BANGLADESH PROGRAMME DOCUMENT

Transcription

1 Government of Bangladesh Ministry of Foreign Affairs, Denmark Water Supply and Sanitation Sector Programme Support (WSSPS) Phase II BANGLADESH PROGRAMME DOCUMENT Ref. no. 104.Bang November 2005

2 COVER PAGE Country: Bangladesh Programme Title: Water Supply and Sanitation Sector Programme Support National Agency: Local Government Division, Ministry of Local Government, Rural Development and Cooperatives Starting Date: December 2005 Duration 5 years Overall Budget 1 DKK million (BDT 4,197 million) Danida Contribution DKK million (BDT 3,500 million) GoB Contribution 2 DKK 67.7 million (BDT 677 million) Partner Contribution DKK 2.1 million (BDT 21 million by NGO Forum) The second five-year phase of Danida s support to the Water Supply and Sanitation Sector in Bangladesh will commence in December The Programme will have three components, i.e., (1) a Sector Policy Support Component, (2) a Water Supply and Sanitation Component, and (3) a Sector Capacity Building Component. In addition, the programme will support a Hygiene, Sanitation and Water Supply Project in the Chittagong Hill Tracts. The programme will build on the experiences of the first phase and take account of lessons learned and the changing institutional, economic and technical settings. The development objective will be the same as also defined in the National Policy for Safe Drinking Water Supply and Sanitation 1998, i.e., To contribute to poverty reduction through improved standard of public health and an improved, sustainable environment. The immediate objectives are: 1. To improve hygiene behaviour and practices. 2. To promote community-led sanitation activities. 3. To increase the coverage of safe water supply services for the poor. 4. To strengthen the capacity of government, local government institutions and non-government stakeholders at all levels to play the roles required to achieve the above three immediate objectives. 5. To promote greater devolution of administrative and financial authority to local government institutions. The programme combines: (i) support to the development of an effective national policy and planning environment; (ii) field level implementation of water and sanitation services through Local Government Institutions and NGOs and (iii) institutional capacity building for provision of water supply, sanitation and hygiene promotion services On behalf of the Government of Bangladesh Date Embassy of Denmark, Dhaka: Date 1 DKK 1 = BDT 10 2 Not including cost of office facilities and other in kind support. i

3 TABLE OF CONTENTS LIST OF ABBREVIATIONS... IV MAP OF BANGLADESH... VI EXECUTIVE SUMMARY... VII 1. INTRODUCTION NATIONAL SECTOR CONTEXT ECONOMIC AND SOCIAL CONTEXT POVERTY REDUCTION STRATEGY SECTOR POLICIES AND PROGRAMMES SECTOR FINANCING KEY-SECTOR INSTITUTIONS AND COORDINATION MECHANISMS CONSTRAINTS AND OPPORTUNITIES DONOR PROGRAMMES CROSSCUTTING ISSUES PROGRAMME APPROACH RATIONALE OBJECTIVES COMPONENTS STRATEGY COHERENCE BETWEEN COMPONENTS COMPONENT OUTLINES INPUTS BUDGET PROGRAMME MANAGEMENT COST ORGANISATION AND MANAGEMENT PROGRAMME MANAGEMENT COMPONENT/PROJECT MANAGEMENT TECHNICAL ASSISTANCE FINANCIAL MANAGEMENT AND PROCUREMENT OVERVIEW BUDGET MANAGEMENT MODE OF DISBURSEMENT FLOW OF FUNDS PROCEDURES FOR PROCUREMENT AUDITING PROCEDURES ii

4 9. MONITORING, REPORTING, REVIEWS AND EVALUATION MONITORING REPORTING REVIEWS AND EVALUATIONS INDICATORS KEY ASSUMPTIONS, RISKS AND CONDITIONS IMPLEMENTATION PLAN ANNEX-1: TOR FOR SPS STEERING COMMITTEE ANNEX-2: TOR FOR SPS COORDINATION GROUP ANNEX-3: TOR FOR NPD OFFICE ANNEX-4: DONOR ACTIVITIES IN WSS ANNEX-5: ORGANOGRAM OF LGD ANNEX-6: ORGANOGRAM OF DPHE ANNEX-7: ORGANOGRAM OF WSSPS II ANNEX-8: DETAILED BUDGET OF NPD OFFICE ANNEX-9: TOR FOR FINANCIAL CONTROLLER iii

5 LIST OF ABBREVIATIONS ADB ADP AIDS AUSAID BCC BDT BUET CBO CD/VAT CHT CIDA CLTS Danida DEC DFID DHTW DKK DPHE DPP ERD ESA FMR GDP GoB HIV HRD HPI HYSAWA IDB IEC IPRSP ITN JBIC JICA JSR LCG LGD LGED LGI MCHTA MDG MEI MIS MLGRD&C MOFA MPWSS Asian Development Bank Annual Development Plan Acquired Immune Deficiency Syndrome Australian Agency for International Development Behaviour Change Communication Bangladesh Taka (1 BDT = 0.10 DKK) Bangladesh University of Engineering and Technology Community Based Organisation Custom Duties and Value Added Tax Chittagong Hill Tracts Canadian International Development Agency Community Led Total Sanitation Danish International Development Assistance District Executive Committees Department for International Development (UK) Deep Hand Tube-well Danish Kroner (1 DKK = 10 BDT) Department of Public Health Engineering Development Project Proposal External Resources Division External Support Agency Financial Monitoring Reports Gross Domestic Product Government of Bangladesh Human Immune Deficiency Virus Human Resources Development Human Poverty Index Hygiene, Sanitation and Water Supply Islamic Development Bank Information Education and Communication Interim Poverty Reduction Strategy Paper International Training Network Japan Bank for International Cooperation Japan International Cooperation Agency Joint Sector Review Local Consultative Group Local Government Division Local Government Engineering Department Local Government Institution Ministry of Chittagong Hill Tracts Affairs Millennium Development Goals Monitoring, Evaluation and Inspection Management Information System Ministry of Local Government Rural Development and Coop. Ministry of Foreign Affairs (Denmark) Mini Piped Water Supply Scheme iv

6 NAMIC NGO NILG NPD RSO NWMP O&M PD PFC PNGO PRS PRSP PS PSC PSF PSO PSU R&D RFSU RWHU SAE SDC SDF SDP SIP SPS SWAp TA ToR TPP TYRIP UDCC UNDP UNICEF UP UPI USAID USD WARPO WatSan WHO WSP WSS WSSPS National Arsenic Mitigation Centre Non-government Organisation National Institute for Local Government National Programme Director Regional Support Organisation National Water Management Plan Operation and Maintenance Project Director Programme Financial Controller Participating NGOs Poverty Reduction Strategy Poverty Reduction Strategy Paper Private sector Programme Steering Committee Pond Sand Filter Private Sector Operators Policy Support Unit Research and Development Regional Fund Support Unit Rain Water Harvesting Unit Sub-Assistant Engineer Swiss Agency for Development and Corporation Sector Development Framework Sector Development Programme Sector Investment Plan Sector Programme Support Sector Wide Approach Technical Assistance Terms of Reference Technical Project Proposal Three Year Rolling Investment Programme Upazilla Development Coordination Committee United Nations Development Programme United Nations International Children Fund Union Parishad Unit for Policy Implementation United States Agency for International Development United States Dollars Water Resources Planning Organisation Water and Sanitation World Health Organisation Water and Sanitation Programme Water Supply and Sanitation Water Supply and Sanitation Programme Support v

7 WSSPS Phase II, Programme Document MAP OF BANGLADESH PANCHAGAR W SSPS - II Programme Area THAKURGAON NILPHAMARI LALMONIRH AT N KURIGRAM DIN AJPUR RANGPUR IN D IA GAIBANDHA JOYPURHAT SHERPU R NAOGAON SUN AMGAN J SYLHET BOGRA CHAPAI NAWABGANJ JAMALPUR NETRAKONA MYMENSINGH MOULVI BAZAR RAJSHAH I SIRAJGANJ TAN GAIL NAT ORE KISH OREGANJ HABIGANJ IN D IA PABNA GAZIPUR NARSIN GDI KUSHTIA MEHERPUR MANIKGANJ DHAKA BRAHMANBARIA NARAYANGANJ RAJBARI CH UADAN GA IN D IA JH ENAIDAH MUNSHIGANJ FARIDPUR MAGURA COMILLA SHARIATPUR CH ANDPUR KH AGRACHHARI MADARIPUR NARAIL JESSORE GOPALGANJ LAKSMIPUR FENI BARISAL NOAKHALI RANGAMATI JHALAKATI SATKHIRA BAGERH AT KH ULNA CH ITTAGONG BHOLA PIROJPUR PATUAKHALI W SS Component - HYSAW A Fund Project Legend S u n d a r b a n Union under the NGO-F. Project Prog ram me A rea W S S & CHT H YS A W A Rive r/kh al International Boundary District Boundary Costal Boundary BORGUNA Bay of B engal Bangladesh Map W SS Component - W SS Coastal Belt Project - HYSAW A F und Project Kilo me ters Scale 1 : 2,880,000 Chittagong Hill Tracts - HYSAW A Fund Project COX'S BAZAR BANDARBAN MYANMA R vi

8 EXECUTIVE SUMMARY The second five-year phase of Danida s support to the Water Supply and Sanitation Sector in Bangladesh will commence in December The Water Supply and Sanitation Sector Programme Support (WSSPS or SPS for short) will build on the experiences of the first phase, and takes account of lessons learned and the changing institutional, economic and technical settings. The latter include a new Government of Bangladesh (GoB) Poverty Reduction Strategy Paper, a Sector Development Framework developed by the Local Government Division (LGD) of the Ministry of Local Government, Rural Development and Cooperatives (MLGRD&C), a National Policy and Implementation Plan for Arsenic Mitigation, and a pro-poor strategy approved by the National Forum for Safe Drinking Water Supply and Sanitation in January In addition, there has been a growing sense of priority given by GoB and the major donors to implementing the existing provisions concerning decentralisation of authority and resources to the elected local government levels the Union Parishads (UPs) and the Pourashavas (Municipal Councils). Within the context of the fundamental principle of poverty reduction, the WSSPS will seek to address and mainstream the recognition, acknowledgement and respect for the following cross-cutting issues: the role of women in the development process; sustainable environment; good governance and human rights; awareness on preventing the spread of Human Immune Deficiency Virus (HIV)/ Acquired Immune Deficiency Syndrome (AIDS), and use of culture in the development process. The overall rationale for the programme can be summarised as follows: WSSPS II is a part of Danida s country strategy for Bangladesh and is part of a year support to the water sector that began with WSSPS I in It builds on and draws lessons from previous Bangladesh-Denmark co-operation. It is concerned with poverty alleviation in one of the poorest countries of the world. It concerns areas of expertise in which Denmark has extensive experience and can offer qualified technical assistance to Bangladesh. It will contribute to a coordinated sector wide approach by the donors and GoB, and thereby lead to increased national capacity in the sector and the possibility for planning a phasing out of Danida support. The development objective will be the same as that contained in the National Policy for Safe Drinking Water Supply and Sanitation 1998, i.e., To contribute to poverty reduction through improved standard of public health and an improved, sustainable environment. The immediate objectives are: 1. To improve hygiene behaviour and practices. 2. To promote community-led sanitation activities. 3. To increase the coverage of safe water supply services for the poor. 4. To strengthen the capacity of government, local government institutions and non-government stakeholders at all levels to play the roles required to achieve the above three immediate objectives. 5. To promote greater devolution of administrative and financial authority to local government institutions. vii

9 The objectives are related to Millennium Development Goals to be reached by They also address the goals of the Poverty Reduction Strategy Paper, and will contribute to the promotion of demand driven services based on democratic principles, and to the strengthening of a rights based approach to water and sanitation services. The programme components, listed below, while having their own formulation of immediate objectives, will each address directly or indirectly one or more of the above immediate objectives: 1. Sector Policy Support Component 2. Water Supply and Sanitation Component - WSS Coastal Belt Project - HYSAWA Fund, and Local Government Support Unit 3. Capacity Building Component - Local Government Institutions Capacity Building Project - NGO and Civil Society Networking Project - Knowledge Development and Training Networking Project 4. Chittagong Hill Tracts HYSAWA Fund Project The WSSPS thus combines: (i) support to the development of an effective national policy and planning environment; (ii) field level implementation of water and sanitation services through Local Government Institutions (LGIs) and Non Governmental Organisations (NGOs); and (iii) national and local level institutional capacity building for provision of water supply, sanitation and hygiene promotion services. The Sector Policy Support Component has a direct role regarding policy developments, and is supported indirectly by all the other components in this regard. The experiences, lessons learned and demonstration effects of the field level components will be part of the information flow system of the Policy Support Unit (PSU), and will be analysed and used as part of the policy development process related to the emerging Sector Development Programme. The Components will cooperate and share experiences, approaches, materials and resources. The linkages between the components will be facilitated through the SPS Steering Committee and the SPS Coordination Group. The Programme will further support sector stakeholders in forming specialist Thematic Groups to facilitate consultation and coordination in relevant professional areas such as: i) Information, Education and Communication (IEC) and Behavioural Change Communication (BCC) Material Development; ii) HRD/Training; iii) Research & Development; and iv) Mainstreaming of Cross-cutting Issues. The GoB, including Departments, local governments, the National Institute for Local Government (NILG) and the Bangladesh University of Engineering and Technology (BUET) will provide inputs to the programme as follows: counterpart staff, offices, utilities and Operation and Maintenance (O&M) of offices and specified vehicles, storage facilities, custom duties and value added tax (CD/VAT), as well as specified financial contributions to various components. Partner organisations, such as NGO Forum, will provide similar inputs as GoB. Local communities in the operational areas will provide viii

10 specified financial and in-kind contributions to water and sanitation services. Danida will provide funds for investments in water supply and sanitation, funding for capacity building and hygiene promotion as well as four international advisers and funds for operational and management expenses. Danida will provide the following international advisers: one SPS Adviser to be counterpart to the National Programme Director for the programme; one Senior Sector Adviser for the Sector Policy Support Component; and two Senior Component Advisers for the WSS Implementation Component. Other local and international TA, both long and short-term, will be recruited as provided for in the Component/Project Descriptions. The total Programme budget is DKK million (BDT 4,197 million) including the contributions from the Bangladeshi Government and partners (BDT million, or 16.6%). The details are as follows: Budgets in DKK x 1000 Danida + Bangladesh Bangladesh Total Danida Total Programme Management 17, ,783 Sector Policy Support 24,777 2,340 22,437 Total WSS Component 269,510 63, ,703 WSS in Costal Belt 98,365 33,178 65,187 HYSAWA 171,145 30, ,517 CHT HYSAWA Fund 13, ,000 Total Capacity Building Component 55,928 3,558 52,370 LGI Capacity Building 5, ,988 NGO Networking 43,094 2,094 41,000 Training Networking 7,776 1,394 6,382 Danida Advisers 15, ,667 Un-allocated 23, ,000 Total in DKK x ,715 69, ,960 The above budget includes a DKK 15.7 million provision for internationally recruited Advisers. The cost of Advisers will be borne by the Danish Ministry of Foreign Affairs directly, i.e., outside the country frame. A summary of the Danida programme budget (not including the GoB financial inputs) is as follows: Budgets in DKK x 1000 Danida Total Programme Management 17,783 2,808 3,045 3,337 4,488 4,105 Sector Policy Support 22,437 5,929 8,018 3,729 1,918 2,843 Total WSS Component 205,703 36,189 38,640 41,638 47,115 42,122 WSS in Costal Belt 65,187 31,095 25,960 8, HYSAWA 140,517 5,094 12,681 33,505 47,115 42,122 CHT HYSAWA Fund 13,000 2,265 1,739 2,556 3,675 2,765 Total Capacity Building Component 52,370 11,483 11,139 11,008 9,809 8,930 LGI Capacity Building 4,988 1, NGO Networking 41,000 8,781 8,533 8,313 7,968 7,405 Training Networking 6,382 1,005 1,911 1,706 1, Danida Advisers 15,667 3,581 3,581 3,133 2,686 2,686 Un-allocated 23, ,000 6,000 7,500 6,500 Total in DKK x ,960 62,255 69,163 71,400 77,191 69,951 ix

11 The WSSPS will be governed by a SPS Programme Steering Committee to be chaired by the Secretary of the Local Government Division, which will meet at least twice a year and deal with approval of policy, planning and budget issues. A SPS Coordination Group will act as an executive committee of the Steering Committee, be chaired by the Joint Secretary, Water Supply, of LGD, and deal with implementation issues, coordination and administration. Each component/project will have a designated Project Director from the host institution. The Policy Support Unit (PSU) will be supported through the Sector Policy Support Component. The set-up of the PSU and the Component is so that it will be open for participation by other donors, thus providing a platform for creating a Sector Wide Approach. The implementation of the Water Supply and Sanitation Component will be coordinated by a Central Coordination Unit in Department of Public Health Engineering (DPHE). The WSS Coastal Belt Project will be implemented by DPHE while the HYSAWA Project will be implemented through a decentralised delivery mechanism with an independent HYSAWA Fund channelling funding to Union Parishads for hygiene, sanitation and water activities while a Local Government Support Unit supports and capacitates the Union Parishads to be able to plan and utilise the funding effectively. The HYSAWA Fund will be open for other donors to participate and can potentially become a future common funding mechanism for the sector. The Chittagong Hill Tracts HYSAWA Fund Project will be governed and managed somewhat apart from the normal SPS structures due to the particular regional and local government arrangements in the Chittagong Hill Tracts. The National Programme Director (NPD) Office, headed by the Joint Secretary (WS) of the Local Government Division and advised by the SPS Adviser will direct the flow of funds, monitor and report on the programme. Financial management and procurement procedures will follow the relevant GoB and Danida procedures. The flow of funds will be from the Embassy of Denmark direct to the NPD Office and from there to the components/projects. Approved annual budgets will be reflected in the Government s Annual Development Plans and, when formally introduced, in its Medium Term Budget Framework. Inception Reports will be produced after a six months Inception Period for all components. Progress reporting will be semi-annual. Annual Joint Sector Reviews will take place, and may have a different theme from year to year. Technical reviews of components will be conducted as needed. Monitoring will be conducted in relation to programme and component/project indicators that are related to the development objective, immediate objectives, outputs and the crosscutting issues. These are found in Chapter 9 of this document and in the individual Component and Project Descriptions. x

12 The main programme level assumptions relate to the GoB s continuing support to the present policies and trends regarding water supply and sanitation, and furtherance of the decentralisation process. The main risks are related to possible transfers of key staff and the commitment of local government institutions to embark on a process of management change. xi

13 1. INTRODUCTION Danida has been supporting the water supply and sanitation sector (WSS) in Bangladesh for over 20 years. The support was first organised into a Sector Programme Support (SPS) framework in 1999 with the commencement of the first phase of the Water Supply and Sanitation Sector Programme Support (WSSPS). The first phase included the following components: i) Institutional Development; ii) International Training Network Centre; iii) NGO Forum; iv) Urban Water Supply and Sanitation; v) Rural Water Supply and Sanitation; vi) Arsenic Mitigation in the Coastal Belt. The areas of operation were concentrated in the coastal belt districts of Bangladesh. A small hygiene promotion, sanitation and water supply project has been implemented in the Chittagong Hill Tracts outside the WSSPS framework. Among other achievements, the first phase contributed to the installation of close to 22,000 water supply installation, improving the access to safe water supply for some 1.4 million people. The programme, through its hygiene and sanitation promotion activities, also actively contributed to the construction and proper use and maintenance of latrines by some 550,000 households. At the national/policy level, the programme provided substantial support to the development of a sector development programme. Preparations for a second five-year phase of SPS started in late 2003 with stakeholder workshops that identified the priority areas of support. In order to promote a sense of ownership and further the integration of the WSSPS into the government and civil society structures, the preparation process of WSSP II used a participatory approach. To the greatest extent possible, the programme formulation process involved all the relevant stakeholders in discussions, workshops and drafting of strategies, management structures and activity areas. The component descriptions were drafted by Bangladeshi consultants and the institutions that will be implementing the programme. Two process consultants from Denmark assisted in facilitating the process, which was coordinated by the SPS Office. The process resulted in a strong sense of ownership of the proposals contained in the documents. While the documents have been standardised to a great degree, there are variations in structure and approach. These differences reflect the approaches of the concerned institutions, and give the documents a sense of belonging to the stakeholders. The draft documents were subject to a Joint Government of Bangladesh (GoB)/Danida Appraisal in April 2005 and, following a detailed review and reformulation, a further desk appraisal in September The final documents have incorporated the changes recommended by these appraisals. 1

14 2. NATIONAL SECTOR CONTEXT 2.1 Economic and Social Context The macro-economic situation of Bangladesh during the last decade ( ) is characterised by an average Gross Domestic Product (GDP) growth of 5%, which is less than the 7% which is generally considered necessary to achieve sustained poverty reduction. However, Bangladesh is on track to meet some of the Millennium Development Goals (MDGs) by In relation to water supply and sanitation, these goals are: to reduce by half the proportion of population without sustainable access to safe drinking water (target 10); and to reduce by half the proportion of population without access to improved sanitation (target 11). The GoB has endorsed these targets. In the case of sanitation, the government has gone further by resolving to achieve 100% sanitation coverage by The most recent Human Poverty Index (HPI) for Bangladesh shows an improvement from 61 in to 40 HPI in This includes: - Reduction from 43% to 34% of the proportion of population living below the lower poverty line; - Equal levels of enrolment for boys and girls in primary education; - Steady increase in adult literacy levels; - Decrease in the population growth from 2.0% to 1.6% per year; and - Increase in average life expectancy for both men and women from 55 to 61. In spite of these achievements, inequality is growing and sections of the population tend to be left behind. In absolute terms, the number of people below the poverty line is still growing with an estimated 2 million a year. 2.2 Poverty Reduction Strategy The GoB published a first version of A National Strategy for Economic Growth, Poverty Reduction and Social Development an Interim Poverty Reduction Strategy Paper (IPRSP) in March In June 2003, the Government then adopted a medium term macroeconomic framework covering the period , committing to spend 2.5 percent of the GDP for direct poverty reduction projects during this period. Apart from lacking a clear, concrete, strategy for addressing critical issues such as corruption, governance, women s advancement, etc., this first version of the IPRSP at best suggested an implicit or indirect relationship between the water and sanitation sector and poverty reduction. WSS strategies and objectives were for instance not reflected in the IPRSP s vision and also not represented in the medium-term policy matrix for poverty reduction. 2

15 Following a series of further national, divisional and local-level consultations, and after incorporation of comments made by respective line ministries, a first draft of the full PRSP, called Unlocking the Potential National Strategy for Accelerated Poverty Reduction, came out in late December The present draft PRSP gives far more importance to water supply and sanitation. Emphasising the role of the water supply and sanitation sector in relation to poverty reduction, the draft PRSP among other things states that: Sanitation and water are, together, a critical element of the PRS s seven-point strategic agenda, and, thus, considered 'key to comprehensive acceleration in the pace of poverty reduction; Water supply and sanitation are critical elements of human development, one of the eight specific avenues through which the goal of accelerated poverty reduction will be pursued; and Water supply and sanitation are among the priority areas to be emphasised in order to achieve accelerated growth and bringing a pro-poor orientation in the growth process. Specific goals, targets and priorities for water supply and sanitation interventions are incorporated in the PRSP s medium terms policy matrices of several other sub-sectors, including water resources development and management; education; health, population, nutrition, water and sanitation and food safety; children advancement and rights; and environment and sustainable development. WSS is furthermore seen to be an important requirement for ensuring participation, social inclusion and empowerment of in particular children, tribal people and disabled. Aiming at the overall achievement of MDGs by 2015, the draft PRSP includes the following specific WSS targets for the medium term (2006/7): Reduce the number of population without access to safe water (estimated at 26% in 2004) by half; Reduce the number of population without access to sanitation (estimated at 66% in 2004) by half; Reduce water borne morbidity and mortality; Reduce number of population exposed to arsenic contamination; and Ensure access to sanitary community latrines in villages, bazaars and mosques. The present draft PRSP also gives due attention to critical, cross-cutting, areas such as the need for increased focus on women s advancement, empowerment of disadvantaged groups, safety nets for the poor, promotion of good (local) governance, anti-corruption, and environmental sustainability. Further work may be required on governance issues, and further details are expected on the three-year rolling investment programme (TYRIP) and specific indicators for monitoring and evaluation. 3

16 The PRSP, including the processes followed to develop it, has generally been well received by the development partners, and many are in the process of adjusting their development assistance programme to focus directly on the priorities and goals of poverty reduction laid down in this important document. Pro-poor Strategy for WATSAN Sector Recognising the need to develop operational guidelines to increase the focus of ongoing and future water supply and sanitation programmes on poverty reduction, and, thus, to better target the poor, the National Forum for Safe Drinking Water Supply and Sanitation developed a pro-poor strategy. The strategy, formally approved by the Forum in January 2005, explains: (i) how to identify the poor and hardcore poor; (ii) how to target the poor; (iii) what service level to provide to the poor; and (iv) what safety net (subsidies or otherwise) to provide to the poor. 2.3 Sector Policies and Programmes The WSS sector in Bangladesh is guided by the National Policy for Safe Drinking Water Supply and Sanitation 1998, the National Water Policy 1999, and the National Arsenic Mitigation Policy The first policy aims at improved (health and living) conditions for the population and the environment through the provision of sustainable water supply and sanitation services, hygiene education and capacity building, while the main objective of the second policy is to ensure the availability of safe water to all elements of the society including the poor and the underprivileged. Based on the National Water Policy, the Water Resources Planning Organisation (WARPO) developed a National Water Management Plan (NWMP) presenting the overall framework for investment planning in the water resources sector, which was formally approved in mid In 2004, the Local Government Division (LGD) of the Ministry of Local Government Rural Development and Cooperatives (MLGRD&C) adopted a Sector Development Framework (SDF) covering the three components water supply, sanitation and hygiene promotion. The SDF translates the principles of the National Policy for Safe Drinking Water Supply and Sanitation into concrete interventions in the areas of legal/institutional reforms, capacity building, investments, technology choice, service delivery, etc. The SDF, along with the outcome of a comprehensive institutional analysis carried out in 2001/02, also provides the basis for the ongoing development of a Sector Development Programme (SDP). The SDP, prepared by LGD, will comprise of a detailed Sector Investment Plan (SIP) and Institutional Reform and Capacity Building Package. Following a process of internal review by GoB and consultations with and among development partners, the SDP is expected to be finalised by late 2005, early The above policies all acknowledge the need for poverty reduction, decentralisation of programme implementation to local government institutions, increased ownership and participation by local stakeholders and an increased role of non government organisations (NGO), community based organisations (CBO) and private sector. Compliance with and implementation of the policies is however proceeding at a slow pace, among other reasons due to the difficulties encountered by the responsible institutions in re-orientating their strategies, procedures and staff capabilities. 4

17 In addition to the WSS policies and implementation frameworks the GoB has in 2004 also adopted a separate National Policy and Implementation Plan for Arsenic Mitigation. While the role of the WSS sector constitutes a major part of the document, the policy also addresses the roles and activities of a range of other sectors including in particular Health and Agriculture. Relevant Ministries and agencies will formulate and administer individual components with coordination taking place through the National Arsenic Mitigation Policy (2004) Implementation Committee chaired by the Principal Secretary. 2.4 Sector Financing The water and sanitation sector has been receiving between 1.1% and 2.5% of the total Annual Development Plan (ADP) funding over the past 20 years. While the figures indicate GoB s continued commitment and importance given to the sector, resource allocation tends to favour the urban sector even though 75% of the population lives in rural areas. Moreover, most of the investment in urban areas is for piped water supply (and sewerage in Dhaka), which, in general, does not reach the poorer segments of the population. Actual annual allocation to the WSS Sector during the fiscal year was in the order of USD 65 million, which is less than 15% of the estimated USD 450 million annual allocation needed over the next 10 years. Of the USD 65 million, about half is normally expected to come from various development partners and NGOs. The investment figures do not include private sector investments and community contributions. Considering the country s experiences with shallow tube wells, in which case some 60-70% of total investments actually came from the public itself, the potential for private investments are generally considered to be substantial. Roughly, and based on the estimates presented in the NWMP, the total demand for investment in the drinking water supply and sanitation sector over the next 25 years would be in the order of USD 11.3 billion, of which about USD 1 billion would be needed in the short term (5 years) and another USD 3.5 billion in the medium term (10 years). Overall, about 46% of the total expected investment cost would be required for the towns/rural sector, i.e., covering about 75% of the total population, and 54% for the four major cities (covering only 25% of the total population). As part of the emerging SDP, GoB/LGD is in the process of formulating a more detailed Sector Investment Plan (SIP). The aim of the SIP is to provide an overview and prioritisation of sector investments needed in order to best fulfil the sector targets, institutional reforms and capacity building within the available resources in the given time frame. More specifically, the plan will: Determine the shortfall between present sector progress and sector targets. Assess the financial resources available from government, donors, local government entities, beneficiary contribution, private sector, NGOs and the financial institutions in comparison with the needs and demands of the sector, including the financial cost for bringing about sector reforms and capacity building. 5

18 Present a transparent system of policy based prioritisation in the face of limited financial resources, and thus deriving a practical and attainable series of sector goals. Present a year-wise, source-wise financing plan for meeting sector objectives (i.e., as a further input to the Annual Development Plans and/or Medium Term Budget Framework). Ultimately the SIP and SDF are expected to contribute to the strategies being developed under the poverty reduction strategy process, cost-sharing strategies, and the longer-term development of a sector wide approach in the water and sanitation sector. 2.5 Key-Sector Institutions and Coordination Mechanisms The LGD of the MLGRD&C is responsible for the WSS sector at the national level. While primary responsibility for the sector is with the Water Supply Wing of LGD, specific tasks and responsibilities related to WSS have also been delegated to the Administration Wing, the Development Wing and the Monitoring, Evaluation and Inspection (MEI) Wing. A detailed organogram of the Ministry is appended as Annex 5. The Department of Public Health Engineering (DPHE), a technical agency under the Water Supply Wing of LGD (Annex 6), is responsible for planning and implementing GoB/External Support Agencies (ESA)-financed WSS projects in all rural and urban areas other than those covered by the Dhaka and Chittagong and Water Supply and Sanitation Authorities. In some cases, the Local Government Engineering Department (LGED) under the Development Wing of LGD, has also been implementing water and sanitation components, often as part of integrated/infrastructure development projects. The National Institute for Local Government (NILG) under the Development Wing of the LGD has the mandate to provide and facilitate training and orientation to office bearers and civil servants at both central and local government levels. Although DPHE used to provide WSS services for free, rural and urban communities nowadays share substantial part of the investment cost while generally taking full responsibility for Operation and Maintenance (O&M). Most Union Parishads (Councils), at least on paper, have created Water Supply and Sanitation (WatSan) Committees to facilitate involvement in local planning and supervision of WSS related activities. The recent introduction of Gram Sarkars has, again at least on paper, created further opportunity to enhance local participation. Also in urban areas, responsibility for O&M has generally shifted from DPHE to the municipalities (Pourashavas). While it is generally recognised that national organisations such as DPHE have a critical, facilitating, role to play in sector activities and investments (e.g., by providing regulatory functions, quality control, technical assistance, etc.), this would among others require that DPHE moves away from its present role of implementer of GoB/ESA-funded programmes, thereby leaving this responsibility to the relevant Local Government Institutions (LGIs) in association with NGOs and private sector service providers. Such a change will have to be linked to the ongoing regulatory reforms in the water sector, the widely desired and expected decentralisation drive, and the general public sector reforms. 6

19 The private sector operators (PSO) and NGOs play major roles in the sector. It is roughly estimated that out of every 10 hand pumps installed in rural Bangladesh, some 8-9 have been provided by/through private sector interventions. Out of the total 7,600 Village Sanitation Centres in the country, some 2,200 are presently operated by NGOs and about 4,500 by PSOs. Some 600-1,000 NGOs are presently considered to have basic capacity, orientation and training in carrying out extension services, in particular in the areas of community mobilisation and hygiene promotion. There is ample scope for a further enhancement of the role for in particular the private sector, for instance in the production, distribution and maintenance of household and communal facilities for rain water harvesting, water treatment and sanitation. Private sector participation and public/private partnerships are also increasingly considered in urban WSS, both for investments as well as for scheme management, O&M, billing and collection, etc. In 2000, the LGD-based Unit for Policy Implementation (UPI) supported a detailed assessment of the existing institutional arrangements in the sector and the need/scope for further reforms. As indicated earlier, the outcome of this study has contributed to the further development of a SDP by Gob/LGD, including, among others, a comprehensive Institutional Reform and Capacity Building Package. Coordinating Mechanisms Presently, and apart from the mechanisms that are being set in place for monitoring the MDGs and PRSP, the following are some of the main GoB coordinating mechanisms relevant to the WSS Sector: The Water Resources Planning Organisation (WARPO) an exclusive public sector agency responsible for macro level water resources planning, including, for instance, monitoring and updating of the National Water Management Plan (NWMP 2004). The National Forum, chaired by the Secretary LGD responsible for overseeing the implementation of the National Policy for Safe Drinking Water Supply and Sanitation (1998); The National Arsenic Mitigation Policy Implementation Committee, chaired by the Principal Secretary responsible for overseeing and reviewing the implementation of the National Policy and Implementation Plan for Arsenic Mitigation (2004); and The National Task Force for Sanitation, chaired by the Secretary LGD responsible for formulating strategies and overseeing the implementation of activities aiming at 100% coverage by Constraints and Opportunities While progress brought the total average coverage to about 98% of the rural population by the end of the last millennium, the presence of arsenic in the groundwater, in particular in shallow aquifers, is now generally considered to have effectively reduced this figure to an estimated 74% or less. Some million people are presently estimated to depend on and/or still drink from, arsenic-effected tube wells, exposing them to the risk of acquiring some form of arsenicosis in the near or distant future. The problems with 7

20 rural water supply are further aggravated by saline intrusion in the coastal areas and declining water tables in some of the districts in the north-west. In spite of relatively high average coverage, there are furthermore great local variations in actual access to existing water supply facilities/services. Water supply services in many of the cities, towns and smaller municipalities in Bangladesh tend to be negatively affected due to dysfunctional utilities/water departments, inadequate tariff structures, poor cost recovery, high unaccounted for water, intermittent services and also water quality problems. Although sanitation programmes have been implemented since the 1970s, coverage in this sub-sector is generally lagging behind with only about 29% of the rural, 53% of the Pourashava, and 64% of the City population having access to a sanitary latrine (source: national baseline survey of 2003). In the slum areas of major cities like Dhaka and Chittagong, access to sanitary latrines is generally assessed to be as low as 14%. While Dhaka is the only city with a first-stage sewerage treatment plant, only 20% of its population has access to it. An estimated 20,000 metric tones of human excreta is deposited on public lands and in waterways everyday. The water sources of rivers, lakes and ditches around urban centres are 3-10 times more contaminated than those away from the centres; estimates indicate that 50% of this contamination is contributed by untreated sewage. Faecal pollution is thus considered to be among the most serious sources of surface water pollution. While the combined improvement in drinking water and primary health care initiatives have contributed to a drop in mortality due to diarrhoeal diseases from 300,000 deaths per year in 1980 to 150,000 in 1997, inadequate sanitation and hygiene behaviour continue to pose a serious health problem, still causing 20-25% of all deaths of under-five children. Only about 27% of people wash their hands with soap or ashes after defecation, a mere 3% wash their hands with soap before having a meal, before feeding their children and/or before preparing their food. Unsafe water and human excreta cause 40 out of the most common 50 diseases in Bangladesh. Treatment of hygienerelated diseases is estimated to cost the country an annual USD 80 million. Apart from the obvious social, financial and technological challenges faced in the sector, there is growing recognition among the stakeholders that the current institutional arrangements are not adequate and that there is a need for institutional and legal reforms to enable the relevant authorities to effectively deal with the type of problems highlighted above. While LGIs exist and, in the case of the Unions, are governed by locally elected representatives, actual (e.g. financial) responsibility for planning, implementation, (financial) management of most development activities is yet to be delegated to them. Centralised, at best de-concentrated, government organisations such as the DPHE and the LGED tend to hold on to their existing mandates and functions to implement centrally designed projects rather than facilitating locally developed programmes. While the need for reforms such as decentralisation, involvement of local government institutions, the establishment of regulatory bodies, etc., are often well covered in the existing policy statements, efforts to translate these statements into actual action have so 8

21 far failed to yield the desired results, or are at best progressing very slowly, due to a combination of legal, political, technical, financial and administrative restrictions, problems and constraints. In spite of the above, wide range of, problems and challenges, the country and its overall sector development framework also offers some important opportunities, such as: - A relatively high level of sector-specific expertise and capability among sector professionals; - An active and generally well distributed private sector; - A large network of national and local NGOs demonstrating ever-increasing knowledge, expertise and capabilities in supporting and/or carrying out WSS programmes; - A growing, also political, commitment towards decentralisation; and - A relatively active and committed partnership between GoB/LGD, development partners and NGOs, especially in areas such as hygiene and sanitation promotion. 2.7 Donor Programmes While the financial contribution of GoB has increased considerably over the past decade, development partners continue to play an active and important role in financing and implementing water supply and sanitation activities in Bangladesh. Important multilateral development partners in the sector include World Bank, Water and Sanitation Programme (WSP), Asian Development Bank (ADB), United nations Children s Fund (UNICEF), World Health Organisation (WHO) and United nations Development Programme (UNDP). In addition to Denmark, bilateral assistance is further provided by countries such as Switzerland (SDC), Islamic Development Bank (IDB), Japan (JICA and JBIC), UK (DFID), USA (USAID), Canada (CIDA) and Australia (AUSAID). Major International NGOs active in the sector include WaterAid, CARE and Plan International. An overview of some of the ongoing donor-assisted programmes is in Annex 4. Donor Coordination The main, formal, coordinating mechanism for development partners is the Local Consultative Sub-group for Water Supply and Sanitation. Over the years, the group has co-opted a large number of internal/local NGOs and also GoB departments. While this has increased the scope for sharing of experiences and sector coordination among a large number of sector partners and stakeholders, it has also tended to reduce the possibility for some of the major partners to present and discuss common concerns, ideas and strategies in any great detail. The latter constraint is, to a growing extent, being mitigated by the formation of so-called core groups. For instance, while the core-group for arsenic mitigation provide an increasingly important opportunity for the main donors to discuss general WSS issues, smaller numbers of selected partners have also used the opportunity to form smaller groups for specific issues such as sanitation, flood rehabilitation, etc. 9

22 Where possible/necessary, informal linkages can further be established with other local consultative sub-groups, for instance, for the water resources management sector, health and nutrition sector, environment sector, etc. Concrete developments towards donor harmonisation have so far been limited to an expressed commitment and active contribution by a number of development partners (i.e., ADB, DFID, UNICEF, WHO, WB/WSP) to the emerging Sector Development Programme (SDP) as a basis for a future, more programmatic, approach. This is among others also reflected in the fact that a number of these donors have shown interest to be actively involved in, even concretely contribute resources to, the establishment or activities of the Policy Support Unit which the Government is planning to establish with support from the WSSPS II Sector Policy Support Component. 2.8 Crosscutting Issues Poverty reduction constitutes a fundamental principle of the development assistance. Within the specific context of Bangladesh, achievement of sustainable poverty reduction requires the development efforts to address and mainstream full recognition, respect and consideration for Gender equity and the role of women in the development process; the need to sustain the environment; the need to promote good governance and human rights; and the need to create awareness on, and prevent the spread of, HIV/AIDS. Poverty Reduction The poverty reduction objective of the development assistance can be condensed into three main strategic points: - The promotion of sustainable and socially balanced economic growth; - The development of the social sector, including the promotion of education and health services as prerequisites to the development of human resources; and - Promoting popular participation in the development process, the development of society based on the rule of law and good governance as prerequisites to stability and economic, social and political progress. Provision of water supply and sanitation services is widely recognised as a contribution to poverty reduction. Assuming that proper strategies and guidelines exist and will be followed to target the poor, poverty reduction through WSS activities will be achieved through the impact such activities are expected to have on people s health and well being, security/safety, environment, workload, livelihoods, production, etc. The PRSP, the NWMP and the pro-poor strategy for the WSS sector will provide a solid basis for developing such guidelines. Gender Mainstreaming in the Development Process In Bangladesh, like in many other developing countries, women play a crucial role in development, not only as producers, but also as bearers of social responsibility and bringing up the next generation. Danish development assistance emphasises promotion of gender equity and strengthening the role of women in the development process. 10

23 WSS sector programmes are generally considered to provide a unique opportunity, not only to actually improve the situation of women and girls in their day-to-day lives, but in particular also to promote their active involvement in the planning and implementation process. To ensure this, emphasis shall be placed at the operational levels on identifying the specific goals for women s involvement in the processes, and in ensuring full respect for, and integration of, women s needs and interests in the objectives, outputs and activities of the programme. At the same time, the role of men in relation to women and children will be addressed in order to promote gender equity in roles and responsibility. Sustainable Environment A sustainable environment is essential for sustained poverty reduction and also for the success of any water supply and sanitation programme. Within the context of development assistance, the following principles shall normally apply: - Environmental screening and environmental impact assessments, if necessary, for all physical development activities; - Promotion of institutions which at the national and local levels can strengthen the sustainable management of natural resources; - Support to activities that enable the individual countries to better manage, preserve and use natural resources in a sustainable fashion. Given the programme interventions envisaged under WSSPS II, no large-scale, significant and/or irreversible environmental impacts are envisaged. Potential negative environmental impacts of WSS programmes primarily relate to (i) the sustainability (in terms of quality and quantity) of water sources; (ii) waste and wastewater disposal; (iii) local construction-related impacts; and (iv) disposal of contaminated sludge in case of water treatment. While, at the operational level, the programme shall develop appropriate guidelines to control and/or mitigate any negative impacts, efforts shall also be made to identify and/or support any national initiatives aiming at the further protection of the environment. Good Governance, Democratisation and Human Rights Promotion of, and respect for, human rights, democracy, and popular participation are deemed to be prerequisites for stability, economic, political and social progress. The WSS sector, in general, addresses the very basic right of people to have access to safe water supply and sanitation. However, programmes will have to be so designed in such way that the needs of all, including those of the poor and marginalized, are duly recognised and acknowledged, and that all having a stake in the programme activities are duly heard and listened to, and, where relevant, actively involved in the process of WSS planning and implementation. The programme will promote further decentralisation of implementation responsibilities to local government (Union Parishads and Pourashava) levels, and will, at the operational level, also introduce the necessary safeguards to ensure full participation at the 11

24 community and user group levels. Procedures will be developed to promote democratic processes and full transparency in planning and decision-making and to control corruption at all levels. Specific measure will be promoted in order to promote participation and transparency such as: complaints systems; transparency rules for decision-making, tendering, beneficiary selection, site selection, etc. HIV/AIDS With an estimated 13,000 HIV/AIDS cases, Bangladesh is still thought to be a low prevalence country. However, the proportion of HIV positive individuals among tested drug users, for instance, has gone up from 2.5% to 4%. Since drug users are not an isolated group, worldwide evidence suggests that with these rates, the epidemic can spread easily and rapidly to the general population. While many may argue that the problems caused by HIV/AIDS are not of any direct concern to the sector, WSS programmes do offer a number of critical opportunities to help control the further spread of the virus. Among others, given the scope and intensity of hygiene promotion and community mobilisation activities, WSS programmes offer the possibility to reach a large public when disseminating HIV/AIDS messages. WSSPS II shall, based on the experiences with other relevant programmes in the country (USAID, CARE, etc.), adapt existing or develop its own specific strategies and relevant information materials to spread and enhance the public s awareness about HIV/AIDS. Private Sector and Civil Society As already indicated elsewhere in this document, Bangladesh has a very active, omnipresent, and relatively capable private sector. Through NGOs and a wide range of CBOs, there is also a high potential for civil society to play an increasingly important role in development activities. WSSPS II intends to both develop and utilise this important potential to the fullest extent. Culture and Development Bangladesh in general, and the WSS sector in particular, presents both a very practical need as well as wide-ranging opportunities to incorporate the cultural dimension in development activities. Most WSS programmes make active use of cultural tools and traditional events such as pictures, folk songs, (street) theatre, tea stall meetings, etc. to disseminate hygiene and sanitation messages and/or facilitate community organisation. Different types of Information Education and Communication (IEC)/ Behaviour Change Communication (BCC) materials are generally developed after due consultation with or with the active involvement of, local population to ensure that cultural/traditional sentiments and believes are properly addressed, and where possible, used. The crosscutting issues will be addressed and mainstreamed in the SPS components, and will be monitored using the indicators listed in section 9.4 of this document. 12

25 3. PROGRAMME APPROACH 3.1 Rationale The programme is the second phase of Danida support to the water and sanitation sector in Bangladesh. In brief, the achievements and lessons learned from the first phase, which are relevant in a new programme context, are as follows: The sector is still in the process of creating the strategic, regulatory and institutional framework necessary to facilitate the planning and implementation of GoB policies. The rural and urban components have established reasonably effective delivery mechanisms that produced good results: 53 urban centres, including nine Municipalities, will have benefited from improved WSS services; some 1.4 million people in poor and underserved unions will receive safe drinking water from close to 22,000 new installation; and some 160,000 existing tube-wells (serving an estimated 800,000 people) will have been screened and marked for arsenic contamination. The rural programme delivery mechanisms are effective in terms of outputs, but are not sustainable structures in the long-term in that they do not comply with the government policy of decentralisation to local government institutions. Heavy reliance on project employed staff is effective but not sustainable. The local government decentralisation process is not complete. Local Government Institutions at the lower levels, such as the Union Parishads, still lack the necessary authority, resources and capacity to effectively implement development programmes. The LGD has recently established the Union Parishad Development Fund (UPDF) that transfers ADP funding to the UPs. The funding is initially very low in the range of BDT 200,000 per UP but is expected to increase. The support to the International Training Network (ITN) centre has contributed to the building of a national capacity to provide research and training services to the sector and to the upgrading of relevant curricula and syllabi for the engineering colleges and technical universities. Support to the NGO Forum has contributed to the further capacity building of its network of partner NGOs and private sector operators and to the testing, documenting, disseminating and implementing of alternative approaches for behavioural change, community mobilisation and provision of appropriate WSS technologies. The overall rationale for the programme can be summarised as follows: WSSPS II is a part of Danida s country strategy for Bangladesh, and is part of a year support to the water sector that began with WSSPS I in It builds on and draws lessons from previous Bangladesh-Denmark cooperation in the field. It is concerned with poverty alleviation in one of the poorest countries of the world. It concerns areas of expertise in which Denmark has extensive experience and can offer qualified technical assistance to Bangladesh. 13

26 It will contribute to a coordinated sector wide approach by the donors and GoB, and thereby lead to increased national capacity in the sector and the possibility for planning the phasing out of Danida support. 3.2 Objectives The development objective will be the same as that contained in the National Policy for Safe Drinking Water Supply and Sanitation 1998, i.e., To contribute to poverty reduction through improved standard of public health and an improved, sustainable environment. The immediate objectives are: 1. To improve hygiene behaviour and practices. 2. To promote community-led sanitation activities. 3. To increase the coverage of safe water supply services for the poor. 4. To strengthen the capacity of government, local government institutions and non-government stakeholders at all levels to play the roles required to achieve the above three immediate objectives. 5. To promote greater devolution of administrative and financial authority to local government institutions. The objectives are related to MDG to be reached by 2015, such as reducing by half the proportion of the population without sustainable access to safe water supply and sanitation; reducing infant and under-five mortality; ensuring environmental sustainability; and improving the lives of the rural and urban poor. They also address the goals of the Poverty Reduction Strategy Plan of the GoB as outlined in section 2.2. The objectives will contribute to the promotion of demand driven services based on democratic principles, and to the strengthening of a rights based approach to water and sanitation services. 3.3 Components The programme components, while having their own formulation of immediate objectives, will each address directly or indirectly one or more of the above immediate objectives, as indicated below: 1. Sector Policy Support Component Addresses all five objectives at the policy level. 2. Water Supply and Sanitation Component Addresses all five objectives through the HYSAWA Fund Project and the first three objectives through the WSS Coastal Belt project. 14

27 3. Sector Capacity Building Component Addresses all five objectives, but mostly 4 and 5, through three projects: Local Government Institutions Capacity Building (NILG), NGO and Civil Society Networking (NGO Forum), and Knowledge Development and Training Networking (ITN/BUET) 4. Chittagong Hill Tracts HYSAWA Fund Project addresses all five objectives. 3.4 Strategy The following strategic approaches will be taken into account in order to achieve the objectives. The programme will be based on Bangladesh government policies, and be anchored in relevant government, NGO and private sector institutions. It will be integrated into the national planning framework, and will be directed and coordinated by the responsible ministry, which is the LGD of the MLGRD&C. At the sector policy level, there will be emphasis on promoting donor harmonisation, a sector wide approach, private sector involvement and community participation. Elements of the programme, such as policy support and the HYSAWA Fund are designed to be permanent structures within the GoB framework that will enhance sustainability and encourage a SWAp. Regarding the latter, other donors will be encouraged to participate in supporting the permanent structures. For instance DFID, UNICEF, WHO and WSP/WB have expressed interest in supporting the PSU in a manner that compliments Danida s support through the Sector Policy Support Component. The HYSAWA Fund will be established as a publicly owned company that can receive support from a variety of sources, with a view to making it a national financing mechanism for support to decentralised WSS activities. The programme will cover the areas in the coastal belt that have not yet been covered in WSSPS I, and, through the HYSAWA Fund, will start a new decentralised approach in generally poor and under-served north-western districts. The HYSAWA Fund will be an independent institution incorporated as a company. It will be a financing mechanism that will support demand driven requests from Union Parishads in the geographical areas covered by the programme. At the lowest possible implementation levels, there will be focus on identifying, building and mobilising effective partnerships with existing Government, NGO and private sector institutions/stakeholders. A pilot approach will be taken to developing effective service delivery mechanisms through the lowest level of elected local government institutions Strategies for providing access to safe drinking water will not be based on average coverage figures, which officially are very high, but on the right to safe water in under-served areas and in areas where water quality has declined due to arsenic poisoning or lowering of the groundwater table. Implementation strategies will emphasise poverty reduction and be based on the principles of the GoB poverty reduction strategy. Activities will follow the directions agreed upon in a pro-poor strategy developed by LGD for the WSS sector. 15

28 Decentralisation, gender mainstreaming, human rights, good governance and environmental sustainability will be considered both key to, as well as indicators for, successful achievement of objectives and component outputs. A rights based approach will reflect: i) the obligation of government to utilise the principles of non-discrimination, accountability, transparency and participation in policies and implementation processes, and ii) the right of people to have access to safe drinking water and sanitation. Government of Bangladesh contribution to the WSS Investment Component will be about 60% of the infrastructure costs in the Coastal Belt Project (as was also the case in Phase I), and about 20% of the total cost in the HYSAWA Fund. Community contribution to the programme will be 20% of the cost for community sanitation and water supply in line with the national policy. A programme research strategy will ensure coordination of the needs, resources, quality assurance and dissemination of research to be conducted by the components. Technical Assistance will be provided to the programme with emphasis on using local expertise supported by a few internationally recruited Danida Advisers. Exit strategies will be developed during the programme period for the areas of support that have the potential of becoming self-sustaining, in particular the NGO Forum and the ITN. Policy Support Strategy The WSSPS II approach is based on a combination of: i) field level activities promoting effective service delivery and ii) support to the development of an effective policy environment that will ensure the achievement of national targets and decentralised WSS service delivery. The various components have direct and indirect roles in this process, as noted in section 3.3. The Sector Policy Support Component has the direct role regarding policy developments, and is supported indirectly by all the other components in this regard. The experiences, lessons learned and demonstration effects of the field level components will be documented by the Sector Policy Support Component, and will be analysed and used in the policy development process related to the emerging SDP. Capacity Building Strategy The programme will address capacity building issues at three levels: national policy; national implementing institutions; and local level government and civil society institutions. The main common focus will be strengthening of local level institutions in their capacity to provide water and sanitation services. National Policy The SDP currently being developed by the LGD with assistance from the UPI under WSSP I, will include a Sector Development Framework (SDF), a Sector Investment Plan (SIP), and an Institutional Reform and Capacity Building Package. Ultimately, all sector capacity building needs and responsibilities, including preconditions such as legal/institutional reforms and financial and administrative empowerment, will be covered by the SDP. The Sector Policy Support Component will provide continued support to the further development, implementation and monitoring of the SDP. 16

29 National Implementing Institutions. All components will include capacity building activities within the national institutions that will implement the WSSPS II components. These include: LGD, DPHE, NILG, NGO Forum, and ITN Centre of the Bangladesh University of Engineering and Technology (BUET) Local Level Institutions Four of the seven components/projects will work closely with the democratically elected local government bodies the Union Parishads and the Pourashavas. The field level implementation activities, where possible, will plan and implement developments through these bodies and at the same time build their capacity in the technical aspects of water supply and sanitation services. The Capacity Building Component will include local level capacity building. It will concentrate on planning, management, administration and communication skills development for these bodies as well as for local NGOs and small private sector operators. Coordination of the WSSPS II capacity building activities will ensure the utilisation of common resources and materials, where appropriate, and the avoidance of overlap and duplication. Coordination and monitoring will take place through the WSSPS II management bodies. Technical Assistance Strategy While the GoB cadre of professional staff in the WSS sector remains rather constant, there is a growing resource base of qualified professionals in the private sphere. GoB WSS professional staff are technically qualified and competent, but are often bound by rigid management systems and practices. This situation results in a continuing need for technical assistance in the (financial) management aspects of WSS development programmes. A minimum of international TA is therefore required for roles that combine management and financial skills with some technical knowledge of the sector. It is envisaged that four internationally recruited Danida Advisers covering a total of 210 man-months will be required for the WSSPS II (see section 7.3 for details). Locally recruited TA will furthermore be employed on a full-time basis in a few components and in the NPD Office to assist in management of the programme. International and local short-term consultants will be recruited for specialist tasks. Danida Fellowships In addition to a range of training activities offered by the respective components, Danida offers the possibility to further strengthen the programme s capacity building activities through its fellowship programme. As a rule, Danida fellowships should be based on Human Resource Development (HRD) plans for the sector, and should primarily be used to support broad, sector-based, capacity building instead of individually based education training. The fellowships, which may be either financed by the programme itself or from central (Danida) funds, can support participation of national partners in both generic and tailor-made type of courses of political, strategic and technical nature. Programme funding for fellowships is catered for in the NPD Office budget. 17

30 3.5 Coherence between Components The WSSPS II will be a programme that builds on the experience of WSSPS I while testing decentralised implementation strategies in the project areas. There will be a continuation and finalisation of the rural, urban and arsenic activities in 303 Unions served by WSSPS I. The areas served by the HYSAWA Fund will be 146 Unions in the coastal belt, 200 Unions in the north-west part of Bangladesh, and some 350 Unions covered by the NGO Forum concentrated in proximity to regional offices around the country. The total number of Unions covered will thus be a little less than 1000 (out of a total of 4,487 Unions in the country). The approaches used in the different geographic areas will complement and learn from each other in technical aspects and in terms of the participation of local government institutions, NGOs and private sector operators in implementation and operation of water and sanitation services. The field operations will thus have a focus on the development of decentralised service delivery. The HYSAWA Fund will be a financing mechanism for the field activities. The Chittagong Hill Tracts HYSAWA Fund will have a separate Fund due to the special nature of the implementation arrangements in the Chittagong Hill Tracts. The field operations will be complemented by policy development, research and highlevel training at the national level through the Sector Policy Support Component and the Training Network Project. The components and projects will have inter-linkages in regards to the provision of capacity building expertise and activities. The LGIs Capacity Building project will provide training to the Unions and Pourashavas in the HYSAWA and coastal belt areas on a demand driven basis. The training, provided through NILG, will cover the aspects included in the legal mandates of the LGIs. NGO Forum will provide additional training in such areas as community relations, public and private sector participation, and human rights. This training will be provided on a demand driven basis, meaning that the local government institutions, in cooperation with the project management units, can tender and pay for the provision of such services by NILG, NGO Forum or other qualified organisations in Bangladesh. The Components will cooperate and share experiences, approaches, materials and resources. The linkages between the components will be facilitated through the SPS Steering Committee and the SPS Coordination Group. The Programme will further support sector stakeholders in forming specialist Thematic Groups to facilitate consultation and coordination in relevant professional areas such as: i) Information, Education and Communication (IEC) and Behavioural Change Communication (BCC) Material Development; ii) HRD/Training; iii) Research & Development; and iv) Mainstreaming of Cross-cutting Issues. These groups are intended to be general networking mechanisms in the sector and not restricted to the WSSPS II activities. The groups will be spearheaded by the relevant national institution that has a mandate for each particular field and will have membership from all components and other sector stakeholders in order to promote common approaches and sharing of experiences. The Thematic Groups will be anchored where feasible in the relevant technical GoB institutions. 18

31 4. COMPONENT OUTLINES Sector Policy Support Component Immediate 1. To provide policy and decision support to the Government for implementing, Objectives reviewing and monitoring the Sector Development Programme (SDP), to achieve national targets especially for hard core poor by To provide policy and decision support to GoB/LGD for the development of a HYSAWA mechanism for complete decentralisation by Support to the establishment and functioning of the Policy Support Unit. Strategy The unit will assist the GoB in providing a basis for developing and implementing a Sector Wide Approach for the Water Supply and Sanitation sector through improved sector coordination as will be reflected in donor harmonisation, basket-funding, Government-Private-NGO-LGI partnerships, participation by financial institutions, and people s participation. The component will promote the use of demand-responsive approaches and full participation of users, local Governments and NGOs in decentralised service delivery and will assist Government in redefining its role in the water, sanitation and hygiene sector from provider to being a facilitator and regulator. Outputs 1.1 Agreement among GoB and development partners on a gender and poverty sensitive Sector Development Programme to act as framework for a possible Sector Wide Approach. 1.2 Strategy and protocol developed and progress monitored for achieving community led 100% improved sanitation and hygiene for all by Capacity of the sector to ensure safe water for all enhanced by formulation and implementation of a Water Safety Framework by Systems reviewed and further developed for decentralised authority for Local Government Institutions to deliver water and sanitation services. 2.2 Institutional and human resource capacity of LGIs fully developed by PSU established by PSU functioning until Inputs GoB will provide management and technical staff time, offices, CD/VAT. Danida will provide one Senior Sector Adviser for 5 man-years, local TA, and funds for component implementation. Target Groups All sector decision-makers at national and local levels, and including LGIs, NGOs, Organisation and Administration private sector and users. The Policy Support Unit will be established in the Local Government Division of the Ministry of Local Government, Rural Development and Cooperatives. The Joint Secretary, Water Wing, LGD will be the Project Director. Reporting will be to LGD and the WSSPS Steering Committee. 19

32 Water Supply and Sanitation Component WSS Coastal Belt Project Immediate The same five immediate objectives as for the WSSPS II Programme. Objectives Strategy The overall strategy will be based on the principles as stated in the National Policy for Safe Water Supply and Sanitation The cross cutting issues of Danida regarding poverty reduction, strengthening of local institutions, establishment of partnership & ownership and sustainability are taken into consideration in preparing the Project strategy. The project period shall be for 2.5 years to complete the work in 303 Unions and Urban centres covered under WSSPS I. Close links will be maintained with the HYSAWA Fund with regard to the financing of WSS activities through local authorities, and with the LGI Capacity Building Project to provide services in the capacity building of LGIs to plan and implement WSS activities. Outputs 1. Key hygiene behaviours on use of safe water and hygiene practices changed. 2. All households use and maintain sanitary latrines (as per GoB s sanitation target). 3. Community sanitation facilities established, used and maintained. 4. 9,000 safe water supply facilities (DHTWs, PSFs, RWHUs, MPWSSs etc.) installed in un-served and underserved areas. 5. All installed water supply facilities are maintained and functioning properly. And as a separate output for the Urban sub-project: 6. The remaining work completed and being operated and maintained by the respective urban authorities. Inputs Target Groups Organisation and Administration The inputs of GoB will largely be the same as under the Phase-1 of DPHE-Danida WSS Components. GoB will provide full and part time staff, office space, running and operational cost for own staff, labour cost for installation of water supply facilities, and payment of CD/VAT. Danida will provide one Senior Adviser for 2.5 man-years, local advisers and necessary support staff, vehicles, equipment and logistics, material cost for installation of 9,000 water supply facilities, funds for construction of community sanitation facilities, and funds for contracting the Regional Support Organisations. Communities will provide 10-20% of the cost of installations. The population living in un- and under-served areas in 303 Unions in the Coastal Belt. The principle of the Management Structure is to give preference to the existing Bangladeshi institutions (DPHE, UPs) to be more active and strengthened over the project period in line with Danida s partnership, decentralisation and democratisation policies. The project will be implemented under the guidance of the SPS Steering Committee and the WSSPS NPD. Two Regional Support Organisations (RSO) with professionals from existing Bangladeshi organisations and having expertise in both hardware and software interventions will support the implementation. A District Support Team (DST) will be attached to each DPHE Executive Engineer s office. An Upazilla Support Team (UST) will be attached to each SAE s office. A Union Facilitator (UF) attached to each Union shall further support the UPs in mobilising the communities and local resources, and in the implement of the Project interventions within the union. 20

33 Water Supply and Sanitation Component HYSAWA Fund Project and Local Government Support Unit Immediate The same five immediate objectives of the WSSPS II Programme. Objectives Strategy There are two elements to the project: the HYSAWA Fund incorporated as an independent company as the financing mechanism, and a Local Government Support Unit as the management organisation capacitating the LGIs to utilise the Fund. The strategy of the Project is: i) to involve the communities to design their own hygiene, sanitation and water supply interventions (or community schemes) according to their need and ability to pay. Local NGOs will be engaged by the UPs to assist the communities and be supported by a Support Organisation that will provide management and technical support to the UPs; and, ii) to devise a financial and technical assistance mechanism for UPs to access while planning and implementing the community schemes. Outputs HYSAWA Fund 1 Improved and sustainable hygiene behaviour/practise achieved in the participating communities in the NW and Coastal Belt Districts. 2 Improved access to sanitation facilities and its proper use achieved in the participating communities in the NW and Coastal Belt Districts. 3 Access to safe water source and safe water use increased in a total of 696 participating Unions in the NW, Coastal Belt Districts and NGO-F project areas. 4 Technical and management capacities of LGIs increased through demand driven capacity building support from DPHE, NILG and HYSAWA FMO. Local Government Support Unit 1 UPs capacities developed to support community to formulate schemes, appraise them, incorporate them in UP-level plans and fund applications, and manage their implementation 2 Technical, management and facilitating capacities of DPHE and private sector developed. 3 Government agencies develop capacities at central and district levels to respond to demand driven decentralised service delivery. Inputs The total Project cost will be shared by the participating communities, the GoB and Danida. The communities will contribute between % of the cost for water supply and sanitation in cash or kind. The GoB and Danida will establish a HYSAWA Fund with the purpose of providing the participating UPs access to funds for hygiene, sanitation and water projects. GoB will provide 20% of the funds needed and Danida 80%. GoB will provide CD/VAT and Danida will provide one Senior Adviser for 5 man-years. Target Groups The poorer section of the communities living in rural and peri-urban areas in operational districts and the UP administrations of the same districts. Organisation and There will be two organisational structures. The HYSAWA Fund will be managed by an Administration independent company established by GoB. The Secretary of LGD will be Chairman of its Board. The Local Government Support Unit will be established in DPHE and headed by a Project Director from LGD or DPHE. The Project Director will report to the WSSPS II NPD. The Project will be implemented under the overall guidance of the SPS Steering Committee (SC) and Sector Programme Support Coordination Group (SPS-CG). The NPD Office will be responsible for coordination in relation to the budget, financial management and reporting. 21

34 Capacity Building Component Local Government Institutions Capacity Building Project Immediate Strengthen the capacity of NILG in order to increase the capacity of local government Objective institutions to provide responsive and effective water and sanitation services. Strategy First, strengthen the capacity of NILG, which in turn will develop the capacity of the LGIs. Operate at field level on a pilot basis in the HYSAWA Fund areas on a demand driven basis. Coordinate and cooperate on training plans, materials and resource persons with other LGI capacity building projects and WSSPS components. Supply TA to LGIs on a demand driven basis to assist them to further develop their skills after having received training. Training courses for the LGIs will include the following subjects: - Human Rights and Good Governance for LGIs. - Tasks, Functions and Responsibilities - Public Relations, Office Management - Community Participation, Local Resource Mobilisation - Financial Planning and Management - Bidding, Tendering and Contract Management - Rights, Duties and Responsibilities of Village Police in Regard to UP functions and WSS services. Outputs 1. Improved knowledge and skills of NILG faculty members. 2. Improved NILG facilities. 3. Improved knowledge and skills of LGI personnel on the core functions of LGIs. 4. Improved systems and policy procedures in LGIs with greater transparency and accountability in performing various tasks and functions. 5. Documentation and dissemination of lessons learnt. Inputs NILG will provide faculty members (8 full-time), their salaries, training materials and facilities, maintenance and utilities, and part use of a vehicle. GoB will cover CD/VAT. Danida will provide a budget covering the cost of NILG capacity building activities and management of the project. Funding for training of LGIs will be provided on a demand driven basis through the HYSAWA Fund Target Groups NILG faculty members and management. The directly elected local government institutions: Union Parishad Chairmen, members and staff; Pourashava Chairpersons, members and staff. Organisation and The Director-General of NILG will be the Project Director assisted by a Programme Administration Officer appointed by the NPD Office. Reporting will be to the Local Government Division, the NPD and the SPS Steering Committee. 22

35 Capacity Building Component NGO and Civil Society Networking Project Immediate 1. Capacity of relevant stakeholders strengthened to promote Safe Hygiene Behaviour, Objective Hygiene Sanitation and Safe Water Supply with emphasis on poor and disadvantaged groups. 2. Capacity of NGO Forum enhanced to operate as a centre of excellence in the WatSan sector. Strategy NGO Forum will expand its present activities with a decentralised capacity building approach directed at local institutions in 350 Unions. The approach will be similar to the capacity building activities supported by the HYSAWA Fund, Coastal Belt and LGI Capacity Building Projects. Lessons learnt and best practices will be shared with the other WSSPS components/projects. NGO Forum skills can also be used in the other component areas on a demand basis. Good governance issues, poverty reduction and gender issues will be integral parts of the capacity building measures undertaken. NGO Forum will work towards a reduction of donor dependency through expansion of revenue generating services. Outputs 1. Knowledge, awareness, motivation and skills of facilitating NGOs, private sector organisations and LGIs increased to lead WSS activities at community level. 2. Knowledge and skills of local theatre/cultural groups enhanced to play catalytic role in promotion of safe WatSan and hygiene issues at community level. 3. Advocacy and networking with policy makers and civil society strengthened to facilitate promotion of enabling sectoral policies and issues. 4. Capacity of private sector and community based organisations increased to facilitate access to and availability of low cost appropriate hygienic latrines and safe water. 5. Operational and management capacity of NGO Forum enhanced. 6. NGO Forum organisation income increased to reduce donor dependency. Inputs NGO Forum will provide office space and equipment, vehicles, professional staff, and CD/VAT. Facilitating NGOs and CBOs will provide staff, offices and logistics. LGIs will provide offices and meeting facilities. End user beneficiaries will provide at least 25% cost of arsenic removal units and most water supply units; at least 20% for water units in difficult areas; at least 20% for deep tube-wells and ring wells in hilly areas; full cost of household latrines, O&M of WatSan facilities, sites for pumps and water points, caretaker trainees, and labour and materials where available. Danida will provide a grant to finance the activities. Target Groups Indirect target group is the poor and hard-core disadvantaged people in rural areas. They will be reached through the direct target group of LGIs, and local NGOs, CBOs and Organisation and Administration PSOs. NGO Forum will manage the Project. The Executive Director will be the Project Director, and will report to the NGO Forum s Executive Committee, the WSSPS NPD and the SPS Steering Committee. 23

36 Capacity Building Component Knowledge Development and Training Network Project Immediate 1. Strengthen the capacity of government, local government institutions and nongovernment stakeholders at all levels to play the roles required to achieve the Objective development objective of improved sector capacity to provide sustainable water and sanitation services 2. Enhance the capacity of ITN to promote operational management and sector support. Strategy The International Training Network (ITN) Centre of the Bangladesh University of Engineering and Technology (BUET) will continue to strengthen tertiary level training and education of practitioners in the WSS sector through its network of 8 sub-centres at technical institutes throughout Bangladesh. Two new sub-centres will be established in the HYSAWA and Coastal Belt Project areas. Low-cost technology options will continue to be a poverty alleviation focus. Emphasis will be placed on increasing both the number and role of women professionals in the sector. National and international networking will ensure access to and dissemination of innovative appropriate technologies and approaches. Quality assurance procedures are in place and will be followed. Sustainability of the ITN Centre will be planned through revenue raising activities and preparing a strategy for phasing out of Danida support. Capacity building activities will be coordinated with the other WSSPS components, and ITN will assist other components/projects in providing advice on research and development activities, production of training materials and modules, and in arsenic related activities. Outputs 1. Capacity of the relevant government, non-government, private sector, local government, research and academic institutions strengthened 2. Networking and alliance building expanded. 3. ITN Centre fully developed. 4. Organisational income increased and Danida cost-sharing to salaries and operational expenses gradually reduced. Inputs BUET will provide offices, facilities and utilities, CD/VAT and an increasing share of salaries and operational expenses. The Centre Director, appointed by BUET from its existing faculty, will spend at least 25% of his/her time on Project work. Danida will provide funds for operational expenses and project activities. Target Groups Faculty members and students at technical institutes, technical personnel in DPHE, LGED and other departments concerned with WSS, WSS planners, staff of LGIs and Organisation and Administration NGOs, other WSSPS components. The Project will be implemented by the ITN Centre of BUET. A Centre Director, who will function as Project Director, will be appointed by the Vice-Chancellor of BUET. He will report to the ITN Governing Body and Executive Committee, the WSSPS NPD and the SPS Steering Committee 24

37 CHT HYSAWA Fund Immediate 1. To increase awareness and promote improved practices related to, community and Objectives household hygiene and sanitation. 2. To improve water supply services and facilities to people especially the underserved communities in the CHT. 3. To establish and operationalise an appropriate institutional arrangement for administration and operation of the HYSAWA Fund. Strategy The strategy of the HYSAWA Fund in CHT will be based on demand generation through awareness promotion and training. The Fund will encourage improved hygiene behaviour and will respond to the demand of the people. The demand will be assessed on the basis of the willingness to participate in and contribute to the implementation and by forming user group or community organisations. The Fund will develop criteria to safeguard the interest of un-served and underserved groups. The HYSAWA Fund will support the decentralised implementation through district councils, using their own technical staff and transferred departments, and ensuring that important decisions are made at the lowest appropriate level. The Raja Institutions, the Union Parishad and the Headmen/Karbaris will play a role in disseminating/promoting improved hygiene behaviour practices. Outputs 1.1 Hygiene and Sanitation Promotion Manual and other communication materials are developed, tested and used. 1.2 Community-based organisations are formed and entered into agreement with NGOs and other service providers on hygiene training. 1.3 Community practice improved hygiene behaviour, construct, use and maintain sanitary latrine and other environmental sanitation aspects. 2.1 Coverage and access of water supply increased through some 700 new and rehabilitated water supply schemes. 2.2 Water Supply facilities operated, maintained and managed by communities and/or private sector. 3.1 The capacities of the CHT institutions are enhanced in executing hygiene promotion, sanitation and water supply schemes. 3.2 An active HYSAWA Fund Board is functioning with the leadership of Secretary, MCHTA for policy support and guidance of HYSAWA Fund. 3.3 Establish functional relationship with NGOs and other private service providers. Inputs GoB will provide funds for payment of CD/VAT. Ministry of Chittagong Hill Tracts Affairs will provide funds for all costs related to acquisition of land and right-of-ways, if any. Regional Council will provide office space for the Regional FSU including utilities and technical assistance and staff. District Councils will provide office accommodation for each District FSU including utilities as well as technical assistance and staff. Danida will contribute funds necessary for implementation of the Project and will, through the NPD Office also provide the services if a Programme Officer. Target Groups The primary target groups of the HYSAWA Fund are the most neglected communities in the CHT i.e. the women, the poor and particularly vulnerable groups with special focus on the Ethnic/adivashi minorities. The secondary target groups are the different local Organisation and Administration organisations and CHT based institutions. CHT HYSAWA will be governed by a Board that will provide the overall strategy for administration and management of the fund. The Regional Executive Committee (REC) will be responsible for implementing the policies at regional level. The Regional Fund Support Unit (RFSU) will support the REC and handle general finance, administration. District Executive Committees (DEC) will be responsible for implementing the Board s policies at district level, and for submitting district wide proposals to the CHT HYSAWA Fund through the REC. The DEC will approve applications for project financing in the fields of hygiene promotion, sanitation and safe water supply from villages based on the recommendation of the District Fund Support Unit. The Project will report to the SPS Steering Committee. 25

38 5. INPUTS Government of Bangladesh and Partner Institutions Government of Bangladesh Government of Bangladesh will, through relevant ministries, departments, training institutes and universities (LGD, DPHE, ITN/BUET, NILG) provide counterpart staff as specified in the individual component descriptions, as well as: Office space, land and cost of utilities, as specified in the components descriptions. Office running cost for Government staff. Operation and maintenance cost of the vehicles and equipment provided to government staff. Storage facilities for keeping materials bought under the individual components as and when/ where necessary. Funds for payment of Custom Duties and Value Added Tax (CD/VAT) etc. on vehicles, equipment, materials and supplies for use in any of the components. Ensuring the necessary support of relevant staff of other line ministries (Ministry of Health and Family Welfare, Ministry of Education and Ministry of Agriculture) for implementation of Component interventions. Financial cost of labour contracts in the Coastal Belt Project, 20% of the HYSAWA budget, and 10% of the cost of the PSU Component excluding contingencies. NGO Forum Inputs provided by NGO Forum will include: Office space at its own Central Office buildings. Office equipment such as computers, photocopiers, printers, etc., for the staff. Transportation for field movements. Professional inputs in facilitation and implementation of the Project activities. The services of the Resource Centre, the Water Quality Testing Laboratory, Development Communication, and Training Cell. CD/VAT. Communities The users contribution shall follow the National Policy. The communities shall thus in principle contribute 50% of the cost for shallow tube wells, 25% of the cost for deep-settube-well and 20% for other, more costly, community-based technologies such as deeptube-wells and pond sand filters. The communities will bear the full cost for household latrines and for operation and maintenance of all sanitation and water supply systems. Exceptions, if any, to the above proposed cost-sharing principles by any of the components/projects shall be subject to approval by Danida and SPS Steering Committee. 26

39 Danida Danida will provide the following inputs for implementation of the second phase of the WSSPS: Technical assistance consisting of: one (1) SPS Adviser in the NPD Office, one (1) Senior Sector Adviser to the PSU, and two (2) Senior Advisers to assist with the implementation of the HYSAWA Fund and the WSS Coastal Belt Project. The Advisers will be provided for 2 5 years (see section 7.3). The cost of the Advisers will be borne by Danida directly, i.e., outside the Danida country frame. Funds for implementation of the activities specified in this document and in the individual component descriptions. Central funding of Danida fellowships if/where applicable. The Danish funds cannot be used for payment of GoB staff, CD/VAT on imported items. 27

40 6. BUDGET The total contribution of Danida for WSSPS II will be DKK million (or BDT 3,500 Million) for the 5-year period. The GoB and implementing partners financial inputs are estimated to be DKK 69.8 million (BDT 698 million). The below overall budget/cash flow provides a broad framework only and will be subject to adjustments following detailed, periodical, review and approval of progress, plans and budgets. These adjustments, as elaborated in the preceding sections, would be subject to approval by Steering Committee, or, in the case of major adjustments to be made, Joint Sector Reviews. Use of un-allocated funds needs approval by the SPS Steering Committee and the Embassy of Denmark within the authority limits for the Embassy. For major allocations normally a Joint Sector review recommendation will be required. Budgets in DKK x 1000 Danida + Bangladesh Bangladesh Total Danida Total Programme Management 17, ,783 Sector Policy Support 24,777 2,340 22,437 Total WSS Component 269,510 63, ,703 WSS in Costal Belt 98,365 33,178 65,187 HYSAWA 171,145 30, ,517 CHT HYSAWA Fund 13, ,000 Total Capacity Building Component 55,928 3,558 52,370 LGI Capacity Building 5, ,988 NGO Networking 43,094 2,094 41,000 Training Networking 7,776 1,394 6,382 Danida Advisers 15, ,667 Un-allocated 23, ,000 Total in DKK x ,715 69, ,960 Table 6-1: Total Programme Budget Summary Budgets in DKK x 1000 Danida Total Programme Management 17,783 2,808 3,045 3,337 4,488 4,105 Sector Policy Support 22,437 5,929 8,018 3,729 1,918 2,843 Total WSS Component 205,703 36,189 38,640 41,638 47,115 42,122 WSS in Costal Belt 65,187 31,095 25,960 8, HYSAWA 140,517 5,094 12,681 33,505 47,115 42,122 CHT HYSAWA Fund 13,000 2,265 1,739 2,556 3,675 2,765 Total Capacity Building Component 52,370 11,483 11,139 11,008 9,809 8,930 LGI Capacity Building 4,988 1, NGO Networking 41,000 8,781 8,533 8,313 7,968 7,405 Training Networking 6,382 1,005 1,911 1,706 1, Danida Advisers 15,667 3,581 3,581 3,133 2,686 2,686 Un-allocated 23, ,000 6,000 7,500 6,500 Total in DKK x ,960 62,255 69,163 71,400 77,191 69,951 Table 6-2: Annual Danida Funding Requirements The cost of Advisers will be borne by the Danish Ministry of Foreign Affairs directly, i.e., outside the country frame. Detailed output and activity-based budgets are presented in the individual component and project descriptions. 28

41 6.1 Programme Management Cost Total management cost will be DKK 17.8 million, or BDT 178 million. The detailed budget is shown in the table below. It consists of seven budget lines as follows: - NPD Office expenses, covering the cost of a Financial Controller, programme officers and support staff, vehicles, and office operations (details in Annex 8); - Reviews, covering the cost of joint sector reviews as well as technical reviews at the SPS and Component levels; - Danida Fellowships funded from the Programme (re. Section 3.5); - Technical, financial, and procurement audits, value for money studies; - Detailed specialist planning inputs for Phase II, including drafting of programme and project operational manuals, and detailed proposals and relevant documents for use of unallocated funds; and - Preparation of SPS Phase 3 (if any). Budget Line Year 1 Year 2 Year 3 Year 4 Year 5 Total NPD Office 1, ,087 1,088 1,155 5,883 Reviews 200 1,000 1,000 1, ,700 Fellowships ,500 External Audits ,000 Inception and Preparation Ph. II 1, ,200 Preparation Phase III ,000 1,500 2,500 Total 2,808 3,045 3,337 4,488 4,105 17,783 (Amounts in 1,000 DKK; DKK 1 = BDT 10) 29

42 7. ORGANISATION AND MANAGEMENT The overall strategy for the organisation and management of the programme will be to anchor the programme and its components in the appropriate Bangladesh government and non-government institutions, and to provide a structure that fosters a strategic dialogue between government and development partners. The programme will be managed as far as possible at the project level, where responsibility for operational and financial management will be placed. The projects will be managed by the appropriate executing agencies using existing management structures and procedures. A Programme Steering Committee (PSC) will provide overall guidance. 7.1 Programme Management At the SPS-level, the organisational set-up of the programme will directly relate to and/or comprise of the following:- The Government of Bangladesh (External Resources Division (ERD), LGD, MCHTA, DPHE, etc.) Embassy of Denmark/Danida SPS Steering Committee SPS Coordination Group The NPD Office Management of the Individual SPS Components A detailed organogram showing the functional relations within and between SPS components and other sector partners is appended as Annex 7. The Secretary, LGD will be the Chairman of the SPS Steering Committee. The Joint Secretary, Water Wing, of LGD will be the National Programme Director (NPD) of the whole SPS Phase II. The Project Directors of the individual projects will be as follows: Joint Secretary, LGD/Water Supply Wing for the Sector Policy Support Component; A LGD nominated Officer for the Local Government Support Unit under the HYSAWA Fund Project; A MCHTA nominated Officer for the CHT HYSAWA Fund; An Additional Chief Engineer, DPHE, for the WSS Coastal Belt Project The Director-General, NILG for the LGI Capacity Building Project; The Executive Director, NGO Forum for the NGO and Civil Society Networking Project; The Centre Director, ITN for the Training Networking Project. 30

43 Agreements on WSSPS II There will be a formal agreement between the Governments of Bangladesh and Denmark on the WSSPS II, signed by the External Relations Department (ERD) of the Ministry of Finance and the Embassy of Denmark. The SPS Document including the Component Descriptions will be part of that Government Agreement. Given special financial/administrative arrangements made with some of the components, formal inclusion of these components as part of the above general Agreement will further be subject to formal endorsement of their Project Descriptions as follows: - Agreement on NGO Forum Project (signed by LGD, NGO Forum and Embassy of Denmark); - Agreement on ITN Project (signed by LGD, ITN/BUET and Embassy of Denmark). - Agreement on CHT/HYSAWA Fund (signed by LGD, MCHTA and Embassy of Denmark). GoB Project Documents In line with formal requirements on the side of the GoB, LGD will ensure the necessary formal/legal basis, and necessarily budgetary allocation, for the WSSPS II through established procedures for the approval of the appropriate Development Project Proposals (DPP) and Technical Project Proposals (TPP). The WSSPS II as a whole and each of the components/projects will be described in separate DPPs and TPPs which, in line with the format prescribed by the Government, will include detailed descriptions of all the activities and outputs, procurement plans, budget provisions, etc.. One overall DPP will be approved for the programme as a whole in which the provision for the NPD Office and the position of the SPS Adviser and other NPD staff will be included. Steering Committee The WSSPS II Steering Committee, chaired by the Secretary LGD and comprising of representatives from relevant Ministries and Departments, Embassy of Denmark, and individual components/projects, will be responsible for overall supervision and coordination of programme activities. The Steering Committee, which is expected to meet at least twice a year, will review progress, will approve annual work plans and budgets, and will identify and address major issues and constraints to overall programme implementation. The Steering Committee will also identify the need for, provide inputs to, and ensure follow-up on high-level consultations and joint sector reviews. The Steering Committee will have the authority to approve minor adjustments to the components/projects and their budget allocations. Approval of major adjustments to the programme as a whole, re-allocations of funds between individual components/projects, and the use of contingencies and SPS unallocated funds are subject to the specific review and approval of the Embassy of Denmark. 31

44 The Joint Secretary LGD will be Member Secretary to the Steering Committee. A detailed Terms of Reference (ToR), including proposed membership, for the Steering Committee is appended as Annex-1. Coordination Group Under WSSPS II, a Coordination Group will be established which will operate as a Working Committee for the Steering Committee. The Group, which will be chaired by the Joint Secretary LGD, will comprise of representatives from relevant Government Departments, the Embassy of Denmark and the management of individual components/projects. Among other tasks, the group will identify and address common implementation issues, will scrutinise budgets and work plans and recommend these for SC approval, and will ensure overall day-to-day coordination of component activities. The Deputy Secretary LGD will be Member Secretary to the Coordination Group. A ToR, including proposed membership, for the Coordination Group is in Annex 2. Thematic Groups To facilitate review, consultations and coordination of specific plans and activities in relation to the general sector framework in Bangladesh, the Coordination Group will support the establishment of so-called Thematic Groups by relevant sector partners. These groups will cover the following themes and possibly also others: - IEC/BCC Material Development; - HRD/Training; - Research; - Mainstreaming of Crosscutting Issues. The Thematic Groups are intended to be networking mechanisms for the sector stakeholders in general and not specifically for the WSSPS II Components. Each of the components/projects will nominate 1-2 of their staff to each of the above groups and the groups will include other sector partners and will be anchored where feasible in appropriate GoB technical institutions. Detailed ToR and membership for these groups, which will normally be chaired by a designated officer from one of the relevant sector institutions, will be developed by each of the Thematic Groups in consultation with the Coordination Group. The NPD Office The SPS Steering Committee and Co-ordination Group will be supported by the NPD Office, which will include the SPS Adviser, a Financial Controller, Programme Officers and support staff. The NPD and the SPS Adviser will be co-signatories of the SPS funds. The NPD Office will receive funds from the Embassy of Denmark and channel these to the components/projects. The NPD Office will establish and strengthen formal and informal linkages and day-today coordination between the individual SPS components/projects. The office will assist the NPD in the day-to-day management, supervision and monitoring of the SPS as a 32

45 whole, as well as in the interaction with SPS partners, donor agencies and other sector stakeholders. Generally, the NPD Office will not be expected to involve itself in detailed operations or management of the respective components/projects. With regard to issues related to the national framework within which SPS operates, the NPD refers to the Secretary, Local Government Division in the Ministry of Local Government Rural Development and Co-operatives. Concerning implementation of SPS in the context of overall Danida support to Bangladesh, the NPD refers and reports to the Embassy of Denmark in Dhaka. The NPD will be the head of the NPD Office and have management and administrative responsibility for the staff and operation of the Office. The NPD will be assisted in these functions by the SPS Adviser. The NPD and the SPS Adviser will be co-signatories of the NPD Office account. The NPD Office will be staffed with a Programme Financial Controller 3, a Programme Officer and support staff. In addition, the NPD Office will recruit Programme Officers for the LGI Capacity Building Project and the Chittagong HYSAWA Project. These Programme Officers will be responsible to the NPD but will be based in the respective project offices. They will assist the designated Project Directors, and will be cosignatories to the project accounts. A detailed TOR and job description for the NPD and the SPS Adviser is appended as Annex 3. The TOR for the Financial Controller is provided in Annex 9. Other National Bodies Apart from the above WSSPS II structure, it is envisaged that the programme and its components will actively seek guidance from, and contribute to, national/sector structures such as the National Forum for Drinking Water Supply and Sanitation (Chaired by the Secretary LGD), the National Arsenic Mitigation Policy Implementation Committee (Chaired by the Principal Secretary), the National Task Force on Sanitation, and the Local Consultative Sub-group for Water Supply and Sanitation. 7.2 Component/Project Management While the SPS Coordination Group and Steering Committee are expected to steer the programme, review progress, address issues and take major decisions at the SPS and cross-component levels, each component/project will itself establish appropriate structures, procedures and mechanisms to deal with day-to-day implementation and management issues at component levels. 3 The Programme Financial Controller will be recruited locally or internationally as determined by Danida in consultation with LGD 33

46 At the component/project level, the organisational arrangements will be as follows: 1. Sector Policy Support Component The Joint Secretary, LGD/Water Wing will be the Project Director. The Director General/MEI, Deputy Secretary, LGD/WS and Sr. Assistant Secretary (LGD/WS) will also devote substantial time to Policy Support Unit (PSU). The unit will be strengthened with a Senior Sector Adviser as well as locally recruited consultants/advisers and support staff. The Sector Adviser will, apart from technical inputs, provide managerial support to the Project Director, and will be responsible with the Project Director for the financial management of, and reporting on, Danida inputs. These arrangements will be reviewed if/when other donors decide to support the PSU as well. The continued need for the fulltime Sector Adviser will furthermore be reviewed by the Joint Annual Review after two years of implementation. 2. Water Supply and Sanitation Implementation Component: WSS Coastal Belt Project The project will be managed under the guidance of an implementation unit headed by a DPHE Project Director (PD) of the rank of Additional Chief Engineer. The unit will be staffed with DPHE engineers/officers and necessary support staff, while Danida will provide technical support comprising of an internationally recruited Senior Adviser, local advisers and relevant additional support staff. The PD and the Senior Adviser will be cosignatories of the project account. Implementation activities will be managed by the DPHE Superintending Engineers in the Barisal and Comilla DPHE Circles as Deputy Project Directors. The two Deputy Project Directors will be supported by one Project Officer each, responsible for monitoring and quality control of the field activities. Field level activities will be carried out with assistance from two Regional Support Organisations, which will be consortium of professionals from Bangladeshi organisations having expertise in water and sanitation both in hardware and software interventions. 3. Water Supply and Sanitation Implementation Component: HYSAWA Fund The HYSAWA Fund will be managed by an independent company established by GoB, with the Secretary of LGD as the Chairman of the Board. The company will be a financing mechanism for Local Government Institutions in the participating Unions to plan and implement capacity building and WSS services under the HYSAWA Fund and NGO/Civil Society Networking Project. The Company will be managed by a Fund Management Office (FMO) headed by a locally recruited General Manager. The Local Government Support Unit (LGSU), headed by a Project Director from LGD or DPHE will manage the support activities under the project. An internationally recruited Senior Adviser will assist both the HYSAWA Fund Management Office and the Local Government Support Unit (LGSU). The Project Director of the LGSU and the Senior Adviser will be co-signatories of the LGSU account. 4. Capacity Building Component: LGI Capacity Building Project The Director General of NILG will be the Project Director. Day-to-day coordination of the LGI capacity building activities will be taken care of by the Director Training and 34

47 Administration, who will also act as a contact person for the Project. The NPD Office will appoint a Programme Officer to assist NILG in the implementation and management of the Project. The NILG Project Director and Programme Officer will be jointly responsible for financial management of the project funds. 5. Capacity Building Component: NGO and Civil Society Networking Project The formal governance structure of NGO Forum comprises of a General Committee (GC) and an Executive Committee (EC). The GC has a total of 26 members and meets once a year to review annual progress, plans and budgets, discuss matters of general character, and elects EC members for a period of two years. The EC, in which the Embassy of Denmark and the SPS Adviser will sit as Associate Members, meets quarterly, gives policy directions to NGO Forum as a whole and critically reviews and discusses its overall progress, plans and budgets. A Project Steering Committee will be formed with representation from EC, GoB, NGO-F, NPD and EoD to deal with policy matters and issues related to the management of the Project. Overall responsibility for the day-to-day management of the organisation is with the Executive Director of NGO Forum, who is expected to spend not less than 60% of his time on the management/implementation of the Project. The Director will be supported by two Sectional Heads, one for Operations and one for Administration and Finance. Programme implementation is carried out through different cells, business units and sections at the Dhaka Head Office and a network of 14 Regional Offices. NGO Forum will report to the NPD and the WSSPS II Steering Committee on the progress and use of the Danida Funding. The NPD and NGO-F will furthermore work out a co-signing arrangement for the project account. 6. Capacity Building Component: Knowledge Development and Training Networking Project The ITN Centre will be an independent unit operating under the overall guidance and direction of a Governing Body chaired by the Vice Chancellor of the Bangladesh University of Engineering and Technology (BUET). BUET will nominate a part-time (25%) Centre Director while the Project provides for a full-time Centre Manager and relevant technical and administrative (support) staff. The Centre Manager will be a cosignatory to the project account. An Executive Committee headed by the Centre Director will meet at least once in a quarter to address management issues and review/recommend progress, work plans and budgets for approval by Governing Board and, ultimately, SPS Steering Committee. 7. CHT/HYSAWA Fund Implementation of this project will be carried through an organisational set-up involving a wide range of institutions established under the Peace Agreement. Administration of the Fund will be through a Board headed by the Secretary of the Ministry of Chittagong Hill Tracts Affairs and comprising of representatives from institutions such as the Regional Council, the Hills District Councils, Circle Chiefs, Line Agencies, etc. Disbursement of funds to applying institutions and communities, and supervision of Project activities, will be facilitated through regional and three district-level executive committees and fund support units. Provisions have further been made for the 35

48 recruitment other technical/administrative staff to facilitate day-to-day operations of the Fund. The NPD Office will provide a Regional Programme Officer to assist in the financial management and provide overall technical guidance, as well as an additional Programme Officer for the RFSU. Further details on organisation and management, including job descriptions of Advisers and Project Directors are presented in the individual Component/Project Descriptions. 7.3 Technical Assistance As elaborated in the preceding sections, the programme will be supported by four internationally recruited Advisers as follows: NPD Office SPS Adviser (N1) Sector Policy Support Component Senior Sector Adviser (N2) HYSAWA Fund Project/Local Government Support Unit Senior Adviser (N2) WSS Coastal Belt Project Senior Adviser (N2) After 2-3 years, consideration may be given to combining the first two positions, i.e., those of the SPS Adviser and the Senior Sector Adviser. In the case of the Coastal Belt Project, the Adviser position will be terminated after 2½, i.e. when this particular Project will be completed. The costs of the four Danida advisers will be borne by Danida outside and in addition to the programme budget. The Advisers will be recruited through a Danida-appointed international recruitment agency in close consultation with both GoB/LGD and EoD. There will also be provision for short-term international and both short and long-term local consultants. These consultancies, which are listed and discussed in more detail in the individual component/project descriptions, will cover the following broad areas of expertise/scope of services: Special studies, reviews, technical/financial audits; Systems development (Management Information Systems (MIS), manuals, guidelines, etc.); and Quality assurance. 36

49 8. FINANCIAL MANAGEMENT AND PROCUREMENT 8.1 Overview Annual budgets will be placed for approval to the SPS Steering Committee by the NPD Office. Component/project policy-making, coordination of activities, annual budget approval and allocation of budget within the component is the responsibility of Project Directors of the components/projects or the Board of Directors in the case of HYSAWA Fund. The NPD Office will sign financial management framework agreements with each of the components/projects. Each agreement specifies the roles and responsibilities of the components/projects with respect to activities, flow of funds and accounting. Each agreement will include a clause on external auditing. Funds will be channelled in the first instance to a central SPS bank account set up to receive funds from Embassy of Denmark, and from there to bank accounts for the NPD Office and the components/projects. Flow of funds will be divided into two broad categories; supply driven flow of funds and demand driven flow of funds. Supply driven flow of funds will be undertaken within the framework agreement signed between the NPD Office and the various components/projects. Demand driven flow of funds will be channelled through the HYSAWA Fund to the participating Union Parishads. Most components/projects can also receive demand driven funds from HYSAWA Fund upon services delivered to the participating Union Parishads, but these funds will be accounted for by the HYSAWA Fund. Payments of demand driven funds can be done directly by the HYSAWA Fund, or through funds channelled to UP bank accounts and from there to payees. 8.2 Budget Management The government agreement between Denmark and Bangladesh on funding of WSSPS II is in Danish Kroner (DKK), while local cash flows will be maintained in Bangladesh Taka (BDT). All transactions will be consolidated in DKK in the accounting system of the Ministry of Foreign Affairs of Denmark (MOFA). The Embassy of Denmark regularly issues official exchange rate memoranda which should be used when accounting for transactions with the Embassy, such as funds transfer, budget and expenditure control, and travel expense claims. The overall budgets for components/projects are specified in the Programme Document and Component/Project Descriptions which will be ratified by a Government-to- Government Agreement. Major changes can be proposed by the annual Joint Sector Review (JSR) by the SPS Steering Committee and Danida but may need to undergo appraisal. If it is thought that reallocation of funds or major changes to inputs, activities and outputs may be necessary, a technical review may be commissioned to prepare an analysis and recommendations for the JSR. The use of contingencies and unallocated funds will in principle be decided by the SPS Steering Committee in line with GoB rules. As, according to MOFA rules, the Embassy 37

50 of Denmark must approve the use of all contingencies and unallocated funds, this shall normally be achieved through EoD s participation in the Steering Committee. Transfers from the Embassy of Denmark to the Programme (NPD) Account are considered to be advances. Embassy of Denmark will require monthly reports on the status of this account. Transfers from the Programme Account to all other recipients are recorded as contribution. These are to be accounted for by the component/project using their own accounting systems and agreed procedures. 8.3 Mode of Disbursement MOFA and Embassy of Denmark The MOFA in Copenhagen will contract and pay the Danida Advisers directly. While the responsibility for identification, design, supervision and certification of international consultancies will normally be with the NPD Office or the relevant component/project management itself, the (financial) administration of contracts involving international consultants will generally, and unless otherwise specified, be carried out by either MOFA or EoD in line with Danida (KR) or EU rules and regulations. All expenditures made by MOFA or EoD on behalf of the NPD Office or relevant component/project will be recorded and reflected in the respective component/project accounts. Bangladeshi Partners Administration All funds transferred from the Programme Account as contribution will be administered by the recipient organisations using their own accounting systems, as agreed with the NPD Office/Financial Controller. Separate framework agreements shall be signed between the NPD Office and each component/project stipulating activities, flow of funds, co-signing arrangements, handling of sub-projects and accounting procedures. 8.4 Flow of Funds The disbursement, management and administration of Danida funds will take place at three levels, as follows: - Management of Funds at the Programme Level; - Transfer of Funds from the Programme Account to the NPD Office and component/projects; and, - Transfer of Funds from components/projects to sub-projects and relevant service providers and implementing organisations. The model for flow of funds places responsibility for tracking of expenditure and management of funds at two levels; i.e., programme, and component/project. At these levels, disbursement authorisation follows the dual signature principle, one signature from the national partner, NPD at programme level and Project Director at component/project level, and the other signature from respective Senior Advisors or Programme Officers. The HYSAWA Fund will be the exception to the principle of dual signature as it will be managed by a general manager according to Company Act The flow of funds is presented schematically in the diagram in Figure 8-A. 38

51 Figure 8-A: Proposed WSSPS II Cash Flow Model RDE/DANIDA LGD/NPD NPDO Account WSSPS II Account Policy Support Unit MCHT Affairs HYSAWA Fund HYSAWA Fund WSS Coastal Belt Project Pourashavas Union Parishads Local Govt. Support Unit NILG Gov., NGOs, and other service providers NGO Forum Legend: Flow of funds based on approved budgets Flow of funds on demand/application basis ITN Management of Funds at the Programme Level As indicated earlier, MOFA and Embassy of Denmark will disburse directly for international consultants. Quarterly accounts of these expenditures will be supplied to the NPD Office and relevant Components/Projects for consolidation into the respective expenditure statements and budgets. The consolidated budget will be reviewed by the SPS Steering Committee at its regular meetings and necessary minor adjustments made, while any radical restructuring proposals can be prepared for discussion at the JSR. The cash flow from Embassy of Denmark to the programme will be organised by funds being channelled, in first instance, to a Programme Account. The Programme Account will be controlled jointly by the NPD and the SPS Adviser, assisted by a Programme Financial Controller (PFC) who will be located in the NPD Office. The proposed ToR for the PFC is attached as Annex 9. Programme financial management arrangements will have to be established prior to grant effectiveness. 39

52 Every three months the NPD Office will transfer funds from the Programme Account to the bank accounts for the NPD Office and the components/projects based on their approved annual work plans, and quarterly estimates. The recipient organisations will carry the accounting responsibility based on individual agreements on financial management. The sequence of activities will be as follows: 1. Components/projects and NPD Office provide quarterly work plans and budgets in accordance with the approved annual budget and work plan to the NPD together with requests for funding; 2. The NPD Office consolidates all requests for funding and forwards one quarterly request to Embassy of Denmark; 3. The Embassy of Denmark transfers funds to the programme account; 4. The NPD Office transfers funds to the NPD Office s own account and the component/project accounts; 5. The NPD Office and the components/projects account for disbursements from their accounts monthly, using their own staff and accounting structure; 6. These accounts are consolidated by the NPD Office; and, 7. NPD forwards the consolidated accounts to Embassy of Denmark quarterly, one month in advance of the next quarterly request for transfer of funds to the programme account. The NPD Office will manage the Programme Account as a discrete function, separate from the day-to-day running of the NPD Office. The NPD Office s position in respect to flow of funds is very much like that of a component/project. It will submit a quarterly request for (operational) funds and receive a disbursement from the Programme Account at the same time as the components/projects. The main responsibilities of the NPD Office in this process include: Maintaining accounts of all programme expenditures; Consolidating the accounts from the NPD Office, components/projects and sub projects through HYSAWA Fund; Receiving funding requests from the NPD Office and components/projects based on quarterly forecasts; and, Consolidating funding requests and forwarding these to the Embassy of Denmark together with consolidated accounts, work plans and budgets. Management of Operational Funds by the NPD Office and Components/Projects Each of the components/projects and the NPD Office must designate a bank account to receive funds from the Programme Account. Most of the components/projects are anchored in the GoB and they may use their own accounts and/or accounting procedures to handle and manage funds, where these would be suitable. Whichever system they decide to use should be such that they can comply with the programme s overall accounting requirements. The arrangements will be subject to a formal, written, agreement with the NPD Office. 40

53 The financial management responsibilities will include: Maintaining accounts of component expenditures; Preparing and sending to the PFC for the previous quarter one month in advance of any request for additional funding; Preparing and sending quarterly requests for funding to the PFC (with budgets and work plans); Receiving funds for operations; and, Managing procurement of goods and services for operations in the work plan. The utilisation of budget should be monitored and proposal for adjustment made as soon as components/projects realise that there may be significant deviations. Minor reallocations can be made by the component/ project management, with thresholds set at inception. HYSAWA Fund will have more room for adjustments as it is a demand driven facility and its Board will then have more flexibility to respond to changing conditions of demands for funds. Major adjustments, including changes that require additional resources or adjustment of the development objective, will need the approval of the SPS Steering Committee. Sub Projects Funds for sub projects will be channelled through the HYSAWA Fund on a demand basis, and by relevant components/projects on a supply driven basis. HYSAWA demand driven funds will be managed by the LGIs (UPs) in the participating Unions, either directly or by outsourcing. In either case the HYSAWA Fund or the relevant component/project will retain overall responsibility for financial management and reporting to the NPD. Each sub project will include a funding plan based on a procurement schedule and work plan. The HYSAWA Fund or the component/project will consolidate these funding plans in its quarterly budgets, and will have to receive the funds into their accounts prior to disbursing these to the respective implementing institutions. The implementing organisation may use its own accounting procedures to report expenditure to the HYSAWA Fund or to the component/project, provided that these are GoB approved, or, if not, that they have first been reviewed and approved by the NPD. When the financial management arrangements of the proposed implementing agency have been approved and a sub project is ready to be launched, the HYSAWA Fund transfers funds to the bank account of the institution in charge of the sub projects. Procurement will then be in accordance with the approved arrangements. Support to Financial Management and Reporting The NPD Office will have an important role in streamlining and harmonising financial management. It should provide support and guidance at all levels by: Preparing, distributing, monitoring and maintaining an accounts guideline. Supervising, supporting, training and advising the components/projects in preparing charts of accounts 41

54 Establishing terms and conditions for opening and maintaining accounts in commercial banks for components/projects and sub projects. 8.5 Procedures for Procurement The programme wishes the greatest possible openness and transparency in connection with procurement. The general rule is that procurement shall be the most financially favourable, taking quality into account. At the same time procurement shall be as appropriate as possible for the location. Such considerations include access to service, repair and spare-part facilities, technical status and the development effect, which may be obtained by procuring from local industry. Detailed procurement procedures for works, goods and services will be developed during the inception phase. The procedures will be based on GoB s Public Procurement Regulations (PPR 2003) and, in the case of Danidafunded procurements, relevant Danida rules and guidelines, EU rules, etc.. Contracts for short-term consultants may include consultancy service fee, daily subsistence allowance (DSA), accommodation and transportation. The consultancy service fee is the cost for the service done by the consultant. DSA, accommodation and transportation expenses shall be paid if field trips are required, and will require the submission of proper travel claims. 8.6 Auditing Procedures Internal Audit The Government of Bangladesh and the Embassy of Denmark reserve the right to audit all components/projects for expenditure of funds whether used directly or transferred to a third party. The audit may cover all operations of the components/projects to which finance and accounting is relevant. The audit may be carried out by relevant GoB authority, the Danish Auditor General, Head of Financial-Accounting Section or Financial Controller of Embassy of Denmark, or the NPD. The Components/Projects will also themselves carry out internal audits based on an audit plan approved by the Steering Committee. The objectives of these internal audit are to provide reasonable assurance concerning authorisation, recording, safeguarding, reconciliation and valuation. The findings of each audit must be documented in Audit Reports to be submitted to the SPS Steering Committee and distributed to the NPD, the Embassy of Denmark, and the audited component. External Audit Each year the NPD Office and each component/project will send a request for auditing the previous year s accounts to the NPD. The NPD, with the assistance of the PFC, will work with the Financial-Accounting Section of Embassy of Denmark to establish an auditing programme. The NPD, with the consent of the Embassy of Denmark, will appoint and sign a contract with an external auditor to carry out the annual external audit of the financial reports, which include checking of assets of the components/projects. The auditor will send the audit statement to the respective Component/Project, the NPD Office and the Financial- 42

55 Accounting Section of Embassy of Denmark. The Terms of Reference for the audits will be prepared by the NPD Office and will be subject to formal approval by the Embassy of Denmark. All cost of auditing will be met from the component/project budgets. The NPD will instruct components/projects involved in the programme activities to cooperate with the auditor in providing all necessary information. Audit work will normally cover all transactions within a given calendar year. At the termination of a component/project, a final audit must take place within 3 months of closure, or as agreed according to a plan to be outlined in cooperation between the component and SPS Steering Committee. The plan will include appropriate contractual arrangement with the component/project accountants to ensure their assistance for the final audit. 43

56 9. MONITORING, REPORTING, REVIEWS AND EVALUATION 9.1 Monitoring The monitoring and reporting procedures for WSSPS II will be based on the monitoring and reporting systems developed and used during WSSPS Phase I, amended and revised to fit into the implementing organisations monitoring systems where these exists. Where relevant monitoring systems do not exists, the Projects/ Components will assist the organisations to develop appropriate monitoring systems rather than establish parallel systems for reporting to Danida. During the Inception Period the Coordination Group, assisted by the NPD Office will develop the formats for monitoring and reporting for the components/projects and submit these to the Steering Committee for approval. The formats should be presented to the Steering Committee at the inception meeting. Monitoring will be conducted in relation to the indicators to determine the outcome of the programme activities. These indicators will where possible be aligned with national indicators. The NPD Office will coordinate SPS level monitoring in relation to the Danida assisted activities. The NPD Office, along with the Sector Policy Support Component, will furthermore assist LGD and its Monitoring, Evaluation and Inspection (MEI) Wing in increasing the capacity for monitoring in relation to the water supply and sanitation sector as a whole. The SPS monitoring programme will be adjusted to utilise the monitoring systems developed by LGD. Monitoring results will be presented and discussed in the Programme Coordination Group and Steering Committee. 9.2 Reporting At the end of the first six months of the programme period, the NPD Office and each of the components/projects will prepare an Inception Report in line with Danida s Guidelines for Programme Management for approval by the Steering Committee. The Inception Report will provide a detailed overview of activities carried out during the inception phase and will also contain detailed work plans and budgets for the first year of operation and indicative work plans and budgets for the remainder of the programme period. The inception report prepared by the NPD Office will furthermore contain a detailed strategy and (transition) plan, with benchmarks, for the further alignment/integration of programme implementation modalities and responsibilities with the existing GoB structures, rules and regulations. With a view to keep Danida and the GoB informed of the progress of activities, the components/projects will submit progress and financial reports to the Coordination Group through the NPD Office. In the months of January and July each component/project shall submit progress reports covering the progress over the past 12 month period as well as a work plan and budget for the following 12 month period. This procedure has been introduced during Phase I to accommodate the reporting need of both governments (GoB (Jul-Jun) and Danida (Jan-Dec)). The NPD Office will 44

57 consolidate the Component/Project Progress Reports into a Programme Progress Report and submit this to Danida and the GoB by end January and July each year. The consolidated progress report will, as a rule, contain the following information: Present situation as compared to the original (and revised) targets for the reporting period, incl. explanation and solutions on problems and bottlenecks Reporting on the output and cross-cutting indicators Reporting on the linking between outputs and expenditure Work plan and budget/expenditure control Specification of recommended changes and adjustments (incl. budget reallocations) for approval by the relevant authorities. At the end of the programme period a completion report will be prepared as described in Danida s Guidelines for Programme Management and submitted to both GoB and Danida. The basis for the programme completion report will be completion reports prepared by each component/project. The draft completion reports shall be submitted six months before completion of the programme. All reports will be prepared to meet both GoB and Danida information requirements. 9.3 Reviews and Evaluations As part of the sector programme, WSSPS II will be subject to annual Joint Sector Reviews (JSR) undertaken jointly by the Embassy of Denmark and the Bangladesh partners. Reviews may have a different focus or theme from year to year and will not necessarily include full-scale reviews for individual components. The JSR may however at any time decide that an assessment of specific issues should take place. Technical Reviews of the entire sector programme or parts thereof may be carried out during or by the end of the component period. The estimated need for some of these reviews is indicated in the component/project descriptions together with a budget provision. Additional technical reviews could be initiated by the NPD Office or the component/ project management. Budget provision for annual sector reviews and additional technical or thematic reviews is included in the NPD Office budget. The GoB or Danida may wish to evaluate the programme after its completion. A decision to evaluate is, as far as Danida is concerned, made by Danida s Evaluation Secretariat. 9.4 Indicators Tentatively, achievement of the development and immediate objectives will be measured against the Strategic Impact Indicators below. Indicators for measurement of progress of outputs are given in each of the component/project descriptions. 45

58 Programme Imm. Objective 1. Improve hygiene behaviour and practices PSU Coastal Belt HYSAWA CHT HYSAWA NILG NGOF ITN Proportion of GoB funds mobilised and spent for Action Plan for Hygiene Promotion as per SIP through SWAp. % of households in project areas washing their hands with soap/ash after defecation/ before handling foods % of households in project areas washing their hands with soap/ash after defecation/ before handling foods % of households in Project areas washing their hands with soap/ash after defecation/ before handling foods % of households in project areas washing their hands with soap/ash after defecation/ before handling foods 2. To promote community-led sanitation activities Proportion of GoB funds mobilised and spent for CLTS as per SIP and through SWAp. Number of sanitary latrines produced annually by the private sector. % of households in project areas having access to and use hygienic sanitation. % of hardcore poor households in project areas having access to and use hygienic sanitation % of households in project areas having access to and use hygienic sanitation. % of hardcore poor households in project areas having access to and use hygienic sanitation % of households in Project areas having access to and use hygienic sanitation. % of hardcore poor households in Project areas having access to and use hygienic sanitation % of households in project areas having access to and using hygienic sanitation. % of hardcore poor households in project areas having access to and using hygienic sanitation 3. Increase the coverage of safe water supply services for the poor Water Safety Framework formulated and adopted. Independent Water Regulatory Authority established for water quality monitoring. % of households in project areas with access to a functional, adequate, safe and sustainable drinking water supply facility within 50 meters distance % of households in project areas with access to a functional, adequate, safe and sustainable drinking water supply facility within 50 meters distance % of households in Project areas with access to a functional, adequate, safe and sustainable drinking water supply facility within 50 meters distance % of households in project areas with access to a functional, adequate, safe and sustainable drinking water supply facility within 50 meters distance 46

59 Programme Imm. Objective 4. To strengthen the capacity of government, local government institutions and nongovernment stakeholders at all levels to play the roles required to achieve the above three immediate objectives 5. To promote greater devolution of administrative and financial authority to local government institutions PSU Coastal Belt HYSAWA CHT HYSAWA NILG NGOF ITN Proportion of GoB funds mobilised and spent for Institutional Reforms and Capacity Building Package (IR&CBP) as per SIP. % of Unions and Pourashavas with capacity built. Proportion of Government Funds, as well as overall Sector Investments, that are being spent through LGIs. Number of UPs capable of providing WatSan Services LGIs exercise the administrative and financial authorities delegated to them Number of UPs capable of providing WatSan Services LGIs exercise the administrative and financial authorities delegated to them Number of UPs and Headmen/ Karbaris capable of providing WatSan promotion Number of FNGOs operating effectively in providing services to the communities Number of Water Facilities supported by District LGIs exercise the administrative and financial authorities delegated to them NILG capable to carry out TNAs, develop and provide routine training programmes for LGIs, and carry out appropriate impact assessments. % of UPs demonstrating improved accountability and transparency in their tasks and functions including funds and accounts management. Number of UPs capable of providing WatSan Services No. of FNGOs operating effectively in providing services to the UPs No of PSOs providing good quality products No of sector profession als trained and better equipped with knowledge relating to sustainable developme nt of WatSan sector. 47

60 Indicators for Addressing and Mainstreaming Cross-Cutting Issues: Outcome/Impact Indicator Means of Verification 1. General recognition for Cross-cutting issues fully addressed in Sector Review of SDP, cross-cutting issues. Issues fully mainstreamed and routinely addressed in WSS Sector Planning and Implementation Development Programme (SDP) Relevant indicators for cross-cutting issues incorporated in SDP and Sector MIS 2. Gender balanced approaches in WSS service delivery 3. Rights-based approaches in WSS service delivery mainstreamed 4. Good governance in relation to WSS service delivery promoted and mainstreamed 5. Environmental sustainability in WSS Service delivery promoted and mainstreamed 6. Increased overall awareness on HIV/AIDS Gender issues included in relevant WSS manuals, training courses etc. Proportion of men and women members in VDCs and WSS user groups in Project areas Proportion of men and women in relevant component organisations (project staff, NGOs, etc.) Criteria for identifying the hardcore poor, disabled and other disadvantaged groups improved and routinely incorporated in WSS documents, guidelines and designs. Number of hardcore poor, disabled, and other marginalized groups with access to safe WSS services Incidence of human rights violations (child labour, employment conditions, etc.) in the implementation of WSS activities in Project areas Good governance principles and guidelines fully incorporated in WSS manuals, both in the Project areas as well as in the country as a whole Democratic, participatory decision-making in WSS planning and implementation Steps taken to promote publication / circulation of proposals, LGI agendas and decisions; NGO and CBO plans and decisions, administrative processes and procedures etc. Environmental considerations and EIA principles and guidelines incorporated in WSS manuals, both in the Project areas as well as in the country as a whole HIV/AIDS issues included in syllabus for training courses, teachers manuals, community mobilisation guidelines etc. Review of Sector MIS, MIS reports, Project progress reports and work plans Review of documents Project progress reports review of staff field reports Project progress reports, review of staff field reports Review of documents, thematic reviews and sector reviews Relevant Projects staffs field reports Post and ex-post surveys Project reports Review of documents and assessment of actual processes, MIS reports, PSU progress reports Review/assessments of decisionmaking processes Review of minutes/proceedings Project reports, Review of documents and assessment of actual processes Review of documents, Project progress reports 48

61 10. KEY ASSUMPTIONS, RISKS AND CONDITIONS Assumptions, risks and conditions are elaborated in each Component/Project Description. There are a few programme level assumptions and risks that may be valid for all components. These are listed below. Assumptions 1. The GoB will continue to support the present policies in the water supply and sanitation sector, and promote a Sector Development Programme based on these policies. 2. GoB will continue to welcome Danida assistance in the water and sanitation sector. 3. GoB, and in particular, the LGD of MLGRDC, will continue to support the present trends towards decentralisation of authority and resources to local governments. 4. Most local government institutions will be willing to improve their capacity to respond to local demands and deliver efficient water and sanitation services. 5. Recipients of water supply and sanitation services will be willing and able to pay the predetermined installation costs and for operation and maintenance. Risks 1. Changes in the socio-political situation and even individual staff transfers in key positions in GoB departments may result in less positive attitudes towards the WSSPS, which, in turn, may lead to efforts to change the focus and scope of the component activities. As the programme has little influence on such changes, the only mitigation measures that can be taken are to continuously ensure a wide dissemination of the positive programme achievements so that there is little reason for negative attitudes to arise. 2. Key persons in technical departments and (local) government institutions may not see the advantages of adopting new management approaches and may even see such approaches as a threat to their present power and influence. This may result in programme resources being wasted in those institutions. Mitigation measures include the introduction of performance-based criteria for continuing support to the institutions, recognising that some will eventually drop out. 3. Provisions for transparency, accountability and financial control mechanisms may be subverted, resulting in loss or misuse of funds. Mitigation measures that can be taken include regular and special financial and technical audits and value for money studies, with the possible consequence of closing funding for non-performing institutions. 4. Political unrest, strikes and natural disasters such as floods may delay and hamper programme implementation. Such factors are outside the control of programme implementation. 49

62 11. IMPLEMENTATION PLAN Tentative implementation plans can be found in each of the Component/project Descriptions. More detailed plans will be prepared during the six-month inception period envisaged for all components/projects. Annual plans will be prepared for each component/project, reflecting the progress of implementation and the agreed upon adjustments. These plans will be adjusted/updated every half year. During the Inception Phase, the following major activities are foreseen: Recruitment of national consultants and support staff. Preparation of detailed manuals and guidelines on component planning, implementation and reporting. Preparation of financial management manuals specifying rules and regulations for receipt, disbursement, accounting, audits, control and reporting on programme/ component funds. Establishing of the HYSAWA Fund. Procurement of vehicles and other equipment. Preparation of detailed work plans. Preparation of inception reports by component/project management. The inception report prepared by the NPD Office will furthermore contain a detailed strategy and (transition) plan, with benchmarks, for the further alignment/integration of programme implementation modalities and responsibilities with the existing GoB structures, rules and regulations. 50

63 Annex-1: ToR for SPS Steering Committee 51

64 SPS Steering Committee TERMS OF REFERENCE DANIDA Sector Programme Support Water Supply and Sanitation BANGLADESH Dated 52

65 1. INTRODUCTION Danida has a long history of support to the water supply and sanitation in Bangladesh. From 1999 it changed its approach from individual project support to Sector Programme Support (SPS). The second, phase SPS for the Water Supply and Sanitation Sector is designed to contribute to poverty reduction through improved standard of public health and an improved, sustainable environment. The immediate objectives are: (i) to improve hygiene behaviour and practices; (ii) to promote community-led sanitation activities; (iii) to increase the coverage of safe water supply services for the poor; (iv) to strengthen the capacity of government, local government institutions and non-government stakeholders at all levels to play the roles required to achieve the above three immediate objectives; and, (v) to promote greater devolution of administrative and financial authority to local government institutions. The Agreement between the Government of Bangladesh and the Government of Denmark, and the SPS Document were signed on and implementation of SPS began on. The SPS comprises seven components/projects and Danida s total contribution is expected to be DKK million over a five year period The components/projects are: 1. Sector Policy Support Component 2. Water Supply and Sanitation Component - WSS Coastal Belt Project - HYSAWA Fund Project 3. Capacity Building Component - Local Government Institutions Capacity Building Project - NGO and Civil Society Networking Project - Knowledge Development and Training Networking Project 4. Chittagong Hill Tracts HYSAWA Fund Project In line with the SPS Document, and while some of the projects such as NGO Forum and ITN have their own governing bodies to guide their activities, one Steering Committee has been established for the SPS as a whole. At the implementation level, the SPS Steering Committee is supported by a SPS Coordination Group comprising of the respective component managers/directors and advisers. The SPS Coordination Group will be concerned with detailed implementation issues and will be responsible for identifying actions requiring approval of the SPS Steering Committee. 2. OBJECTIVES OF SPS STEERING COMMITTEE The objectives of the SPS Steering Committee are to provide overall guidance and monitor the progress in the implementation of SPS. The SPS Steering Committee will concern itself with matters related to policy and overall implementation of SPS while project level governing bodies will restrict themselves to implementation issues specific 53

66 to individual projects. To make the SPS Steering Committee effective it is essential that only the most important matters are brought up to it e.g., those that cannot be resolved at the lower levels and SPS Coordination Group. 3. SCOPE OF WORK The scope of work of the Steering Committee will include the following: Review and approve the work plans and budgets for the SPS as a whole and, where required, individual SPS components/projects; Review overall progress of SPS components/projects in fulfilling the aims of SPS and providing support to the implementation of National Policy on Water Supply and Sanitation; Review issues of policy concern, overall strategy/goals of SPS and problems with the implementation of SPS components/projects, and, where necessary, recommend remedial actions. Provide recommendations for the design of any future SPS components/projects or revision of existing components/projects; Review proposals for use of unallocated SPS funds for consideration of Joint Sector Reviews (JSR) and High Level Consultations (HLC); Plan for and recommend specific issues that should be considered in the JSR; Recommend where technical assessments are required for components on specific themes that effect SPS as a whole; Follow up on the implementation of the JSR Agreements and decisions of the HLC including any adjustments that need to be made to SPS component/project documents and relevant GoB documents such as DPPs and TPPs; Where necessary, address changes to the management, organisation and procedures of SPS. Minor changes may be approved directly by the SPS Steering Committee but where major changes are considered these must be recommended for review by the JSR and agreed during HLCs; The SPS Steering Committee will have overall responsibility for direction and strategic decisions of SPS implementation and, in the case of NILG, ITN and NGO Forum, shall only exercise authority over activities that are funded through SPS. 4. COMPOSITION OF THE SPS STEERING COMMITTEE Members of the SPS Steering Committee will include the following: Secretary, LGD, MLGRDC (Chairman) Representative of Planning Commission (official rank no lower than Joint Secretary/Chief) Representative of Economic Relations Division (official rank no lower than Joint Secretary/Chief) 54

67 Representative from Implementation, Monitoring and Evaluation Division (IMED) (official rank no lower than Director General) Representative from Ministry of Chittagong Hill Tracts (official rank no lower than Joint Secretary) Joint Secretary, Water Supply Wing, LGD (Member Secretary) Director General, LGD/MEI Wing Deputy Secretary, Water Supply Wing, LGD Senior Assistant Secretary, Water Supply Wing, LGD Chief Engineer, DPHE Project Directors of each of the components/projects Representative, Danish Embassy Director General, NILG Centre Director, ITN Executive Director, NGO Forum SPS Adviser Component/ project Advisers and Programme Officers (NILG, CHT HYSAWA) Representatives from Association of Pourashava & Union Chairman (one from each) Other members co-opted as necessary The SPS Steering Committee will meet at least twice a year. The member secretary/ National Programme Director of the WSSPS (Joint Secretary, Water Wing, LGD) will oversee arrangements for the SPS Steering Committee meetings, and the NPD Office will provide support in coordinating and facilitating arrangements, maintaining records of proceedings, and preparing and distributing minutes. The NPD Office with assistance from the SPS Coordination Group will be responsible for preparing short, consolidated position papers on an annual basis (based on the components progress reports) describing the progress of the SPS, and highlighting issues of overall policy concern and implementation problems that need to be considered by the SPS Steering Committee. The draft agenda for the SPS Steering Committee meetings will be compiled/prepared by the NPD office with assistance/consultation with the component/project Project Directors. The ToR of the SPS Steering Committee will be reviewed at the beginning of each calendar year and, if needed, revised according to the decision of the SPS Steering Committee. 55

68 Annex-2: ToR for SPS Coordination Group 56

69 SPS Coordination Group TERMS OF REFERENCE DANIDA Sector Programme Support Water Supply and Sanitation BANGLADESH Dated 57

70 1. INTRODUCTION Danida has a long history of support to the water supply and sanitation in Bangladesh. From 1999 it changed its approach from individual project support to Sector Programme Support (SPS). The second phase SPS for the Water Supply and Sanitation Sector is designed to contribute to poverty reduction through improved standard of public health and an improved, sustainable environment. The immediate objectives are: (i) to improve hygiene behaviour and practices; (ii) to promote community-led sanitation activities; (iii) to increase the coverage of safe water supply services for the poor; (iv) to strengthen the capacity of government, local government institutions and non-government stakeholders at all levels to play the roles required to achieve the above three immediate objectives; and, (v) to promote greater devolution of administrative and financial authority to local government institutions. The Agreement between the Government of Bangladesh and the Government of Denmark, and the SPS Document were signed on and implementation of SPS began on. The SPS comprises seven components/projects and Danida s total contribution is expected to be DKK million over a five year period The components/projects are: 1. Sector Policy Support Component 2. Water Supply and Sanitation Component - WSS Coastal Belt Project - HYSAWA Fund Project 3. Capacity Building Component - Local Government Institutions Capacity Building Project - NGO and Civil Society Networking Project - Knowledge Development and Training Networking Project 4. Chittagong Hill Tracts HYSAWA Fund Project In line with the SPS Document, and while some of the Components such as NGO Forum and ITN have their own governing bodies to guide their activities, one Steering Committee has been established for the SPS as a whole (see separate ToR). At the implementation level, the SPS Steering Committee is supported by a SPS Coordination Group comprising of the respective component managers/project directors and advisers. As further elaborated in the hereunder presented scope of work, and within the broad mandate provided to them by the SPS Programme Document and the SPS Steering Committee, the Coordination Group is generally expected to address detailed implementation issues. The Group will thus also be responsible for identifying critical issues and make critical recommendations to be presented to, and discussed and/or endorsed by, the SPS Steering Committee. 58

71 2. OBJECTIVE OF THE SPS COORDINATION GROUP The SPS Coordination Group will provide a platform for component/project directors and managers to address common implementation issues. The overall objective of the Group is to forge better understanding, coordination and cooperation among the SPS components/projects in order to ensure coherent and effective support to the objectives of the National Policy for Safe Water Supply and Sanitation in general, and those of SPS in particular. 3. SCOPE OF WORK OF THE SPS COORDINATION GROUP The scope of work will include the following: Facilitate dialogue and information sharing with the SPS stakeholders with a view to promoting a common understanding on the SPS approach and in ensuring that SPS issues are addressed in a coordinated manner and from a common perspective; Act as the link to national level institutions and resources regarding component/project implementation issues requiring actions at levels higher than component/project management; Oversee the establishment of standardised reporting procedures for all components/projects and the development of a common simplified monitoring system (complimenting a sector wide monitoring system) in order to maximise their contribution to the implementation of National Policy; Review progress reports and work plans of all components/projects and recommend these for approval by the SPS Steering Committee. Recommend where coordination, sharing of resources and experience can be enhanced, and where necessary identify new activities (including piloting/action research of new approaches) that would strengthen the overall impact of SPS to the Sector; Ensure that the cross-cutting issues are adequately addressed in all components/projects, with particular emphasis on human rights and good governance Exchange/share information, experience and ideas on SPS implementation and identify specific thematic issues relevant to all components/projects and key to the implementation of National Policy; Assist in guiding the preparation of new/revised component/project descriptions to ensure they meet SPS requirements and support the Sector Development Programme for the implementation of National Policy; In planning for the Joint Sector Reviews (JSR), assist the NPD Office in preparing short, consolidated position papers (based on progress reports) on an annual basis describing the progress of the SPS. Highlight issues of overall policy concern, implementation problems and need for technical assessment, and drafting of ToR for the JSR and relevant technical reviews for consideration/recommendation by the SPS Steering Committee; Propose issues and prepare agenda for SPS Steering Committee meetings. Where needed the SPS Coordination Group will establish SPS Thematic/Working 59

72 Groups to work on specific issues such as (but not limited to) pro-poor strategy, hygiene promotion, private sector participation, cross-cutting issues, capacity building, action research, etc. These Groups will meet/communicate as required by task in hand. Where specific actions are required, components shall nominate a representative to act as the Focal Point for that particular issue/activity. 4. COMPOSITION OF THE SPS COORDINATION GROUP Members of the SPS Coordination Group will include but not be limited to the following: Joint Secretary, Water Supply Wing, LGD, MLGRD&C (Chairman) Deputy Secretary, WSW, LGD (Member Secretary) Deputy Chief, LGD/MEI Senior Assistant Secretary, Water Supply Wing, LGD Component/Project Directors Representative, Embassy of Denmark Director General, NILG Centre Director, ITN Executive Director, NGO Forum SPS Adviser Component Advisers and Programme Officers (NILG, CHT HYSAWA, NPD Office) Other members co-opted as necessary The SPS Coordination Group will meet on a quarterly basis and as needs demand. The member secretary (Deputy Secretary LGD) will oversee arrangements for the SPS Coordination Group meetings while the NPD Office will provide support in coordinating and facilitating arrangements, maintaining records of proceedings, and preparing and distributing minutes. Members of SPS Thematic/ Working Groups shall be selected from relevant representatives of the SPS components/ projects and other agencies external to SPS (government or otherwise). The ToR of the SPS Coordination Group will be reviewed at the beginning of each calendar year and, if needed, revised according to the decision of the SPS Steering Committee. 60

73 Annex-3: ToR for NPD Office 61

74 Terms of Reference Water Supply and Sanitation Sector Programme Support Bangladesh National Programme Director Office (NPD and SPS Adviser) Background Danida has a long history of support to the water supply and sanitation in Bangladesh. From 1999 it changed its approach from individual project support to Sector Programme Support (SPS). The second phase SPS for the Water Supply and Sanitation Sector is designed to contribute to poverty reduction through improved standard of public health and an improved, sustainable environment. The immediate objectives are: (i) to improve hygiene behaviour and practices; (ii) to promote community-led sanitation activities; (iii) to increase the coverage of safe water supply services for the poor; (iv) to strengthen the capacity of government, local government institutions and non-government stakeholders at all levels to play the roles required to achieve the above three immediate objectives; and, (v) to promote greater devolution of administrative and financial authority to local government institutions. The Agreement between the Government of Bangladesh and the Government of Denmark, and the SPS Document were signed in and implementation of SPS began on. The SPS comprises seven components/projects and Danida s total contribution is expected to be DKK million over a five year period ( ). The components/projects are: 1. Sector Policy Support Component 2. Water Supply and Sanitation Component - WSS Coastal Belt Project - HYSAWA Fund Project 3. Capacity Building Component - Local Government Institutions Capacity Building Project - NGO and Civil Society Networking Project - Knowledge Development and Training Networking Project 4. Chittagong Hill Tracts HYSAWA Fund Project Context / SPS Organisation The SPS for the water supply and sanitation sector in Bangladesh has its anchorage point at the Local Government Division (LGD) in the Ministry of Local government, Rural Development and Co-operatives (MLGRD&C). Important partner institutions in the implementation of the SPS/Components include the Ministry of Chittagong Hills Tract Affairs, the Department of Public Health Engineering (DPHE), the National Institute for Local Government (NILG), the Bangladesh University of Engineering Technology (BUET) and NGO Forum, one of the main National NGOs in Bangladesh. At the sector/national level, SPS components have established active formal and informal links 62

75 with other development partners including WB/WSP, ADB, UNICEF, WHO, DFID, WaterAid and a range of other local, regional and international organisations. At the implementation level, SPS components/projects promote and/or facilitate the active participation of users groups, local government institutions, partners NGOs and private sector. Overall coordination, monitoring and steering of the SPS takes place through the SPS Steering Committee chaired by the Secretary LGD and the SPS Co-ordination Group chaired by the Joint Secretary LGD. Both of these are actively supported by the National Programme Director (NPD) Office, to which the Danida SPS Adviser is attached.. The LGD will establish an Office for the overall coordination and management of the SPS. The NPD will be supported and advised by a SPS Adviser, who will assist in the management of the Office. The NPD and the SPS Adviser will be co-signatories for the SPS funds. These Terms of Reference comprise the functions of the NPD Office, for which the NPD is responsible. The SPS Adviser will advise and assist the NPD on all aspects contained in these ToR. The NPD will be the head of the NPD Office and have management and administrative responsibility for the staff and operation of the Office. The NPD will delegate these functions to the SPS Adviser, so that the administrative line for the staff will go through the SPS Adviser to the NPD. The NPD and the SPS Adviser will be co-signatories of the NPD Office account. With regard to issues related to the national framework within which SPS operates, the NPD Office refers and reports to the Secretary, Local Government Division in the Ministry of Local Government Rural Development and Co-operatives. Concerning implementation of SPS in the context of overall Danida support to Bangladesh, the NPD Office refers and reports to the designated Counsellor/First Secretary responsible for the Water Sector at the Embassy of Denmark in Dhaka. The attached diagram presents a schematic overview of the internal organisation of SPS as well as its formal linkages with GoB/LGD and the Embassy of Denmark/Danida. Scope of Responsibility of the NPD Office The NPD Office is expected to establish and strengthen formal and informal linkages and day-to-day coordination between the individual SPS components/projects. The office will assist the Embassy of Denmark and the GoB in management, supervision and monitoring of the SPS as a whole. The NPD Office also acts as a focal point for the interaction with SPS partners, donor agencies and other sector stakeholders. Generally, the NPD Office will not be expected to involve itself in detailed operations/management of the respective components. However, in the case of the LGI Capacity Building Project and the Chittagong Hill Tracts HYSAWA Project, the NPD Office will appoint and supervise Programme Officers as co-signatories to the Project Directors of the Projects. These appointments will be made in agreement with the Embassy of Denmark. 63

76 The NPD Office shall provide strategic direction and guidance to the individual components/projects aiming at fulfilling the relevant objectives and principles of the National Policy 1998, the SPS Document, the SPS Component/Project Descriptions, the Sector Review Agreements and any other global, regional or national policies/strategies relevant to the sector (e.g., Danida policies, MDG, PRSP, etc.). The NPD Office shall, in close partnership with the PSU, closely monitor and coordinate the institutional development activities under each of the components. The NPD Office shall guide and facilitate where necessary the detailed planning of the components and the HYSAWA Fund during the first three months Inception Phase. The NPD Office may also be expected to initiate and actively facilitate the planning of a possible third phase of the Danish SPS to the water sector. The NPD Office shall develop and pursue a detailed transition plan for the further alignment and integration of programme implementation responsibilities with existing Government structures and in line with ongoing initiatives towards donor harmonisation and the adoption of a more programmatic, sector-wide approach. Specific Tasks 1. Overall SPS Co-ordination, Monitoring and Reporting Actively promote and pursue relevant SPS/Danida and GoB/National Policy policies and principles in implementation of WSSPS; Ensure sustained focus in WSSPS II on poverty reduction targets and crosscutting issues such as gender mainstreaming, environment/sustainable development, and human rights and good governance; Monitor the overall organisation and implementation of the SPS and its individual components/projects, and, where required, propose and actively pursue changes required to further improve the local ownership, relevance and overall effectiveness of SPS; Identify and facilitate the development of other/new sector elements to be included in SPS, either under the present components or from unallocated funds; Provide day-to-day secretariat support to the SPS Coordination Group and Steering Committee meetings and promote/facilitate any other (working-level) meetings to improve day-to-day coordination of SPS/sector activities; Participate in existing formal and informal platforms such as the National Forum for WSS and the Local Consultative Sub-Groups for WSS and WRM, etc., aiming at improved sector/donor coordination. Assist/provide concrete inputs (through the Sector Policy Support Component) to the development and establishment of a Sector Development Programme, the development of a pro-poor strategy for the sector and the monitoring/documenting of experiences with sector decentralisation and institutional development, etc.; 64

77 Where relevant/requested, provide specific technical inputs and advice to the Embassy of Denmark/Danida and to the individual components/projects and other partners/stakeholders. Ensure that conditions are set for a performance evaluation of the LGI Capacity Building Component after 2 years of implementation, and organise the evaluation. Facilitate the improvement of SPS reporting and planning/budgeting formats; Monitor, co-ordinate and pursue the preparation and timely submission of SPS component/project progress reports, work plans and budgets; Compile component/project reports and plans at SPS level for submission/approval by GoB and the Embassy of Denmark/Danida; Assist/provide concrete inputs to the identification, preparation, implementation and follow-up of sector reviews, technical assessments, consultations, etc.; 2. SPS Administration and (Financial) Management Establish and manage the SPS central account, to which the NPD and SPS Adviser are co-signatories, including ensuring the timely flow of funds to the SPS components/projects. Ensure that the components/projects submit the required financial accounts on time. Prepare consolidated programme financial accounts for presentation to the Steering Committee. Organise regular financial and technical audits of components/projects and the HYSAWA Fund, and special audits and money-for-value studies when required. Selection of auditors is to be agreed with the Embassy of Denmark. Carry out day-to-day administration and (financial) management of the NPD Office, including guidance/supervision of staff. Establish a NPD Office account for which the NPD and SPS Adviser are cosignatories, prepare budgets and produce timely accounts for NPD Office expenditures. Liaise with, and provide inputs to, the Embassy of Denmark and the individual components/projects on administrative, financial and management matters such as:- preparation and approval of SPS component/project budgets and accounts; selection, recruitment and supervision of Danida technical assistance (local staff and consultants); design and facilitation of sector reviews and technical assessments; selection, monitoring and evaluation of Danida fellowships. Identify and provide relevant technical and logistical inputs and support to sector reviews, technical assessments, studies, etc. 65

78 Annex 3A Overall Responsibilities of the National Programme Director The Joint Secretary, Water Wing, Local Government Division will be the National Programme Director (NPD) of the Danida sponsored Water Supply and Sanitation Sector Programme Support, Phase II. The main responsibilities of the NPD will be as follows: 1. Direct the NPD Office in the manner described in the NPD Office Terms of Reference. Act as a co-signatory, along with the SPS Adviser, for both the SPS Programme account and the NPD Office account. 2. As a Member Secretary of the SPS Steering Committee, ensure that the Committee carries out its functions as described in its Terms of Reference, that it receives the required secretariat support through the NPD Office, that component/project and programme reports are presented to the Steering Committee, that minutes are taken and circulated, and that decisions are implemented. 3. As the Chairman of the SPS Coordination Group, ensure that the Group carries out its functions as described in its Terms of Reference, and ensuring secretariat support to the Group through the NPD Office. In addition to the above responsibilities for the SPS Programme and NPD Office, the NPD will also act as the Project Director of the Sector Support Component, as described in that Component Description. 66

79 Annex 3B Overall Responsibilities of the SPS Adviser The SPS Adviser will assist the National Programme Director (NPD) of the Danida sponsored Water Supply and Sanitation Sector Programme Support, Phase II. The main responsibilities of the SPS Adviser will be as follows: 1. Assist the NPD Office in carrying out the services, tasks and responsibilities described in the NPD Office Terms of Reference. Act as a co-signatory, along with the NPD, for both the WSSPS Programme account and the NPD Office account. 2. Assist the NPD in his/her role as Member Secretary of the SPS Steering Committee and provide relevant inputs to ensure that the Steering Committee carries out its functions as described in its Terms of Reference, that it receives the required secretariat support through the NPD Office, that component/project and programme reports are presented to the Steering Committee, that minutes are taken and circulated, and that decisions are implemented. 3. Assist the NPD in his/her role as the Chairman of the SPS Coordination Group and help ensure that the Group carries out its functions as described in its Terms of Reference. The SPS Adviser will work with and report to the NPD on all matters related to the dayto-day programme implementation. 67

80 Annex-4: Donor Activities in WSS 68

81 Project Title Duration Goal/Development objective Area/ of Union/PS/ City covered Source Fund of Total Fund (Million Taka) Imp. Agency Present Status Remarks Urban City, GoB/Donor CWASA Modunaghat WS Project, 39 Urban City, NGO Continuation of integrated approach towards the access to safe water, safe sanitation and hygiene promotion for the urban poor living in slums and squatter of Dhaka and Chittagong Cities Advancing Sustainable Health in Peri-Urban areas ( ) To deduced diarrhoea diseases by providing safe water 66 months [Oct Mar 2009] 66 months [Oct Mar 2009] Goal: Sustainable improvement in health, quality of life and livelihoods for poor urban communities Goal: Model creation and advocacy for sustainable improvement in health, environmental sanitation and safe water supply to the communities living in highrisk settlements (slums) in urban and periurban areas. Ctg. City GoB & Italy CWASA 60 slums/ 25 Ward/ 12 Thaana/ Dhaka & Chittagong City 15 slums/ 7 Wards/ 2 thanas/ Dhaka City & Narayanganj Paurashava WAB/DFID Dushtha Shasthya Kendra (DSK) On-going WAB/DFID 41.9 Prodipan On-going DFID has provided fund for AESH programme Through WAB (17.75 M Pounds Urban & Rural) Poverty Reduction through Environmental Water Sanitation and Hygiene project (PREWASH) Advancing Sustainable Environmental Health in urban Areas of Chittagong City 66 months [Oct Mar 2009] 66 months [Oct Mar 2009] Goal: The general objective of this project is sustainable improvement the health, quality of human life and livelihoods in the slums and Municipal areas of Dhaka, Chittagong City Corporation and Gazipur Municipality. Goal: Sustainable improvement in health, quality of life and livelihoods for the urban poor 41 slums/ 18 Wards/ 8 thana/ Dhaka & Chittagong City 3 slums/ 3 Ward/ 1 Thana/ Chittagong City WAB/DFID Population Services and Training Centre (PSTC) WAB/DFID NGO Forum for Drinking Water Supply & sanitation On-going On-going Dhaka Water Supply And Sewerage Authority - DWASA Water and Sanitation Initiative for Dhaka Urban Poor 66 months [Oct Mar 2009] Goal: Sustainable improvement in health, quality of life and livelihoods for poor rural communities 28 slums/ 10 Ward/ 4 Thana/ Mirpur area, Dhaka City WAB/DFID Dushtha Shasthya Kendra (DSK) On-going 69

82 Project Title Duration Goal/Development objective Area/ of Union/PS/ City covered Source Fund of Total Fund (Million Taka) Imp. Agency Present Status Remarks Integrated Water, Sanitation and Hygiene Promotion (IWSHP) 66 months [Oct Mar 2009] Goal: The goal of the proposed project is Sustainable improvement in health, quality of life and livelihoods for poor urban communities especially slum dwelling women, adolescents and children. 9 slums/ 5 Ward/ 2 Thana/ Mirpur area, Dhaka City WAB/DFID Assistance for Slum Dwellers (ASD) On-going Sustainable Environmental Sanitation - "Programme for better livelihood and poverty reduction of the Urban Poor" SES. 66 months [Oct Mar 2009] Goal: Poverty reduction through brining the health impact in the lives of the poor slum community. 5 slums/ 2 Ward/ 2 Thana/ Mirpur area, Dhaka City WAB/DFID Association for Realisation of Basic Needs (ARBAN) On-going Integrated Slum Development Project under DWASA initiative Improvement of the Water, Health and Sanitary Condition of the Urban Poor 66 months [Oct Mar 2009] 66 months [Oct Mar 2009] Strengthen slum dwellers to reach and fulfil their basic rights through an Integrated Slum Development Project. Goal: Sustainable improvement in health, water, sanitation, quality of life, and livelihoods of the project 5 slums/ 1 Ward/ 1 Thana/ Mirpur area, Dhaka City 10 slums/ 6 Ward/ 1 Thana/ Mirpur area, Dhaka City WAB/DFID PHULKI On-going WAB/DFID Rural Health and Development Society (RHDS) On-going Water Supply, Sanitation and Hygiene Education-WASHE, ARBAN, WaterAID (October,200 3-March 2009) Sustainable improvement in health, quality of life, and livelihoods for poor rural and urban communities ARBAN Urban Pourashava GoB/Donor DPHE-DANIDA Urban WSS in Coastal Belt (Revised), 42 Environment Sanitation Hygiene and WS in Urban Slums, DPHE, 44 Secondary Towns Infrastructure Development Project-2, 74 (1/7/96-30/6/2005) (1/1/97-31/12/05) (1/7/95-30/9/2005) To reduce incidence of diseases and improve public health through providing safe water, sanitation, hygiene, drainage and solid waste management. GoB & Danida GoB & UNICEF DPHE/ Pourashava DPHE GoB & ADB LGED 2 Pourashav a have commissio ned Pipe WS Project May be extended up to

83 Project Title Duration Goal/Development objective Area/ of Union/PS/ City covered Source Fund of Total Fund (Million Taka) Imp. Agency Present Status Remarks Municipal Services Project, 75 (1/7/98-30/6/2006) The principal objective of the project is to improve environmental and infrastructure service delivery in urban areas. Specially, the project would Strengthen the institutional capacity of selected municipal corporations and secondary towns to plan, finance, implement and operate urban infrastructure services in an efficient and sustainable manner GoB & IDA LGED Poverty Alleviation through Local Participation (Revised)-76 (1/7/98-30/6/2006) The project aims to adopt participatory and partnership approach (PPA) to encourage greater Pourashava and community involvement in developing and executing municipal and infrastructure projects GoB, UNDP & UNICEF LGED Rural, GoB/Donor Rural Hygiene Sanitation and Water Supply Project (RHSWSP) ( Project areas are under Brahmanbaria, Chuadanga, Gaibandha, Jamalpur, Madaripur,Rangpur, Sirajgonj, Rangamati, Bandarban dist.) Bangladesh Arsenic Mitigation Water Supply Project, BAMWSP, 49 DPHE-Danida Coastal Belt Rural WSS Project, DPHE,50 Apr 2000 to June 2005 (1/7/98-30/6/05) (1/7/99-30/6/05) To reduce mortality, morbidity and malnutrition due to diarrhoea and other water borne diseases, especially among poor women and children. To understand the problem of Arsenic Pollution. To Strengthening the Local Government Entities. To provide on site Mitigation Improve health condition of the population residing with in project area and strengthening capacity of DPHE and Local Govt. 35 Upazila and 337 Unions 189 Upazila GoB, IDA, SDC 296 Unions under 8 coastal districts DFID UNICEF, DPHE GoB & Danida Developm ent Phase DPHE 75% achieved. 90% achieveme nt expected by the end of project DPHE Ongoing Approved expenditure for development phase 11.8million 71

84 Project Title Duration Goal/Development objective Area/ of Union/PS/ City covered Source Fund of Total Fund (Million Taka) Imp. Agency Present Status Remarks GoB-DANIDA Arsenic Mitigation Project,,55 (1/1/ /6/2004) To supply arsenic free safe water. Conduct R&D for appropriate technology Screening of tube wells 10 Upazilas with coastal belt GoB & Danida DPHE Bangladesh water Supply Programme Project Community Based WSs (CWSS)- UNDP Central laboratory strengthen Project of DPHE Rural, NGO Promoting 100% Sanitation, Hygiene Behaviour, and Safe Water through Capacity Building of Community Institution 01/07/04-30/06/10 (Aug Dec 2004) 01/07/04-30/06/06 66 months [Oct Mar 2009] To contribute to the MDGs in WSS To provide safe water to the people of BD Ensure sound environment through proper water supply and sanitation Ensure effective water quality monitoring system. Goal: Sustainable improvement in health, quality of life and livelihoods for poor rural communities Country Wide IDA Grant GoB (210.0) DPHE UNDP DPHE Country Wide JICA 340 DPHE 1289 Villages of 63 union in 8 Upazila of six district WAB/DFID Village Education Resource Centre (VERC) Project has just started ongoing Approved Community based hygiene, water and sanitation through GUP approach in congruence with WAB's Rural IPEA SWESHP 66 months [Oct Mar 2009] Goal: Sustainable improvement in health, quality of life and livelihoods for poor rural communities 654 Villages of 39 union in 7 Upazila of three district WAB/DFID Unnayan Shahojogy Team ongoing Sustainable Rural Safe Water Supply and Sanitation project in CHT 66 months [Oct Mar 2009] Goal: Sustainable improvement in health, quality of life and livelihoods for poor rural communities 1031 Villages of 32 union in 9 Upazila of three hill district WAB/DFID Green Hill ongoing Advancing Sustainable Environmental Health (ASEH) in Rural Areas 60 months[april Mar 2009] Goal: Sustainable improvement in health, quality of life and livelihoods for poor rural communities 276 Villages of 30 union in 2 Upazila of two district WAB/DFID NGO Forum for Drinking Water Supply & sanitation ongoing NGOs Arsenic Information & Support Unit NAISU, ASEH - Rural IPEA-SWESHP 66 months [April Mar 2009] Goal: Sustainable improvement in health, quality of life and livelihoods for poor rural communities Union 512, in 42 upazila of 19 districts WAB/DFID 59.3 NGO Forum for Drinking Water Supply & sanitation ongoing 72

85 Project Title Duration Goal/Development objective Area/ of Union/PS/ City covered Source Fund of Total Fund (Million Taka) Imp. Agency Present Status Remarks Resource and Training Centre on Child to Child Approach NGO Forum Water Supply & Sanitation Project, NGO Forum (DANIDA-SPS) Essential Health Care in Rural Development Programme, BRAC (Donor Consortium) Community Managed Arsenic Mitigation Project, DASCOH (Swiss Red Cross) CHT HYSAWA project through Local NGO 66 months [April Mar 2009] (Jan/2000- June,2005) (Jan/1998- On going) (1/1/ /12/2003). 1/7/03-30/06/05 Goal: Sustainable improvement in health, quality of life and livelihoods for poor rural communities Improve public health conditions of the rural poor community residing within the project area. Improve health and hygiene condition of the people under project area Improve health & hygiene condition of the hill people Support to all WAB rural and urban partner 625 Partners NGOs within country WAB/DFID 8.02 PHULKI ongoing Danida NGO-Forum Donor Consortium Swiss Red Cross Arsenic Mitigation Program Mitigation of Arsenic in target area 11 unions Tear Australia & Tear Fund UK Other/TA Projects ITN Institutional Development of WSS Sector, UPI, (TA-1) Support to the National Arsenic Mitigation Programme (SNAMP) /Arsenic Policy Support Unit (APSU) (July/2002- June/2005) (1/7/99-30/06/05) May 2001 to August 2005 Contribute to improved sector capacity to provide sustainable water and sanitation facilities Efficient management of sustainable water supply and sanitation facilities in Bangladesh. Addressing the arsenic crisis in Bangladesh, particularly for the poor through improved knowledge, awareness and delivery mechanisms, including support to the Arsenic Policy Support Unit BRAC 3.40 DASCOH Danida Local NGOS HEED Danida ITN Working within BUET the WSS Sector Danida LGD Working under LGD for WSS Country wide DFID LGD Developm ent Phase Sector 73

86 Project Title Duration Goal/Development objective Area/ of Union/PS/ City covered Source Fund of Total Fund (Million Taka) Imp. Agency Present Status Remarks Action Research on Community Based Arsenic Mitigation in 15 Upazila (TA-4) (1/7/ /9/2005) a) Introduce and demonstrate the alternative water supply options and ensure social acceptability c) Identification & Management of arsenic patients. 15 Upazila Unicef DPHE_UNIC EF Arsenic Free WS for Socio- Economic and Livelihood Development, RDA Bogra (1/&/ /6/2006) Pipe Line Projects (subject to funding) Community latrine installation 1/7/03- Project Near by important place 30/6/05 Sewerage system development of Dhaka city(part 1 & 2) Pagla Kallyanpur water treatment plant North Dhaka sewerage treatment plant and associate sewerage system project Fourth Water Supply Project (phase 2) Storm water drainage system improvement project in Dhaka City (Phase 2) Water quality monitoring project at district level Integrated Sanitation Development Project at dist. H.Q Feasibility Study on 3rd Chittagong Water Supply Project 01/7/01-30/06/05 01/07/03-30/06/08 01/07/00-30/06/07 01/07/03-30/06/05) 1/07/04-30/06/08 01/07/04-30/06/09 01/07/04-30/06/09 Reduce the water diseases by improving sewerage system RDA Dhaka City Cop. GoB & ADB Dhaka City Cop. Dhaka City Cop. Japan (1618.7) Ensure safe water for the city dwellers Dhaka City Cop. China ( ) Dhaka City Cop. China (5648.1) Dhaka City Cop. Danida (1931.8) Dhaka City Cop. Japan (878.3) Dist. Pourashava H.Q (683.2) DWASA DWASA DWASA DWASA DWASA DPHE Approved Unapproved Unapproved Unapproved Unapproved LGED Unapproved ( ) CWASA Preparation of master Plan aiming at 2025 for Chillagong Metropolitan city area situated on both left and right bank of Karnafuli 74

87 Project Title Duration Goal/Development objective Area/ of Union/PS/ City covered Source Fund of Total Fund (Million Taka) Imp. Agency Present Status Remarks Karnafuli Water Supply Project (Phase-I) Madunaghar Water Supply project (Phase-II) Karnafuli Water Supply Project (Phase-II) Karnafuli Water Supply Project (Phase-III) Muhuri Water Supply Project (Phase-I) Muhuri Water Supply Project (Phase-II) Kumira-Sitakunde Hill Water Reservoir Project ( ) JBIC 6000 CWASA JBIC will send consultant in March2005 for formation of the project ( ) 1200 CWASA ( ) 3600 CWASA ( ) 9600 CWASA ( ) 7500 CWASA ( ) 4000 CWASA ( ) 2000 CWASA Rehabilitation of old Pipelines ( ) 200 CWASA 75

88 Annex-5: Organogram of LGD 76

89 Secretary Total Man Power = 198 Personal Secretary Personnel-5 1 x Personal Secretary 1 x Personal Officer 1 x Office Asst. Cum Typist 2 x MLSS Joint Secretary (Admin) Joint Secretary (WS) Joint Secretary (Development) DG (MEE Wing) Personnel-3 Personnel-3 Personnel-3 Personnel-3 1 x Jn.Secretary 1 x Personal Officer 1 x MLSS 1 x Jn.Secretary 1 x Personal Officer 1 x MLSS 1 x Jn.Secr etary 1 x Personal Officer 1 x MLSS 1 x DG 1 x Personal Officer 1 x MLSS Deputy Secretary (Law) Deputy Secretary (Admin) Deputy Secretary (Audit) Deputy Secretary (Upazila) Deputy Secretary (Pub. Health & WASA) Deputy Secretary (Engg. Department) Deputy Secretary (Poura) Deputy Secretary (MEE) Director (Inspection - 1) Director (Inspection - 2) Deputy Chief (Planning Dev.) Personnel-3 1 x DS 1 x Personal Officer 1 x MLSS Personnel-3 1 x DS 1 x Personal Officer 1 x MLSS Personnel-3 1 x DS 1 x Personal Officer 1 x MLSS Personnel-3 1 x DS 1 x Personal Officer 1 x MLSS Personnel-3 1 x DS 1 x Personal Officer 1 x MLSS Personnel-3 1 x DS 1 x Personal Officer 1 x MLSS Personnel-3 1 x DS 1 x Personal Officer 1 x MLSS Personnel-3 1 x DS 1 x Personal Officer 1 x MLSS Personnel-3 1 x DS 1 x Personal Officer 1 x MLSS Personnel-3 1 x DS 1 x Personal Officer 1 x MLSS Personnel-3 1 x DS 1 x Personal Officer 1 x MLSS Sr. Asst. Secretary (Law - 1) Sr. Asst. Secretary (Project Imple.-1) Sr. Asst. Secretary (Audit - 1) Sr. Asst. Secretary (Upazila - 1) Sr. Asst. Secretary (PAS - 1) Sr. Asst. Secretary (Eng. Dept. - 1) Sr. Asst. Secretary (Poura-1) Sr. Asst. Secretary (Monitoring-1) Sr. Asst. Secretary (Evaluation-1) Sr. Asst. Secretary (Inspection-2) Sr. Asst. Secretary (Inspection-1) Sr. Asst. Chief Programmer (Computer Div.) Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Sr. Asst. Secretary (Law - 2) Personnel-2 1 x sr. Asst. Sec. 1 x Steno Typist Sr. Asst. Secretary (Project Imple.-2) Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Sr. Asst. Secretary (Project Imple.-4) Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Admin & Training Personnel-6 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x Office Secretary 1 x Typist 1 x MLSS Receive & Dispatch Personnel-5 1 x Admin. Officer 2 x Office Secretary 1 x Dup. Mach. Oper. 1 x MLSS Accounce Officer Personnel-8 1 x Accounce Officer 1 x Accountant 1 x Asst. Accountant 1 x Cashier 1 x Office Secretary 1 x Typist 1 x Cash Sarker 1 x MLSS Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Sr. Asst. Secretary (Audit - 2) Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Sr. Asst. Secretary (Upazila - 2) Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Sr. Asst. Secretary Union Parishad (Project Imple.-3) Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Sr. Asst. Secretary (PAS - 2) Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Sr. Asst. Secretary (PAS - 3) Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Sr. Asst. Secretary (Eng. Dept. - 2) Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Sr. Asst. Secretary (Poura-2) Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Sr. Asst. Secretary (Poura-3) Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Sr. Asst. Secretary (Monitoring-2) Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Sr. Asst. Secretary (Monitoring-3) Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Sr. Asst. Secretary (Monitoring-4) Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Sr. Asst. Secretary (Evaluation-2) Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Sr. Asst. Secretary (Evaluation-3) Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Statistic Unit Personnel-4 4 x Asst. Statistic Officer Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Personnel-4 1 x sr. Asst. Sec. 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Asst. Chief - 2 Personnel-3 1 x Asst. Chief 1 x Office Asstant Cum Typist 1 x MLSS Personnel-4 1 x sr. Asst. Chief 1 x Admin. Officer 1 x Steno Typist 1 x MLSS Previlizing Stuff for Minister and Deputy Minister's Office Class I = 3 persons Class III = = 4 persons Class IV = 6 persons Total = 13 persons Asst. Chief - 2 Personnel-3 1 x Asst. Chief 1 x Office Asstant Cum Typist 1 x MLSS Personnel-3 1 x Programmer 2 x Operator 77

90 Annex-6: Organogram of DPHE 78

91 Chief Engineer Additional Chief Engineer (Planning) Additional Chief Engineer (Works) S.E. (G.W.E. & Dev Circle) S.E. Planning Circle S.E. Store Circle S.E. Chittagong Circle S.E. Chittagong Hill Tract Circle S.E. Dhaka Circle S.E. Barisal Circle S.E. Khulna Circle S.E. Rajshahi Circle S.E. Rangpur Circle E.E. GWE & DEV. Division 4-Zonal Laboratory E.E. R&D E.E. Design Division E.E. Planning Division E.E. P & C Division E.E. S.I.R Division E.E. Computer Division E.E. Central Store Division E.E. M&E Division E.E. Store Division, Chittagong E.E. Store Division, Khulna Office of the E.E Nos. Office of the SDE - 8 Nos. Office of the SAE - 97 Nos. Office of the E.E. - 3 Nos. Office of t he SDE - 6 Nos. Office of the SAE - 25 Nos. Office of the E.E Nos. Office of the SDE - 5 Nos. Office of the SAE - 92 Nos. Office of the E.E Nos. Office of the SDE - 4 Nos. Office of the SAE - 65 Nos. Office of the E.E Nos. Office of the SDE - 3 Nos. Office of the SAE - 58 Nos. Office of the E.E. - 6 Nos. Office of the SDE - 2 Nos. Office of the SAE - 49 Nos. Office of the E.E Nos. Office of the SDE - 3 Nos. Office of the SAE - 74 Nos. E.E. Training Division E.E. Store Division, Natore E.E. Monitoring Division Revenue Temp. Revenue Development 79

92 Annex-7: Organogram of WSSPS II 80

93 81 WSSPS Phase II, Programme Document