had

recently been expired. The mission recommended that the agreement be renewed by July 31, 2013. IFRs

of the project are still being prepared based on manual data, which should be stopped as soon as the

software becomes fully operational and is capable of producing accurate financial statements.

28. External Audit. A tripartite meeting has not yet been held between DPHE, LGD, and FAPAD to

resolve the audit observation of the previous project (BWSPP), which is long outstanding now. The

mission urged that the meeting be held by October 30, 2013.

29. Project Staffing. The project needs a qualified accountant with at least two years post

qualification experience as a Financial Management Analyst (FMA) to assist the FMS on a day to day

basis. The ToR of the FMA will be prepared and shared with IDA as soon as possible. The project will

furnish IDA the shortlist of the candidates, along with evaluation documents and CVs, prior to making the

selection for the position. The FMA should be on board by October 31, 2013.

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Procurement

30. Revised Procurement Plan and Monitoring. The revised procurement plan (Version 3) was

submitted by the PMU immediately before the mission, which the mission reviewed with the PMU. The

procurement plan needs some modifications to fully reflect project needs (i.e., inclusion of new packages,

changing composition of existing packages). The mission advised the PMU to submit an updated

procurement plan to the Bank by July 21, 2013. The Bank and the PMU will regularly monitor progress

of procurement activities against the targets dates in the procurement plan.

31. Major Procurement Contracts. The three major consultancy packages, i.e., TA consultancy (S-

6), and community mobilization packages (S-11 and S-12) are in combined evaluation stage. Most of the

works packages (approximately US$60 million) are linked to these three consultancy contracts.

32. There has been a significant delay in the procurement of these three packages. Revised dates for

critical milestones of these contracts, agreed with the PMU, are shown in the updated Procurement Plan,

the action matrix in Section K, as well as in Section B. The summary of the status of procurement by

contracts with key milestones is provided in Annex 5.

J. ADHERENCE WITH COVENANT

33. The Project is currently in compliance with financial and legal covenants in the Financing

Agreement, except:

Quarterly progress reports should be submitted to the Bank 30 days after the end of each quarter.

K. ACTIONS AND NEXT MISSION7

34. The key agreed and expected actions are as follows:

No. Action Target Date Responsible

Agency

Management and Implementation Setup

1 Recruitment of full complement of Assistant Engineers, and

Sub-Assistant Engineers as provided for in PMU structure

October 31, 2013 DPHE

2 Complete renovation and installation of equipment for PMU

and Regional Project Offices (RPO)

September 30, 2013 DPHE

Project Implementation

3 TA services for Rural Piped Water Supply design, feasibility

assessment

(a) Prepare combined evaluation report

(b) Negotiate contract with consultant

(c) Draft Negotiated Contract submission for No Objection

(d) Contract Signing

(e) Submission of Inception Report

(f) Submission of final ranking of the unions with short-list

July 15, 2013

July 16, 2013

July 23, 2013

September 07, 2013

October 31, 2013

December 31, 2013

DPHE

4 Technical assistance support for the Rural Non-piped water

supply and sanitation program

(a) Prepare combined evaluation report

(b) Negotiate contract with consultant

(c) Draft Negotiated Contract submission for No Objection

(d) Contract Signing

(e) Arsenic screening for all water points under first batch

(f) Complete baseline survey and action plan preparation

July 15, 2013

July 22, 2013

August 01, 2013

September 07, 2013

February 28, 2014

April 30, 2014

DPHE

7 Post Mission Note: DPHE have opened the financial proposals for packages S-6, S-11 and S-12. Negotiation has been

completed for package S-6. However, draft Negotiated Contract for package S-6 has not been submitted for Bank no objection.

DPHE also submitted an updated Procurement Plan for the project.

8

5 Technical assistance support for piloting social marketing,

social mobilization and credit facilitation for rural sanitation

(a) Evaluation of EOIs

(b) Evaluation of Technical Proposals

(c) Contract Signing

August 15, 2013

October 31, 2013

December 31, 2013

DPHE

6 Preparation of the long list of potential RPWS scheme locations September 30, 2013 DPHE

7 Approval of the environmental guidelines on arsenic related

issues for construction of tube wells


8 MOU for (i) water quality monitoring and surveillance; and (ii)

groundwater studies


9 Prepare input, process and output monitoring matrix for

schemes/ components with defined indicators

September 30, 2013 WSP, DPHE

10 Preparation of Terms of Reference for analytical and advisory

activity to develop a longer term institutional and regulatory

framework


11 Formally launch/ introduce monitoring/ MIS system December 31, 2013 Bank, DPHE

12 Preparation of detailed sub-project cycle with step-by-step

activities for all three components

July 31, 2013 DPHE

13 Preparation of a communication strategy and an action plan August 31, 2013 DPHE

Procurement and Financial Management

14 Preparation of TOR for project Internal Audit August 31, 2013 DPHE

15 Completion of procurement of Chartered Accountants for

internal audit


16 Establishment of Project Audit Committee (PAC) August 31, 2013 DPHE

17 Renew contract agreement with vendor for computerized

accounting system

July 31, 2013 DPHE

18 Resolve audit objections for previous BWSPP through

organizing tripartite meeting between DPHE, LGD and FAPAD


19 Recruitment of Financial Management Analyst October 31, 2013 DPHE

20 Submission of updated Procurement Plan July 21, 2013 DPHE

35. Next Mission The next formal full implementation review mission, is tentatively scheduled for

January 2014. The Bank will conduct technical discussions or interim implementation review missions

prior to the next full implementation review mission.

9

Annex 1

List of Key Persons Met

Ministry of Local Government, Rural Development and Cooperatives

Local Government Division

Mr. Abu Alam Md. Shahid Khan, Secretary

Mr. Swapan Kumar Sarkar, Director General

Mr. M. Shamsul Kibria, Joint Secretary

Mr. Md. Khairul Islam, Deputy Secretary (Water Supply)

Department of Public Health Engineering (DPHE)

Mr. Md. Nuruzzaman, Chief Engineer

Mr. Monwar Ali, Project Director, BRWSSP

Mr. A.M. Abdul Kaium, Deputy Project Director, BRWSSP

Mr. Md. Saifur Rahman, Executive Engineer, Arsenic Management Division, DPHE

Mr. Ehete Shamul Russel Khan, Executive Engineer, BRWSSP

Mr. Md. Muktadir Harun, Social Development Officer, BRWSSP

Mr. Mahmudur Rashid Mazumder, Assistant Engineer, BRWSSP

Ms. Bilkis Aktar, Assistant Engineer, BRWSSP

Mr. Md. Yasin Arafat, Assistant Engineer, BRWSSP

Mr. Khan Muhammad Golam Rabbani, Assistant Engineer, BRWSSP

Mr. Md. Manjur Murshed Khondoker, Senior Financial Management Specialist, BRWSSP

Mr. Md. Ekram Hossain, Senior Water Supply Specialist, BRWSSP

Mr. A. A. Sanzid Ahmad Choudhury, Procurement Specialist, BRWSSP

Mr. Dipak Kumar Biswas, Hydrogelogist, BRWSSP

10

Annex 2

Action Plan for the Preparation of Monitoring Framework for BRWSSP

1. Objective. The objective of developing monitoring framework is to help project management to

review progress of project implementation and to take remedial measures at the right time to

ensure qualitative and quantitative achievement of the project. The framework will also help

develop an ICT based functional project MIS for quality monitoring.

2. Action plan. The necessity and content of a monitoring framework was discussed with PMU,

BRWSSP and the following action plan to develop a monitoring framework was agreed.

Sl. Activities Methodology Output Tentative

schedule

1 Identify critical factors/indicators/

milestone for input and process

monitoring for Rural Piped Water

Supply Component

Study project documents/

operational manual

First consultation meeting/

workshop with PMU

Input/ process indicator

chart and information

checklist for Rural

Piped Water Scheme

By July 20,

2013



monitoring for Rural Non-piped Water

Supply Component


operational manual

Second consultation meeting/

workshop with PMU



checklist for Rural Non-

Piped Water Scheme

By July 31,

2013



monitoring for Sanitation Component


operational manual

Third consultation meeting/

workshop with PMU



checklist for Sanitation

Component

By Aug 15,

2013

4 Identify output/ result oriented

indicators for the above three

components. This will include the

number of beneficiaries, number of

physical infrastructure built, water

quality parameters, water use pattern

including wastage, scheme operational

and financial parameters.


result framework/ log Frame

Fourth consultation meeting/

workshop with PMU

Result indicator chart

and information

checklist for all 3

components

By Aug 31,

2013

5 Prepare input, process and output

monitoring matrix for above 3 schemes/

components clearly defining indicators,

information needed, monitoring method,

tools for monitoring, frequency of

monitoring and person to provide the

information

Deskwork

Consultation with ICT and

relevant project personnel

Fifth consultation meeting/

workshop with PMU

Monitoring matrix and

data tools

By Sept 30

2013

7 Facilitate incorporation of process and

output monitoring data with ICT/ MIS

system of DPHE

Joint work with ICT/ MIS

Specialist

Interactive discussion with

PMU

Functional MIS System

incorporating input,

process and output

monitoring information

By Oct 31,

2013

8 Prepare a brief input/ process/ output

monitoring guide/ booklet for BRWSSP Desk work

Consultation with ICT/ MIS

Specialist

Sixth consultation/ sharing

meeting with PMU

Input/ process/ output

monitoring guide/

booklet

By Nov 20,

2013

11

Sl. Activities Methodology Output Tentative

schedule

9 Orient project/ DPHE personnel to

introduce the monitoring system

Orientation meeting with PMU/

BRWSSP/ DPHE field officials

Field staff oriented with

monitoring/ MIS system

By Nov 30,

2013

10 Formally launch/ introduce monitoring/

MIS system

Seventh Meeting with PMU to

launch/ introduce the system

MIS System introduced By Dec 31,

2013

3. A Consultant will be engaged by World Bank who will work in consultation with PMU,

BRWSSP to develop the proposed monitoring framework for BRWSSP as per above action plan.

This monitoring framework will lead to develop ICT based MIS system through which MIS

report/ statement will be generated periodically to highlight project progress including

achievement of the outcomes based on the project results framework.

4. Based on field experience and feedback provided by DPHE/ BRWSSP, the monitoring

framework might be changed to keep it as a living document and accordingly MIS system will be

updated time to time to address information needs of the project management.

12

Annex 3

Environmental Management for BRWSSP

1. Environmentally safe tubewell construction and Arsenic rich sludge management: As agreed

during the previous mission, a draft for guidelines on ‘Arsenic Safety and Aquifer Protection’ in

tubewell construction both for hand and mechanically operated tubewells has now been prepared.

This draft also includes the guidelines for safe disposal of arsenic rich sludge from water treatment

plants. The mission appreciates the good progress on these agreed activities. These guidelines should

be reviewed by the Departmental Technical Committee (DTC) and adopted by the DPHE. The

provisions in the guidelines are to be utilized for ‘Environmental Assessment’ (i.e., Environmental

Screening and LEAs) of sub-projects and incorporated in the contract documents for the sub-projects

to ensure environmental safeguards in the construction and management of water supply sub-projects

under the project. The adoption of the guidelines should be completed in next three months i.e.,

September 30, 2013, so that it is available before the field level activities are stared.

2. Analytical services for the project: A concept paper on the analytical services required in the

project for Arsenic and other necessary parameters has now been prepared. The Water Quality

Monitoring and Surveillance Circle which is an independent unit under the DPHE will provide the

services using its central and regional laboratories. The PMU will pay the Circle for the services and

sign a MOU with the circle to this end. The Central laboratory will draft Standard Operating

Procedures (SOPs) for quality assured sampling and analysis of Arsenic and other water parameters

both for the field and laboratory samples and obtain approval for these from the PMU/Departmental

Technical Committee.

3. Groundwater Study: The mission is pleased to note that a guideline for observation wells for

groundwater study has now been drafted. The work will be carried out by the Groundwater Circle of

the DPHE with resources from the project. The PMU will sign a MOU with the Groundwater Circle

to this end and the circle in turn will sign a MOU with Bangladesh Atomic Energy Commission

(BAEC) for isotopic and related analysis as done during the previous project BWSPP by September

30, 2013. The end product of the study is expected to be a publication on the characteristics of the

shallow and deep aquifers in selected areas in Bangladesh.

4. DOE Approval of BRWSSP EMF: It is legally necessary to obtain approval of the EIA/EMP of

projects (i.e., as per ECA95/ ECR97) from the Department of Environment (DOE). With many sub-

projects, it is not feasible to get clearance for each EIA/EMP of the sub-projects. So, DOE should be

approached for the clearance of the EMF for the BRWSSP. There are examples in which DOE has

cleared similar documents. The mission recommended that the process for clearance should be started

immediately.

13

Annex 4

Governance and Accountability Action Plan (GAAP)

Introduction and Background

1. The overall objective of the Governance and Accountability Action Plan (GAAP) is to enhance

the institutional capacity of Department of Public Health Engineering (DPHE) in order to implement

Bangladesh Rural Water Supply and Sanitation Project (BRWSSP). It will delineate the specific

responsibilities of Department of Public Health Engineering (DPHE) as well as the World Bank to

facilitate effective and appropriate use of the funds for the project and maintain good governance in the

management and implementation of project activities.

2. The GAAP is based on an assessment of potential governance risks, particularly fraud and

corruption, including the effectiveness of implementing demand responsive approach, in the context of

Bangladesh and specifically for the entities involved with BRWSSP. It is also based on the experience

and lessons learned from the previous Bank-funded project – Bangladesh Water Supply Program Project

(BWSPP), from which the implementation modalities of some of the major components of BRWSSP

namely rural piped water supply and rural non-piped water supply programs have been adopted. It is

expected that given a dynamic policy environment, the GAAP will be adjusted as and when necessary

during the implementation of the project to reflect any emerging governance issues and/or to reinforce

existing actions and add new ones. The Action Plan will be monitored regularly through the measures

agreed upon with the implementing agency, as well as during the World Bank Implementation Support

Missions.

3. BRWSSP has been implemented since May 2012. Hence, the GAAP is being retrofitted to the

project implementation. Necessary adjustments in the existing Project Operational Manual will also be

considered to facilitate implementation of the GAAP.

Country Context

4. Bangladesh is a high risk environment for governance. It scores poorly on international

corruption monitoring indices although there have been some improvements in recent years. Efforts to

bolster the country’s legal framework to counter corruption, including the capacity and scope of

engagement by the Anti-Corruption Commission are yet to become optimal. The implementation of

Bangladesh’s Right to Information Act 2009 has been slow, partly because of poor records, weak

implementation capacity as well as lack of demand for information by the citizens. Despite some attempts

to enhance accountability in the legal framework for public sector regulation, there is still a perception of

poor performance and abuse of office in the public sector including state-owned enterprises. Besides, the

country systems to deter corruption such as prosecution of corruption cases are hardly implemented.

These capacity and governance shortcomings in the public sector underline the importance of having an

action plan that utilizes a robust range of tools to mitigate corruption and governance risks that are

relevant to the project.

14

BRWSSP Design and Governance in Water and Sanitation Sector

5. Governance in the water supply and sanitation sector has had particular challenges. The sector

remains characterized by political bias, shortage of skilled technical staff, multiple layers of decision

making process, localized procurement, limited capacity in operations and maintenance, lack of dedicated

water department for operations and maintenance, and absence of regulatory body. The main concern

over governance for BRWSSP relates to program-related risks - that whether the implementing agency

has the capacity to oversee project implementation in wide geographical areas and whether the entity

appoints the right contractor and operators who can execute the works program of installing water options

in remote villages benefitting the targeted deprived communities adequately and rightfully. Specifically,

lessons learned under the previous BWSPP indicate that three major risks are (i) improper contractor

selection, (ii) improper beneficiary mobilization and selection, and (iii) inappropriate installation of water

points. Given that the success of the project depends on the mitigation of these risks, the PDO level

indicators of the project are linked to these three issues.

6. The project outcomes are designed to be realized through three main activities – rural piped water

supply schemes, rural non-piped water supply options and rural sanitation facilities. Through appointing

Technical Assistance consulting firm and dedicated Support Organizations, the feasibility assessment,

community mobilization, demand creation, implementation plan preparation, and structured supervision

activities - all together will mitigate the above-mentioned risks. The role and responsibilities of Local

Government Institutions i.e. Union Parishad is being made formalized with asset ownership function.

Technical support teams including technical assistance firm and dedicated Support Organizations will be

engaged to organize the communities, establish the water and sanitation user groups, conduct feasibility

assessment, demand creation, hygiene promotion, capacity building of the local stakeholders particularly

the LGIs, and capacity building of the private sector entrepreneurs who would construct and/or operate

the rural water schemes and hygienic sanitary facilities. The technical team and Support Organizations

will supervise the installation of water supply schemes and disbursement of project grants to

entrepreneurs for installation of hygienic sanitation facilities. Formal relationship among key stakeholders

including DPHE, Union Parishad and community facilitated by Support Organizations and Technical

firm, is also expected to minimize these risks through reduced targeting errors and leakage in program

benefits.

7. In addition to the above program-related risks, there are implementing agency risks associated

with the limited capacity of DPHE. DPHE has capacity constraints in terms of technical staff in the fields

to monitor the development programs at grassroots level. However, project based field staff will

supplement the existing DPHE set up in the field to execute and monitor the program. Irrespective of the

fact that the implementing agency has prior experience with World Bank procurement or financial

management, the project will cover dispersed procurement activities at the district levels, which implies

the obvious need for robust governance and accountability arrangements.

Description of Governance Risks and Mitigation Actions

8. The following four areas of governance and accountability risks have been identified under

BRWSSP: (i) scheme design; (ii) scheme implementation and oversight; (iii) implementation and

management supervision capacity; (iv) procurement capacity, including contract management; and (v)

financial management capacity and system.

(i) Scheme Design

9. One of the key learning from the previous BWSPP implementation is that the private sector

entities overestimated the designs resulting in disproportionate scheme costs. Considering the lessons

learned, the design and cost estimates for rural piped water supply schemes and non-piped water supply

options are to be worked out by DPHE themselves in order to establish financial discipline within the

15

project. However, there is a risk that DPHE estimates are over rated thus permitting the private operators

to make profit out of the schemes up front and allowing less than optimal equity sharing for the PPP

schemes. A further resultant risk is that the private sponsors may renounce the scheme having little or no

actual equity share in the schemes rendering the schemes unsustainable.

10. In order to address the scheme design risk the following measures will be adopted:

Use of tested design specification to replicate rural piped water supply models and water point

sources scheme;

Use of technically qualified engineering design consultants and Support Organizations (SO) to

support preparation of technical feasibility including cost estimates, quantities, design and

specification for rural water and sanitation schemes;

Social intermediation with the community for awareness building and needs assessments;

Technical assistance for community participation which is inclusive and consumer mobilization.

(ii) Scheme Implementation and Oversight

11. The pace of decentralization of planning and implementation by UPs/LGIs is slow in Bangladesh.

The shortcoming of financial and management autonomy of the UP can undermine enforcement of sector

regulation. Non-inclusion of the UPs in the planning phase and unclear demarcation of responsibilities

between DPHE and the Union Parishad could weaken the oversight of rural infrastructure development

program.

12. The water supply options and hygienic sanitation facilities are to be installed by way of a Demand

Responsive approach and particularly through community mobilization, demand creation and hygiene

promotion. In that respect, water user groups will be established to coordinate the awareness building and

implementation of the scheme in each union. However, the Union Parishad has a definite role in that it

will coordinate between community, DPHE and contractors/sponsors for the implementation of the

infrastructure works following the appropriate mobilization activities. The UP shall ensure that water

options and hygienic sanitation facilities are installed at identified locations and to the eligible household

including poor. However, lack of communication between implementing agency i.e. DPHE and LGI can

affect informed decision making process concerning local conditions. Additionally, the LGI may

intervene and manipulate the selection criteria and eligible households to its interest. The community

contributions that are supposed to be deposited at designated bank account for water supply and sanitation

options may not be appropriately collected and deposited while the LGI may collect contributions directly

from communities for option allocations bypassing the modality and eligibility criteria.

13. The contractors and private entrepreneurs are expected to install the safe water options and

hygienic sanitation facilities in designated locations for eligible households who do not possess such

facilities and services. In certain cases, the contractors may not install the options according to the action

plan and at the designated locations identified and agreed by the water user groups in such unions. There

is further risk that the contractors may not install all the options and sanitation facilities according to the

contractual agreement with the DPHE and Local Government Institutions while colluding with the

government’s works verification and certification team.

14. Matching grant funding will be provided under the project to ensure hygienic sanitation facilities

for poor households in targeted areas and unions. These funds are to be released by the project

implementing entity upon verification of the installation of hygienic sanitation facilities by the private

entrepreneurs. The payments to the private entrepreneurs including masons are to be coordinated by the

local Union Parishad through dedicated bank account where community contributions will be held.

Therefore, risks exist that the LGI may not disburse funds to the private entrepreneurs and masons

transparently and appropriately and/or collude with the government officials as well as contractors and

misappropriate the funds.

15. In order to address the Program Implementation risks the following measures will be adopted:

16

Involvement of Local Government Institution i.e. Union Parishad in the implementation of rural

services particularly in the planning phase;

UP ownership of asset upon completion of infrastructure development;

Inclusion of assets in the UP inventory system as planned under LGSP-II;

Supervision and monitoring of project activities by field based project staff in addition to

centralized monitoring by PMU;

Ensuring social accountability of the agencies through the involvement of the community in

planning and designing rural water supply schemes;

Formation of user groups representing the community to jointly coordinate the activities with

other stakeholders including DPHE, LGI, private entrepreneurs/contractors;

Operation of joint bank account to manage project grants and O&M expenses of the schemes;

Mobilization and involvement of the UPs and build capacity of the water user groups by Support

Organizations (SOs) to implement water and sanitation action plans; and

Capacity building training for Union Parishad Chairmen and full-time staff on operations and

maintenance of rural water supply services.

(iii) Implementation and Management Supervision Capacity

16. Implementation of the project will be nationwide, requiring adequate personnel and resources in

all field offices of the DPHE. At the field level, there is lack of adequate staffing and resources for proper

supervision. There is also insufficient technical capacity for specific administrative functions which also

hampers programs at the service delivery level. Human resource constraints continuously prove to be one

of the biggest challenges in implementation. Therefore, program achievement can get jeopardized by

weak capacity in management and monitoring at all levels. Besides, multiple tiers of approval and

authorization processes within DPHE particularly in regional/district level can affect efficient project

implementation.

17. In order to address the Implementation and Management Supervision risks, the following steps

will be ensured:

Recruitment of project staff under government revenue budget for field based monitoring;

Training programs for DPHE head-office and field staff on different managerial and technical

areas including project implementation modalities, procurement and financial management; and

Engagement of full time qualified supervision staff by the TA Consultant to ensure quality and

timely completion of the schemes.

(iv) Procurement Capacity

18. The procurement assessment carried out for DPHE finds that although the agency has previous

experience with IDA-funded projects, there remains lack of adequate capacity on procurement. Key

weaknesses identified in the procuring entity i.e. DPHE, are: absence of dedicated procurement staff

within the agency, both in the head office and in local offices; inadequate understanding of procurement

procedures, rules and regulations; inadequate capacity in administering high number of complex works

contracts specially distributed countrywide; inadequate capacity in evaluation; and contract follow up

mechanism. In addition, it was assessed that improvements in the following areas are required:

information dissemination, delivery follow up, and payments. Due to wide spread geographic locations of

the project intervention areas, tendering for water option works and selection of private entrepreneurs will

be managed at local district level which will require adequate capacity of the local DPHE set up as well as

close monitoring of the processes for ensuring accuracy and transparency. Potential risks associated with

procurement processes include among others (i) disqualification of bidders and/or selection of high-priced

bidders without sufficient justification, (ii) undue exercise of influence and opportunities by officials to

direct contract awards to selected sponsors.

17

19. In order to address these issues, the project has already ensured the following actions: (i)

appointment of dedicated procurement staff at DPHE, including appointment of a Procurement Focal

Point (PFP); (ii) finalization of procurement plan covering the whole period of implementation. The

project will also ensure adoption of Procurement Risk Mitigation Plan (PRMP) and regular submission of

PRMP to IDA. In addition, a host of risk mitigation measures have been identified and agreed upon for

each stage of project implementation. These include:

Risk mitigation measures prior to procurement (of any goods, works or services):

Formation of a procurement cell through adequate staffing and consultant support, under the

overall leadership of the PFP.

Dedicate at least one person from the agency as Procurement Officer (PO) in the PMU and

reporting to the PFP;

Recruit one procurement consultant by two months after project effectiveness, to support the

agency on the procurement activities under the program and guide the PFP and PO on

procurement issues.

Risk mitigation measures during implementation:

Development of a systematic capacity building procurement training plan, including participation

in the procurement trainings both at national and international level, as well as training using

Bank resources persons;

Submission of quarterly Procurement Performance Monitoring Reports (PPMR) starting six

months after project effectiveness;

Mandatory membership of the procurement consultant in each evaluation committee;

Usage of Bank’s standard format for bid and/or proposal evaluation;

Undertake independent procurement audit by DPHE for each year and share the report with IDA,

Updating of the procurement plan at least annually and no procurement process to be initiated

without prior inclusion in the plan,

Conduct review of the post review contracts on sample basis to check the compliance with the

applicable guidelines and procedure.

(v) Financial Management Capacity and Systems

20. The substantial risk coming out of the financial management assessment of the implementing

agency revolve around the large number of contract payments to be made by DPHE under the project to

contractors, private entrepreneurs and private sponsors for piped water supply schemes, point sources and

hygienic sanitation facilities. Project incentive grants will also be disbursed among eligible poor

households as an incentive to develop hygienic latrines. Matching community contribution will be

collected from communities for water supply schemes/options as well as sanitation facilities which will be

held and channeled to the treasury through dedicated bank accounts. Weak oversight capacity at local

level with limited manpower i.e. technical staff and appropriate accounting expenditure and disbursement

are recognized as potential risk. Besides, other key risks associated with financial management of DPHE

with direct relevance to the project include: (i) absence of information management systems including

absence of computerized accounting system for synchronization of financial information with physical

progress; (ii) weak accounting systems and record-keeping practices resulting in untimely and inadequate

information on revenue streams, expenditure flows, liquidity, and debt levels/ arrears; (iii) incomplete

recording of transactions due to technical weaknesses and/or disregard for comprehensiveness and

accuracy; and (iv) absence of FM organization in DPHE. Financial Management of the donor funded

project has been undertaken through project hired FM staff and consultant

18

21. Mitigation measures for both inherent risks (weak capacity and systems) and control risks

(budgeting, accounting, funds flow, reporting, auditing) have been identified and agreed upon with the

implementing agency. These include the following:

Inherent risk mitigation measures:

Appointment of Financial Management Specialist,

Use of computerized accounting system for preparing updated project financial reports, and

Submission of independent internal audit reports within stipulated timeframe and resolution of

issues.

Control risk mitigation measures:

Payment through direct bank transfers/formal financial channels to the private entrepreneurs

through designated bank account managed jointly by DPHE, community and Union Parishad.

22. The GAAP Action Plan proposes actions for each of these issues, timeline for each action, and

responsible agency for implementation. There are also some “early warning indicators” which, if

monitored properly, will enable timely action for course correction.

23. The project will organize at least one forensic audit during the mid-term-review of the project.

The ToR of the review will be jointly developed by DPHE and the World Bank.

Disclosure of Project Information

24. DPHE will upload all project related information in its official website. They will also be updated

regularly. A staff of the Project Management Unit (PMU) will be assigned as designated information

officer. Besides, DPHE and the PMU will ensure due diligence in all other information disclosure in the

light of the Right to Information Act 2009.

GAAP Monitoring, Remedies and Sanctions

25. The Bank will apply sanctions as per its guidelines if it determines incidences of fraud,

corruption, collusion and coercive practices. These sanctions may include fines, blacklisting, suspension

of disbursements, or ultimately cancellation with respect to that contract. The Bank will seek first to

remedy cases of corruption through cooperation with the DPHE. Information regarding such cases, where

lessons are learnt and funds are retrieved, will be widely disseminated.

26. GAAP will be monitored regularly through indicators and reflected in progress reports by the

implementing agency, as well as in World Bank implementation supervision reports and aide memoires

for supervision missions. The GAAP matrix will be used widely for monitoring purposes. Any ‘early

warning’ indicators of governance and accountability risks will be monitored regularly so that corrective

measures could be carried out promptly. A Governance Specialist will also be included in the Bank

supervision team to strengthen the dialogue on the governance and accountability issues with the

implementing agency.

27. The project will require intensive supervision by Bank staff. Supervision arrangements for this

project, particularly for procurement and financial management, are extensive. Bank supervision missions

will be more frequent at the start of the project and would involve qualified staff in all disciplines,

including procurement and financial management. The Bank will also conduct regular monitoring

between supervision missions.

19

28. The GAAP will be adjusted as necessary during implementation to reflect governance issues

which may emerge and/or to add actions. Considering the project design, fund flow and oversight

arrangements and subject to meeting the agreed GAAP, the implementing agency will have adequate

systems to account and report for the project resources and expenditures accurately, and ensure that the

project funds are utilized for the intended purpose.

Third Party Monitoring

29. Social Accountability tools allow citizens to have a greater voice in ensuring the best use of

public resources, and hold local governments accountable for results. Third party assessment will be

conducted with an objective to analyze project activities that promote transparency, accountability,

effectiveness and participation/inclusion. Under the Citizen Action for Results, Transparency and

Accountability (CARTA) program, civil society organizations will use various social accountability tools

such as citizen report cards survey, public hearing, and focused group discussion using fund from an

independent agency rather than through project budgets. In the selected project intervention areas, NGO

will facilitate implement the third party monitoring program with targeted beneficiaries to promote

citizens’ voice. To ensure sustainability of citizens’ engagement and institutionalize transparency and

accountability, Citizens Monitoring Group (CMG) will be formed. A baseline assessment against the pre-

determined indicators (transparency, accountability, effectiveness and participation/inclusion) will be

carried out and data will be collated on status of intervention following which, social accountability

monitoring tools/techniques for will be applied to assess the governance issues. Through this initiative,

citizens will have a greater voice in ensuring the best use of public resources, and will hold governance

accountable for results.

Use of ICT in Project and Complaint Management to enhance transparency and accountability

30. The supply-side interventions will be strengthened to deliver expected outcomes. The activities

will build upon the principles of continuous learning and improvement, accountability at all levels, and

satisfaction of beneficiaries. ICT tools will be used to enable the optimal use of real-time information

from beneficiaries for the purposes of proactive and targeted interventions. The digitized data will

facilitate day-to-day managerial decision-making and enhancing iterative learning during the execution

process. Additionally, the field offices will have the opportunity to view processed information with use

of mobile technology, on the basis of which they can take more informed decisions.

31. Social accountability is as much about changing behavior, building relationships, and developing

capacities as it is about technical tools. Complaint management system will be developed for better

customer service which is based on the principles of efficiency and transparency. This system will further

enhance in-house capacity to take preventive actions and plan in advance for optimal use of available

resources.

Costing of GAAP Implementation

32. Component 3 (Capacity Strengthening and Technical Assistance) of BWRSSP will provide costs

of GAAP implementation to an extent. This component has provisions to finance the third party

monitoring and special audits. Any additional costing for the implementation of the GAAP can be

negotiated between DPHE and the World Bank during the mid-term-review of the project.

20

Governance and Accountability Action Plan (GAAP)

Issues/Risks/Objectives Actions/Features Timeline Responsibility

Early warning indicators

to trigger additional

action

Scheme Design

Ensure appropriate and

rationale design and cost

estimates for the RPWS and

non-piped schemes.

Engagement of technically qualified engineering design

consultants and Support Organizations (SO) to support

preparation of technical feasibility including design and

specification for rural water and sanitation schemes;

Preparation of cost estimates and detail design as part of

feasibility assessment and action plan preparation for rural piped,

non-piped and sanitation infrastructure development program

Within first year of

implementation

End of second year of

implementation and

subsequent year end

until fourth year

DPHE

Study Consultant

and SOs

Delays in procurement of

technical firm and SOs

Delays in report

submission

Scheme Implementation and Oversight

Ensure that water options and

hygienic sanitation facilities

are installed at identified

locations and to the eligible

household including poor.

Ensure collection and deposit

of community contributions

into designated bank account.

Ensure transparency, accuracy

and efficiency in disbursement

of incentive grants by the

Union Parishad and DPHE to

the designated private

entrepreneurs for installation

of hygienic sanitation

facilities.

Lack of information will lead

to elite capture

Develop and sign a formal service contract for the engagement of

the private sponsors;

Recruitment and appointment of field based project staff for

monitoring of project implementation activities;

Establishment of Water and Sanitation User Groups in every

union of the target project intervention areas;

Opening joint bank account to manage project grants for non-

piped/sanitation and O&M expenses of the RPWS schemes;

Mobilization and capacity building training for Union Parishad

on operations and maintenance of rural water supply services;

Disseminate information on selection criteria of Districts,

Upzillas and Union Parishads on project website and through

electronic and print media and display in public offices in

accordance with RTI Act 2009.

Disseminate information on selected Districts, Upzillas and

Union Parishads on project website and through electronic and

print media and display in public offices in accordance with RTI

Act 2009.


implementation and

subsequent year end

until fourth year


implementation

Within second year

of implementation

Within second year

of implementation

Annual


implementation

DPHE, UP,

Sponsor, TA

Consultant

DPHE

UP, DPHE, TA

Consultant, SOs

UP, DPHE, TA

Consultant,

Sponsors

TA Consultant

DPHE

Delays in completing

feasibility assessment

Delays in district level

staffing

Delays in submission of

reports on community

mobilization, baseline

survey and action plan

prep.

Delays in reporting on

capacity building activities

Delay in report submission

Delay in report submission

21

Lack of social accountability

mechanism leading to weak

participation, exclusion and

transparency

Develop indicators for Third Party Monitoring

Form Community Monitoring Groups (CMG)

Mobilize Third Party Monitoring agency

December 2013

First six months of

initiating social

mobilization

During

implementation of

civil works

DPHE, Bank

DPHE, TPM

consultant, SO

for Non-piped

water and TA

consultant for

piped water

Delay in formation of

CMG

Delays in procuring TPM

firm

Implementation and Management Supervision Capacity

Ensure adequate staffing and

resources for proper

supervision at the field level.

Appointment of additional project based government staff at

district level to complement existing DPHE set up.

Appointment of technical specialists to complement Government

officials at national level.

End of first year of

implementation

End of first year of

implementation

DPHE

DPHE

Delays in district-level

staffing

Delays in procuring

technical assistance

specialists

Procurement Capacity

Lack of adequate capacity on

procurement

Appointment of dedicated procurement staff at DPHE, including

appointment of a Procurement Focal Point (PFP) and Procurement

Officer (PO).

Appointment of one procurement consultant, to support the agency

on the procurement activities under the program and guide the PFP

and PO on procurement issues

Development of a systematic capacity building plan, including

participation in the Central Procurement Technical Unit’s (CPTU)

three-week procurement training, as well as training using Bank

resources persons

Submission of quarterly Procurement Performance Monitoring

Reports (PPMR).

Undertake independent procurement audit by DPHE for each year

and share the report with IDA

By project

effectiveness

Within two months

of project

effectiveness


implementation

Six months after

project effectiveness

Annual

DPHE

DPHE

DPHE

DPHE

DPHE

Delays in appointing PFP

and PO and/or frequent

replacement

Delays in procuring

Procurement Specialist

Delays in preparing

Capacity Building Plan


quarterly PPMR


22

Update the procurement plan

Conduct review of the post review contracts on sample basis to

check the compliance with the applicable guidelines and procedure.

Annual

Annual

DPHE

World Bank

procurement audit report

Delays in updating the

procurement plan on

regular basis


post procurement audit

report

Financial Management Capacity and Systems

Lack of adequate capacity on

financial management

Appointment of Financial Management Specialist

Use of accounting software for documentation of fund usage and

report degeneration, including timely submission of financial reports

Submission of independent internal audit reports within stipulated

timeframe and resolution of issues as specified by the Bank

Payment through direct bank transfers/formal financial channels to

the private entrepreneurs managed jointly by DPHE, community and

Union Parishad

Within one month of

project effectiveness

Within four months

of project

effectiveness

Within six months of

end of each fiscal

year

Throughout project

implementation

DPHE

DPHE

DPHE

DPHE

Delays in procuring FM

Specialist

Delays in report

submission

Delays in submitting audit

reports

Lack of resolution on audit

queries

Spot checks reveal

entrepreneurs are not

receiving payments

through formal financial

channels

23

Annex 5

Summary Status of Project Contracts

Procurement of Goods Contract Sl.

No.

Contract

Package No.

Contract Description Unit Quantity/Nos. Estimated Price in

USD ‘000 (Actual

Contract Price in

Contract Currency)

Planned Date

of Proposals

Submission

(Actual Date

of Proposal

Submission)

Planned Date

of Contract

Signing

(Actual Date

of Contract

Signing)

Planned Date

of Completion

(Actual Date

of

Completion)

Remarks

1. GD-01 Supply of Field Kit No. 1500 150.0 Sep 15, 2013 Nov 14, 2013 Jan 13, 2014 Linked with

S-11,12

2. GD-02 Supply of GPS No. 100 37.5 Sep 15, 2013 Nov 14, 2013 Jan 13, 2014 Linked with

S-11,12

3. GD-03 Supply of Cross Country

Vehicle (4WD)

No. 3 292.5 (May 06,

2013)

August 30,

2013

Oct 30,2013 BER Cleared

by WB on July

02, 2013

4. GD-04 Supply of Double Cabin

Pick-Up (4WD)- 6nos

with all accessories

No. 6 313.75

(May 19,

2013)

August 30,

2013

Dec 30, 2013 BER Cleared

by WB on July

02, 2013

5. GD-05 Supply of Motor Cycle No. 66 123.75 (May 16,

2013)

Sep 30, 2013 Oct 30,2013 BER

Completed Supply of Bi-Cycle No. 100 11.25

6. GD-06 Supply of Accounting

Software with

customization and yearly

maintenance

No. 1 1.9375

(1.9375)

(Oct 15, 2012) (Jan 07, 2013) (Jan 06, 2014) Completed

7. GD-07 Supply of Accounting

Software for Rural Pipe

Supply Billing System

No. 1 12.5 Aug 01, 2014 Oct 30, 2014 Dec 29, 2014 Linked with

S-06

8. GD-08 Merged with GD-07

9. GD-09 Supply of Office

Equipment (Internet,

Email, Telephone, PABX,

VC etc.)

Lot 1 12.5 Sep 25, 2013 Nov 25, 2013 Dec 26, 2013

10. GD-10 Lot-1: Supply of Geo

Physical surface sounding

Equipment including

borehole logging

accessories

Set 1 75.0 Oct 02, 2013 Dec 31, 2013 Mar 01, 2014 Linked with

S-06, 11,12

Lot-2: Supply of Truck

Mounted Equipment for

aquifer testing

Set 1 100.0

24

Procurement of Goods Contract Sl.

No.

Contract

Package No.


USD ‘000 (Actual

Contract Price in

Contract Currency)

Planned Date

of Proposals

Submission

(Actual Date

of Proposal

Submission)

Planned Date

of Contract

Signing

(Actual Date

of Contract

Signing)

Planned Date

of Completion

(Actual Date

of

Completion)

Remarks

11. GD-11 Supply of Computer

(Desktop and Laptop)

with Accessories

including Printer and

Scanner

No. 32 40.0 (Jun 10, 2013) Sep 30, 2013 Oct 30, 2013 BER

Completed

12. GD-12 Lot -1: Supply of Fax for

PMU & Field Office

No. 12 6.75 Nov 10, 2013 Jan 10, 2014 Feb 10, 2014 Field Office

not established

Lot -2: Supply of Photo

Copier for PMU & Field

Office

No. 12 37.5

13. GD-13 Supply and Installation of

Work Stations for PMU

No. 1 6.1875

(6.1716)

(Apr 23, 2013) (Apr 29, 2013) (May 13,

2013)

Completed


Goods (False Ceiling,

Glass partition, Electrical

goods etc.) for PMU

No. 1 6.125

(6.0968)

(May 15,

2013)

(May 22,

2013)

(Jun 05, 2013) Completed

15. GD-15-22 Supply and Installation of

Goods for set up of Field

Offices

No. 4 20.0 Nov 30, 2013 Dec 15, 2013 Jan 07, 2014 Field Office

not established


Stationary for PMU

Lot 1 5.625

(2.304)

(Apr 24, 2013) (May 05,

2013)

(May 19,

2013)

Completed


Stationary & accessories

for Field Offices

Lot 1 12.5 Oct 10, 2013 Dec 10, 2013 Jan 10, 2014 New package;

Field Office

not established


Goods (False Ceiling,

Floor Carpet, Glass

partition, work station.

Electrical goods etc.) for

PMU office

No. 1 5.0 Aug 05, 2013 Aug 12, 2013 Sep 02, 2013 New package


Goods for PMU office set

up

Lot 1 43.75 Oct 25, 2013 Dec 24, 2013 Feb 07, 2014 New package

25

Procurement of Works Contract Sl.

No.

Contract

Package No.


USD ‘000 (Actual

Contract Price in

Contract Currency)

Planned Date

of Proposals

Submission

(Actual Date

of Proposal

Submission)

Planned Date

of Contract

Signing

(Actual Date

of Contract

Signing)

Planned Date

of Completion

(Actual Date

of

Completion)

Remarks

1. W-01-66 Land Development lot 66 625.00 Jan 10, 2014 Apr 10, 2014 Jul 09, 2014 Works to be

done in 2(two)

batches; Linked

with S-06

Aug 01, 2015 Oct 30, 2015 Apr 27, 2016

2. W-67-191 Construction of Rural

piped Water Schemes

No. 125 34472.66 Jan 10, 2014 Apr 10, 2014 Oct 10, 2015 Works to be

done in 4(four)

batches; Linked

with S-06

Jul 01, 2014 Sep 29, 2014 Mar 29, 2016

Dec 01, 2014 Mar 01, 2015 Sep 01, 2016

Aug 01, 2015 Oct 30, 2015 Apr 30, 2017

3. W-192-290 Installation of Safe

Water Options in arsenic

and saline affected areas

No. 14000 15137.5 Dec 30, 2013 Mar 30, 2014 Jul 28, 2014 Work to be

done in 4(four)

batches; Linked

with S-11, 12

Aug 01, 2014 Oct 30, 2014 Feb 27, 2015

Mar 10, 2015 Jun 08, 2015 Oct 06, 2015

Aug 01, 2015 Oct 30, 2015 Apr 27, 2016

4. W-291-323 Installation of Safe

Water Options in disaster

affected areas

No. 6000 6487.5 Dec 30, 2013 Mar 30, 2014 Jul 28, 2014 Work to be

done in 4(four)

batches; For

Natural Disaster

Case.

Aug 01, 2014 Oct 30, 2014 Feb 27, 2015

Mar 10, 2015 Jun 08, 2015 Oct 06, 2015

Aug 01, 2015 Oct 30, 2015 Apr 27, 2016

5. W-324-339 Characterization and

monitoring of safe

ground water resources

including observation

wells

Lot 16 875.00 Dec 30, 2013 Mar 30, 2014 Jul 28, 2014 Work to be

done in 4(four)

batches; Linked

with S-11, 12

Aug 01, 2014 Oct 30, 2014 Feb 27, 2015

Mar 10, 2015 Jun 08, 2015 Oct 06, 2015

Aug 01, 2015 Oct 30, 2015 Apr 27, 2016

6. W-340-438 Installation of Low Cost

latrine sets for poor &

ultra-poor

Nos. 306400 10724.00 Feb 20, 2014 May 21, 2014 Oct 18, 2014 Work to be

done in 4(four)

batches; Linked

with S-08

Aug 01, 2014 Oct 30, 2014 Apr 28, 2015

Mar 10, 2015 Jun 08, 2015 Dec 05, 2015

Aug 01, 2015 Oct 30, 2015 Apr 27, 2016

26

Procurement of Services Contract Sl.

No.

Contract

Package No.


USD ‘000 (Actual

Contract Price in

Contract Currency)

Planned Date

of Proposals

Submission

(Actual Date

of Proposal

Submission)

Planned Date

of Contract

Signing

(Actual Date

of Contract

Signing)

Planned Date

of Completion

(Actual Date

of

Completion)

Remarks

1. S-01 Sr. Financial Management

Specialist

MM 48 (135.0) (Jun 18, 2012) (Nov 05,

2012)

Jun 30, 2016) Completed

2. S-02 Procurement Specialist MM 36 (80.0) (Jun 18, 2012) (Jan 10, 2013) Jan 31, 2016 Completed

3. S-03 Sr. Water Supply

Specialist

MM 41 (135.0) (Nov 15,

2012)

(Feb 11, 2013) Jun 30, 2016 Completed

4. S-04 Hydro geologist MM 40 (80.0) (Nov 15,

2012)

(Mar 12, 2013) Jun 30, 2016 Completed

5. S-05 Financial Management

Analyst

MM 32 80.0 Aug 20, 2013 Oct 31, 2013 Jun 30, 2016

6. S-06 Socio-economic Study,

Technical Survey &

Investigation, Detail

Engineering Design &

Construction Supervision

for Rural Piped Water

Schemes

LS LS 2081.75 (Jun 25, 2012) Sep 07, 2013 Jun 30, 2017 Contract

Negotiation

completed

7. S-07 Analytical and advisory

activities on sustainable

rural water and sanitation

service provision

including Partnership with

Private Sector

LS LS 121.31 Jul 01, 2014 Dec 28, 2014 Dec 31, 2015

8. S-08 Sanitation Pilot on Social

Marketing - Support to

Local Entrepreneurs and

Capacity Building of

Community

LS LS 470.26 Sep 30, 2013 Dec 31, 2013 Jun 30, 2016 EOI received;

Evaluation in

progress.

9. S-09-10 Third Party Technical and

Social monitoring and

evaluation for piped and

non-piped water supply

schemes, sanitation and

private sponsors

performance

LS LS 434.55 Dec 10, 2013 Jun 08, 2014 Jun 30, 2017

10. S-11 Community Mobilization LS LS 1,193.33 (May 08, Sep 07, 2013 Jun 30, 2016 Combined

27

Procurement of Services Contract Sl.

No.

Contract

Package No.


USD ‘000 (Actual

Contract Price in

Contract Currency)

Planned Date

of Proposals

Submission

(Actual Date

of Proposal

Submission)

Planned Date

of Contract

Signing

(Actual Date

of Contract

Signing)

Planned Date

of Completion

(Actual Date

of

Completion)

Remarks

and Development of

Action Plan for Rural

Non-Piped Water Supply

Schemes and Community

Awareness Building on

Sanitation and Hygiene

(East & Central Zone-184

Unions)

2013) Evaluation

completed

11. S-12 Community Mobilization

and Development of

Action Plan for Rural Non

Piped Water Supply

Schemes and Community

Awareness Building on

Sanitation and Hygiene

(North & South zone-185

Union)

LS LS 1,193.24 (May 08,

2013)

Sep 07, 2013 Jun 30, 2016 Combined

Evaluation

completed

12. S-13 Resettlement Action Plan LS LS 12.50 Jan 14, 2014 Apr 14, 2014 Jun 30, 2014

13. S-14 Project Auditing LS LS 18.75 Aug 25, 2013 Dec 23, 2013 Jun 30, 2016

28

Annex 6

Results Framework

Project Development Objective Indicators

PDO Outcome Indicators Unit of Measure Baseline Actual

(Current)

End Target

Number of people provided with

access to “Improved Water

Sources” under the project.

Number 0 0 1,650,000

Number of improved community

water points constructed under the

project.

Number 0 0 20,000

Number of new piped household

water connections resulting from

the project intervention.

Number 0 0 71,506

Number of people with access to

Hygienic Latrines under the

project.

Number 0 0 1,739,100

Intermediate Results Indicators

Number of piped water supply

schemes constructed through

Public-Private Participation

approach.

Number 0 0 125

Number of other water service

providers that the project is

supporting.

Number 0 0 55

Number of water user committees

formed successfully. Number 0 0 383

Number of water sources

monitored and tested. Number 0 0 2,125

Number of improved sanitation

facilities i.e. hygienic latrines

constructed or rehabilitated under

the project.

Number 0 0 316,200

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