Project

Term Paper on A Study on Effective Leadership
Submitted To:
Mr. Md. Mahbub Alam

Associate Professor
Dept. of Management Studies
Comilla University
Table of Contents
Abstract.......................................................................................................................................................3
1.0 Introduction...........................................................................................................................................5
2.0 Literature Review..................................................................................................................................9
3.1 Important Rural Infrastructure improvement project in sylhet division..............................................13
3.1.1 Project Information Table...........................................................................................................13
3.1.2 Objectives of the project :...........................................................................................................14
3.1.3 Components :...............................................................................................................................15
3.1.4 Geographical location..................................................................................................................17
3.1.5 Project Implementation strategy.................................................................................................18
3.1.6 Project Management...................................................................................................................18
3.1.6.1 Project director......................................................................................................................18
3.1.6.2 Key Persons.......................................................................................................................19
3.1.7 Project activities :.........................................................................................................................19
A)3.1.7.1 Current Activities.............................................................................................................19
3.1.7.2 Project schemes Details List (Sylhet District) - update date-13/8/20..................................19
3.1.8 Project Field visit..........................................................................................................................36
3.1.9 Project annual work plan.............................................................................................................36
3.2 Cash Transfer Modernization Project..................................................................................................37
3.2.1 PROJECT DESCRIPTION.................................................................................................................38
3.2.2 Organizations...............................................................................................................................39
3.2.3 Financing (in US$, millions)..........................................................................................................39
3.2.4 Components.................................................................................................................................39
3.2.5 Expected Disbursements (in US$, millions).................................................................................40
3.2.6 Project Cost and Financing...........................................................................................................40
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3.2.7 Project Objectives.......................................................................................................................41
3.2.8 Project Beneficiaries....................................................................................................................42
3.2.9 components.................................................................................................................................42
3.2.10 Systematic Operations Risk ‐Rating Tool (SORT)......................................................................47
3.2.11 Project Team.............................................................................................................................48
3.2.12 Result chain of CTM...................................................................................................................50
3.2.13 Implementation........................................................................................................................51
3.2.14 Results Monitoring and Evaluation...........................................................................................52
3.2.15 Sustainability..............................................................................................................................52
3.2.16 Economic and Financial Analysis...............................................................................................54
3.2.17 News...........................................................................................................................................57
3.3 Bangladesh Scaling-up Renewable Energy Project..............................................................................58
3.3.1 Organizations...............................................................................................................................59
3.3.2Components..................................................................................................................................59
3.3.3 Project Financing Data (US$, Millions)........................................................................................59
3.3.3.1 SUMMARY.............................................................................................................................59
3.3.3.2 Details NewFinEnh1..............................................................................................................60
3.3.4 Expected Disbursements (in US$, Millions).................................................................................61
3.3.5 Risk category................................................................................................................................61
3.3.6 Project Objective..........................................................................................................................62
3.3.8 PDO-Level Results Indicators.......................................................................................................62
3.3.9 Project Description......................................................................................................................63
3.3.9.1 Project Components..............................................................................................................63
3.3.9.2 Project Cost and Financing.....................................................................................................66
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3.3.10 Implementation.........................................................................................................................68
3.3.11 Results Monitoring and Evaluation...........................................................................................69
3.3.12 Sustainability..............................................................................................................................69
3.3.13 Economic and Financial (if applicable) Analysis........................................................................70
3.3.14 Photo Gallery.............................................................................................................................72
3.3.15 News...........................................................................................................................................73
3.3.15.1 Bangladesh secures financing for 310MW renewable energy project from world Bank....73
3.3.15.2. The renewable energy project will help in mobilising up to $212m (£174.17m)................74
3.3.15.3 : 500MW solar power plant soon..........................................................................................75
3.4 Emergency Multi-Sector Rohingya Crisis Response Project (EMCRP).................................................76
3.4.1 Project Description......................................................................................................................77
3.4.2 Project objectives.........................................................................................................................78
3.4.3 Project development indicator....................................................................................................79
3.4.4 components:................................................................................................................................79
3.4.6 Emergency Multi-Sector Rohingya Crisis Response Project influence Area...............................89
3.4.7 Project Management...................................................................................................................89
3.4.8 Geographical Coverage................................................................................................................90
3.4.9 Current Activities.........................................................................................................................91
3.4.9.1 Project Activities....................................................................................................................91
3.4.9.2 Schemes Details - (update Date -22/08/2020)......................................................................91
3.4.10 Implementing agency................................................................................................................92
3.4.10.1 Institutional and Implementation Arrangements................................................................92
3.4.10.2 Coordination........................................................................................................................93
3.4.11 Expected Environmental and Social Impacts.............................................................................94
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3.4.11.1 Environmental Impacts........................................................................................................95
3.4.11.2 Social Impacts......................................................................................................................96
3.4.12 Rohingya Camps in Coxs Bazar: Activities of 41 NGOs halted for misdeeds ..............................99
3.4.13 Photo Gallery...........................................................................................................................101
4.1 Findings.............................................................................................................................................103
4.2 Recommendations.............................................................................................................................104
5.0 Conclusion.........................................................................................................................................105
Appendix.................................................................................................................................................106
Abstract
Growth can best be described as a process of transformation. Economic growth the process by
which a nations wealth increases over time . economic growth is usually measured in terms of an
increase in Gross Domestic Product (GDP) over time or an increase in GDP per head of
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population to reflect its impact on living standards over time. An effective leader is able to
raising the economic growth rate of any country. Our leader ( honorable prime minister) do that .
thats why our country( Bangladesh) take a seat in developing country . she conducting many
development activities for achieving that place and tries best to maintain that place. (1)
improvement of rural infrastructure of sylhet division is To provide rural communities with
improved access to social services and economic opportunity, agriculture production,
infrastructure facilities etc. (2) cash transfer modernization is to improve the transparency and
efficiency of selected cash transfer programs for vulnerable populations by modernizing service
delivery. (3) Scaling-up Renewable Energy to increase installed generation capacity of, and
mobilize financing for, renewable energy in Bangladesh. (4) Emergency Multi-Sector Rohingya
Crisis Response is to strengthen the Government of Bangladesh systems to improve access to basic
services and build disaster and social resilience of the displaced Rohingya population.
1.0 Introduction
A leader is "a person who influences a group of people towards the achievement of a goal". A
leader is the head guy or gal, the one running the show. president is the leader of a country
whose decisions make a difference to the whole population. A leader is the one in the charge, the
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person who convinces other people to follow. A great leader inspires confidence in other people
and moves them to action. ... A leader comes first in line in a parade or a social system and
gets a lot of attention, but ultimately, a leader needs followers. A leader by its meaning is one
who goes first and leads by example, so that others are motivated to follow him. This is a basic
requirement. To be a leader, a person must have a deep-rooted commitment to the goal that he
will strive to achieve it even if nobody follows him!
An effective leader is a person with a passion for a cause that is larger than they are. Someone
with a dream and a vision that will better society, or at least, some portion of it. Also, without
passion, a leader will not make the necessary courageous and difficult decisions and carry them
into action.
As well as providing direction, inspiration, and guidance, good leaders exhibit courage, passion,
confidence, commitment, and ambition. They nurture the strengths and talents of their people
and build teams committed to achieving common goals. The most effective leaders have the
following traits in common.
 Share Their Vision
 Lead By Example
 Demonstrate Integrity
 Communicate Effectively
 Make Hard Decisions
 Recognize Success
 Empower Others
 Motivate and Inspire
Sheikh Hasina (born 28 September 1947), also known by her married name Sheikh Hasina
Wazed , is a Bangladeshi politician serving as the 10th Prime Minister of Bangladesh, having
held the office since January 2009. Having previously served as Prime Minister for five years,
she is the longest-serving Prime Minister in the history of Bangladesh. (wikipedia, 2020)
Hasina is the daughter of Bangladesh's first President Sheikh Mujibur Rahman, the eldest of his
five children. Her political career has spanned more than four decades. She previously served as
Opposition Leader from 1986 to 1990, and 1991 to 1995, then as Prime Minister from 1996 to
2001. She has been leading the Bangladesh Awami League (AL) since 1981. In 2008, she
returned as Prime Minister with a landslide victory. In January 2014, she became Prime Minister
for a third term in an unopposed election, as it was boycotted by the Opposition, and criticised by
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international observers. She won a fourth term in December 2018, following an election marred
with violence and criticised by the Opposition as being rigged.
Hasina is considered one of the most powerful women in the world, ranking 26th on Forbes' list
of The World's 100 Most Powerful Women in 2018, and 30th in 2017. She has also made a list
of "top 100 Global Thinkers" of the present decade. Hasina is a member of the Council of
Women World Leaders, an international network of current and former female presidents and
prime ministers.
Under her tenure as Prime Minister of Bangladesh, Bangladesh has experienced democratic
backsliding. Hasina was not in Bangladesh when her father, and most of her family, were
assassinated on 15 August 1975 during a military coup d'état by members of the Bangladesh
Army. She was in West Germany where her husband, M. A. Wazed Miah, was working as a
nuclear physicist. She moved to Delhi in late 1975 and was provided asylum by India. Her son,
Sajeeb Wazed Joy, studied at Indian boarding schools. During her time in India Hasina was not
involved in politics, but became close friends with Suvra Mukherjee, wife of the future Indian
President Pranab Mukherjee.
Hasina was not allowed to return to Pakistan until after she was elected to lead the Awami
League Party on 16 February 1981, and arrived home on 17 May 1981. She is the aunt of British
MP Tulip Siddiq.
While living in self-exile in India, Hasina was elected President of the Bangladesh Awami
League (AL) in 1981. The AL has been described as a "left-of-center" party. \Hasina and AL
participated in the 1986 Bangladeshi general election held under President Hussain Muhammad
Ershad. She served as the leader of the Parliamentary Opposition in 19861987. She led an
eight-party alliance as opposition against Ershad.[27] Hasina's decision to take part in the
election had been criticised by her opponents, since the election was held under martial law, and
the other main opposition group boycotted the poll. However, her supporters maintained that she
used the platform effectively to challenge Ershad's rule. Ershad dissolved the parliament in
December 1987 when Hasina and her Awami League resigned in an attempt to call for a fresh
general election to be held under a neutral government. During November and December in
1987, a mass uprising happened in Dhaka and several people were killed, including Noor
Hossain, a Hasina supporter.
After several years of autocratic rule, widespread protests and strikes had paralysed the
economy. Government officers refused to follow orders and resigned. Members of the
Bangladesh Rifles laid down their weapons instead of firing on protestors and curfew was openly
violated. Hasina worked with Khaleda Zia in organizing opposition to Ershad. A huge mass
protest in December 1990 ousted Ershad from power when he resigned in favour of his vice
president, Justice Shahabuddin Ahmed, the Chief Justice of the Bangladesh Supreme Court. The
caretaker government, headed by Ahmed, administered a general election for the parliament. The
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Bangladesh Nationalist Party led by Khaleda Zia won a general majority, and Hasina's Awami
League emerged as the largest opposition party. Among three constituencies Hasina fought, she
lost in two and won in one. Accepting election defeat, She offered her resignation as the party
president but stayed on at the request of party leaders.
The Digital Bangladesh program was launched in 2009. It aims to be at the forefront of
achieving Honorable Prime Minister Sheikh Hasinas vision of transforming Bangladesh into a
country of the digital economy by 2021 and a knowledge-based economy by 2041. The four
pillars of Digital Bangladesh - Human Resource Development, Connecting Citizens, Digital
Government, and Promotion of ICT Industry - are playing a central role in aiding this fantastic
growth story. Today more than 120 Bangladeshi companies are exporting ICT products worth
nearly USD 1 Billion to 35 countries. We plan to take this to USD 5 Billion by 2025. Honorable
Prime Minister Sheikh Hasina has declared Bangladesh is becoming a peaceful, prosperous and
developed country by 2041 by implementing the vision 2041 By this time, the governance
system of Bangladesh will be decentralized. "Bangladesh will turn into a developed nation with
US$ 16,000 per capita income and poverty will be a matter of distant past in this Sonar Bangla
(Golden Bangla) in 2041- said Honorable Prime Minister Sheikh Hasina.
She gave the nation a new vision Vision 2021, transforming Bangladesh into a middle-income
country. She gave Bangladeshis the dream of Digital Bangladesh- an IT-based country. Four
decades into independence, she has brought solace for 3 million martyrs and their families by
initiating the much-awaited war crimes trial. Prime Minister Sheikh Hasina led the country to
witness the economy growing at a record pace. Her prudent leadership ensured the primary
school enrolment rate reaching the highest it has ever been. Her visionary approaches to women
empowerment earned her global acclamation. During her first tenure, she made the peace treaty
ending decades-long conflict in CHT. Most importantly, she is the custodian of the spirit of
1971-Liberation War of Bangladesh. Elected the Prime Minister for the fourth time in 2019, she
is putting her best to build a poverty and hunger-free country as envisioned by her father the
father of the nation - Bangabandhu Sheikh Mujibur Rahman.
On December 12, 2008 evening, Sheikh Hasina presented the charter of change - the election
manifesto of Awami League which later became the unanimously accepted charter in the ninth
parliamentary election. In the election, her party won 264 seats out of 300. The charter outlined
the nations roadmap to become a middle-income country within 2021.Under her leadership, the
national GDP crossed 8% milestone. The present per capita income increased to 2064 USD.
Poverty rate has been reduced by 20%. One crore people have been employed. She herself is one
of the top 100 women in the world. She works untiringly to transform the fate of the country s
women as well. Her remarkable contribution to women and girls education earned her Tree of
Peace award by UNESCO. Her policies have turned around 20 million lives. The United Nations
General Assembly has adopted her six-point resolution on poverty. In addition, many state-
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premiers and international organisations working on reducing poverty have come up with
effusive praises for her. During the first term, her government constructed Jamuna Multi-purpose
bridge, 11th largest bridge of the world. In the wake of the devastating 1998-flood, her
government supplied food to around 20 million helpless people. Some remarkable achievements
also took place in that regime gaining food security, 21st February (mother language day of
Bangladesh) getting recognized as the International Mother Language Day.
For her contribution in expanding information technology, ensuring healthcare to the grassroots
level, improvement of societys distress people through safety net programme and success in
poverty alleviation, she has been honored with 'South-South Cooperation Visionary' Award of
United Nations. For building a healthy future for her people and to set an example for the
developing countries, Sheikh Hasina put her best to ensure a healthy mother and healthy child.
This tireless effort came with achievement in 2011 as Bangladesh achieved the Millennium
Development Goal of reducing child mortality by 50 percent well ahead of 2015. UNICEF
awarded her with the Champion of Youth Development award 2019. During the Corona-crisis in
Bangladesh, her leadership has been praised by world leaders and organizations.
Sheikh Hasina led Bangladesh to the path to democracy. With her untiring struggle and dynamic
leadership, she had been succeeded in her attempt to free the country from the deadly clutch of
the military regime in 1990 through the all-party political movement.
Source : https://en.m.wikipedia.org/wiki/Sheikh_Hasina; visit :10.30 am, 23 august 2020

https://managementhelp.org/leadership/development/leader; visit: 1.00am, 22 august 2020
2.0 Literature Review

Economic growth is a macro-economic concept which refers to a rise in real national income,
which is sustained over two consecutive quarters of a year. In simplest terms, economic growth
refers to an increase in aggregate production in an economy. Often, but not necessarily,
aggregate gains in production correlate with increased average marginal productivity. That leads
to an increase in incomes, inspiring consumers to open up their wallets and buy more, which
means a higher material quality of life or standard of living. (staff, 2020)
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Economic growth is an increase in the production of goods and services over a specific period.
To be most accurate, the measurement must remove the effects of inflation.
Economic growth creates more profit for businesses. As a result, stock prices rise. That gives
companies capital to invest and hire more employees. As more jobs are created, incomes rise.
Consumers have more money to buy additional products and services. Purchases drive higher
economic growth. For this reason, all countries want positive economic growth. This makes
economic growth the most-watched economic indicator. Gross domestic product is the best way
to measure economic growth. It takes into account the country's entire economic output. It
includes all goods and services that businesses in the country produce for sale. It doesn't matter
whether they are sold domestically or overseas. (amadeo, 2020)
GDP measures final production. It doesn't include the parts that are manufactured to make a
product. It includes exports because they are produced in the country. Imports are subtracted
from economic growth. Most countries measure economic growth each quarter. The most
accurate measurement of growth is real GDP. It removes the effects of inflation. The GDP
growth rate uses real GDP.
Economic growth is the most powerful means of reducing poverty, moreover, although debated,
a large body of empirical literature provides ample evidence that trade liberalization and trade
openness have a positive impact on economic growth. No country has successfully developed its
economy by turning its back on international trade and long-term foreign direct investment.
(OECD, 2011: 14)
A successful pro-poor growth strategy would thus need to have, at its core, measures for
sustained and rapid economic growth. These measures include macroeconomic stability, well-
defined property rights, trade openness, a good investment climate, an attractive incentive
framework, well functioning factor markets, and broad access to infrastructure and education.
(Cord, 2007: 19)
Simply privatizing as much of the nation's activities as possible and expecting the private sector
to work miracles has not always resulted in great success, as any nation's economy is complex
and requires government-sponsored or supported institutions as well as actions by the private
sector (North, 2005).
Pietrobelli (2007) agreed the private sector is needed for economic growth and poverty reduction
and advocated governments and development programs get more directly involved in helping
firms in developing economies by assisting in establishing linkages with international and
multinational firms and providing financial resources and investments while also helping firms
gain access to export markets.
Rodrik (2005) has found common principles being followed in successful economies include (1)
providing effective property rights protection, (2) macroeconomic stability, (3) effective
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regulations of the financial sector, (4) providing a supportive environment for the private sector
and (5) integrating with the global economy. However, the author also explained it is easier to
come up with a list of the desirable end results than make specific recommendations on how to
make these results become a reality.
Growth remains the essential measure of national economic success and governments continue to
assume responsibility for managing macroeconomic tools to achieve conditions favorable to
growth (O'Bryan, 2009: 180).
Economic growth is an increase in the capacity of an economy to produce goods and services,
compared from one period of time to another. It can be measured in nominal or real terms, the
latter of which is adjusted for inflation. Traditionally, aggregate economic growth is measured in
terms of gross national Product (GNP) or gross domestic product (GDP), although alternative
metrics are sometimes used. (Economic Growth, by Nobel Prize winner Paul Romer, from the
Concise Encyclopedia of Economics)
A developed economy is typically characteristic of a developed country with a relatively high

level of economic growth and security. Standard criteria for evaluating a country's level of
development are income per capita or per capita gross domestic product, the level of
industrialization, the general standard of living, and the amount of technological infrastructure.
(majaski, 2020)
Indeed 'development' and 'economic development' have often been treated as synonymous
concepts. The economic development of a country or society is usually associated with (amongst
other things) rising incomes and related increases in consumption, savings, and investment
Economists usually measure economic growth in terms of gross domestic product (GDP) or
related indicators, such as gross national product (GNP) or gross national income (GNI) which
are derived from the GDP calculation. GDP is calculated from a country's national accounts
which report annual data on incomes, expenditure and investment for each sector of the
economy. Using these data it is possible to estimate the total income earned in the country in any
given year (GDP) or the total income earned by a country's citizens (GNP or GNI).
GNP is derived by adjusting GDP to include repatriated income that was earned abroad, and
exclude expatriated income that was earned domestically by foreigners. In countries where
inflows and outflows of this sort are significant, GNP may be a more appropriate indicator of a
nation's income than GDP.
There are three different ways of measuring GDP
 The income approach
 The output approach
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 The expenditure approach
The income approach, as the name suggests measures people's incomes, the output approach
measures the value of the goods and services used to generate these incomes, and the expenditure
approach measures the expenditure on goods and services. In theory, each of these approaches
should lead to the same result, so if the output of the economy increases, incomes and
expenditures should increase by the same amount. (soas academic , n.d.)
Figures for economic growth are usually presented as the annual percentage increase in real
GDP. Real GDP is calculated by adjusting nominal GDP to take account of inflation which
would otherwise make growth rates appear much higher than they really are, especially during
periods of high inflation.
The economy of Bangladesh is a developing market economy. It's the 35th largest in the world in
nominal terms, and 30th largest by purchasing power parity; it is classified among the Next
Eleven emerging market middle income economies and a frontier market. In the first quarter of
2019, Bangladesh's was the world's seventh fastest growing economy with a rate of 7.3% real
GDP annual growth.[39] Dhaka and Chittagong are the principal financial centers of the country,
being home to the Dhaka Stock Exchange and the Chittagong Stock Exchange. The financial
sector of Bangladesh is the second largest in the Indian subcontinent. Bangladesh is one of the
world's fastest growing economies.
In the decade since 2004, Bangladesh averaged a GDP growth of 6.5%,that has been largely
driven by its exports of readymade garments, remittances and the domestic agricultural sector.
The country has pursued export-oriented industrialization, with its key export sectors include
textiles, shipbuilding, fish and seafood, jute and leather goods. It has also developed self-
sufficient industries in pharmaceuticals, steel and food processing. Bangladesh's
telecommunication industry has witnessed rapid growth over the years, receiving high
investment from foreign companies. Bangladesh also has substantial reserves of natural gas and
is Asia's seventh largest gas producer. Offshore exploration activities are increasing in its
maritime territory in the Bay of Bengal. It also has large deposits of limestone. The government
promotes the Digital Bangladesh scheme as part of its efforts to develop the country's growing
information technology sector.
Bangladesh is strategically important for the economies of Northeast India, Nepal and Bhutan, as
Bangladeshi seaports provide maritime access for these landlocked regions and countries. China
also views Bangladesh as a potential gateway for its landlocked southwest, including Tibet,
Sichuan and Yunnan.
As of 2019, Bangladesh's GDP per capita income is estimated as per IMF data at US$5,028
(PPP) and US$1,906 (nominal). Bangladesh is a member of the D-8 Organization for Economic
Cooperation, the South Asian Association for Regional Cooperation, the International Monetary
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Fund, the World Bank, the World Trade Organization and the Asian Infrastructure Investment
Bank. The economy faces challenges of infrastructure bottlenecks, bureaucratic corruption, and
youth unemployment. (wikipedia, 2020)
Source : https://www.soas.ac.uk/cedep-demos/000_P516_EID_K3736-Demo/unit1/page_10.htm
https://www.sciencedirect.com/topics/economics-econometrics-and-finance/economic-growth
https://www.investopedia.com/terms/e/economicgrowth.asp
https://www.economicsonline.co.uk/Definitions/Growth.html
https://www.econlib.org/library/Topics/College/economicgrowth
https://en.m.wikipedia.org/wiki/Economy_of_Bangladesh
visit : 28 october,2020; 11.15 AM
3.1 Important Rural Infrastructure improvement project in sylhet

division
3.1.1 Project Information Table (government, n.d.)
Short Title SDIRIIP
Project code
224117200
Project name
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Important Rural Infrastructure Improvement
project in Sylhet division
Name of PD
Syed Shafiqul Islam
Date of Approval
13-09-2017
Starting Date
July-2017
Completion Date
June 2022
Project cost Total GOB PA
121435.00 Lakh N/A
121435.00 Lakh
Commulative expenditure 3552.000 (In Lac Taka )
Physical progress (%) 28
Ministry LGRD
Implementing Agency LGED
Status On going investment project
Sector Rural
The project has been prepared in line with the strategy of the rural infrastructure improvement.
Provision has been made under this project is to improve the important rural roads, structures on
upazila, union and village road (bridge/culvert), rural market, boat landing ghat and tree
plantation. Proposed development works will improve rural access within the project area and
also to the markets and thus facilitate agriculture production, generate employment and help
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directly to alleviate poverty of the rural poor. As such the project has been formulated
considering huge public demand for rural infrastructure development.
The target of the project is to improve the 1026.19 km rural (Upazila road 58.99 km, union road
226.98 km, village road 511.01 km and submersible road 229.12 km) transport network,
construction of 4861.20 m Bridge/Culvert, road maintenance363.97 km, earthwork 147.83km,
develop 25 nos. rural markets, 07 nos. boat landing ghat as well as to improve prevailing road
safety condition and ultimately reduce the transport cost and create marketing facility of the
products.
3.1.2 Objectives of the project :
The Main Objectives of the Project are:
a) To provide rural communities with improved access to social services and economic
opportunity;
b) To facilitate agricultural production through improved rural infrastructures and ensure fair
price for the farmers through development of physical facilities of the rural markets;
Source : http://oldweb.lged.gov.bd/ProjectHome.aspx?projectID=782; visit:15 july2020,10.30 AM
c) To meet the priority demand of government in the field of rural infrastructure;
d) To create short term employment opportunities for the poor rural communities through
engagement of the local people in the project construction works.
3.1.3 Components :
No. Name of the Components Physical Quantity - (nos/km/m.) Cost as per DPP(Tk in
Lakh)
A. Revenue Component :
1. Manpower 09 persons 470.00
2. Manpower Outsourcing 40 persons 988.00
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3. Supply & Services and Repairs, Maintenance & Rehabilitation LS 1058.00
B. Capital Component :
4. Transport (Jeep, Pickup and Motor Cycle.) 21 nos 126.00
5. Computer with Accessories 25 nos 25.00
6. Photocopier 2 nos. 7.00
7. Furniture & Fixtures LS 10.00
8. Tree Plantation 25.00 km 30.00
9. Land Acquisition/ Purchase LS 100.00
10. Road roller 12 Nos 960.00
11. Laboratory equipment L.S 100.00
12. Total station/ Level Machine 20 Nos 140.00
13. Fax Machine 1 Nos 0.50
Civil works
14 Market Development 25 nos 875.00
15 Rural roads & Structures
(a) Imp. of Upazila Road 58.99 km 4719.20
(b) Imp. of Union Road 226.98 km 14753.70
(c) Const. of Structure on Upazila Roads 872.00 m 8502.00
(d) Const. of Structure on Union Roads 1145.00 m 9812.65
(e) Const. of Structure on other Rural Roads 1584.00 m 12529.44
(f) Const. of culvert on Upazilla, Union, Village Roads 1260.02 m 3629.38
(g) Imp. Of Village Road 511.10 km 33221.50
(h) Earth work 147.83 km 1034.93
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(i) Submersible Road (Upazila) 49.87 km. 4737.65
(j) Submersible Road (Others) 179.25 km. 14340.50
(k) Road protection work 5500.00 m 275.00
(l) Road maintenance 147.83 km 1034.93
(m) Others, Boat Landing Ghat, 07 Nos. 280.00
C. Misc. Capital Expenditure :
16. Price Contingency L.S 2000.00
17. Physical Contingency LS 1000.00
18. CD VAT L.S 250.00
Total : - 121435.00
3.1.4 Geographical location

Geographical coverage
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Project Implementation Strategy
The Project is being implemented in four district of 39 Upazilla in Sylhet Division.

ExecutivEngineers of the concerned Districts are instructed to prepare estimate as peractu
condition. Then estimates are checked by the HQ officials and sent to Chief Engineer for
approval. After getting approval from the HQ, concerned Executive Engineer implements
schemes through local competitive bidding.
Project management
A)Project Director
Syed Shafiqul Islam
Project Director
Important Rural Infrastructure Improvement Project in Sylhet Division
3.1.5 Project Implementation strategy

The project is being implemented in four district of 39 Upazila in Sylhet Division. Executive
engineers of the concerned Districts are instructed to prepare estimate as peractual field
condition. Then estimates are checked by the HQ officials & sent to chief Engineer for Approval.
After getting approval from the HQ, Concerned Executive Engineer implements the schemes
through local competitive bidding.
3.1.6 Project Management
3.1.6.1 Project director
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LGED Bhaban, Level-9, Agargaon, Sher-e-Bangla Nagar, Dhaka, BANGLADESH.
Sl. Project Director From Date To Date Email
1 Syed Shafiqul Islam 12/02/2020 pd.sdiriip@lged.gov.bd
2 Ali Hossain Chowdhury 12/02/2020 pd.sdiriip@lged.gov.bd
3 Ali Hossain Chowdhury pd.sdiriip@lged.gov.bd
3.1.6.2 Key Persons
SL NAME Designation Email
1 Syed Shafiqul Islam Project Director pd.sdiriip@lged.gov.bd
2 Malay Kumar Chakrabarty Executive Engineer
3 Md. Jahangir Kabir Senior Assistant Engineer
3.1.7 Project activities :
A)3.1.7.1 Current Activities
20 | P a g e
SL NO. District No of schemes Completed Ongoing schemes
schemes
1 Sylhet 17 9 8
2 Moulvibazar 36 35 1
3 Habiganj 37 29 8
4 Sunamganj 29 21 8
3.1.7.2 Project schemes Details List (Sylhet District) - update date-13/8/20
Scheme Length
Estimated Date Date Physical
District Upazila Contractor
Name Of
amount name Of Of Progress
Name Name Scheme
(Lac) start Complete (%)
(km)
Improvement
of a)
Kakailchew
Bazar-Union
Parishod Road
by RCC M/S
Ch.00-900m & Email
Habiganj Azmiriganj b) 0.90 81.41 3-6-18 7-2-20 100
Construction Enterprise
of 1No. 01756-
80100
1x2.50x2.50m
Drainage
Culvert on the
Same road at
Ch. 535m.
Habiganj Azmiriganj Improvement 2.50 210.34 M/S 3-6-18 30-12- 100

of a) Jalsukha Bhawal 2019
Bazar-
Azmirigonj Constructi
on
Via Patulipara 01711-
Road by RCC 002347
21 | P a g e
Ch.1000-
3500m & b)
Construction
of 5Nos
0.60x0.60m U-
Draine Culvert
& 1No.
1x2.50x2.50m
Drinage
Culvert on the
Same road at
Ch. 535m.
Improvement
of a)
Madhabpasa
School-
Malihati Via
Sharifuddin
Road by RCC M/S priti
Ch.00-1000m &
b) 21-2-
Habiganj Azmiriganj 1.00 93.92 Razasree 7-1-20 0
Construction 2018
of 3Nos Traders
01711-
0.60x0.60m U-
111040
Draine culvert
& c) Const. of
200m.
Protection
Works on the
Same road.
Haniganj Azmiriganj Improvement 2.00 162.19 m/s 21-10- 3-1-20 100

of a) summon 18
Azmirigonj- enterprise
Paharpur GCC
(Katakhali) 017126-
181767
Kayagopi
Ferryghat
Road by RCC
22 | P a g e
Ch.00-2000m
b)
Construction
of 5Nos
0.60x0.60m U-
Draine Culvert
on the Same
road.
Improvemet Md.
Snanghat UP
Office-Bagdair Rahmat
Bazar Road. Ali
Habiganj Bahubal 4.00 238.31 2-4-18 9-4-19 100
(Ch.500-4500) 01711-
455042
Improvement Md.Mizan
of Mirpur UP- ur
Satiajuri Bazar Rahman 27-3-
Habiganj Bahubal 0.60 37.35 21-10-18 100
Road. shamin 18
(Ch.2500-
3100) 01712-
303414
Habiganj Bahubal a) 3.46 76.04 Md.Mizan 11-11- 26-1-20 100
Improvement ur 18
of Lamatasi- Rahman
Baturbary- shamin
Mirpur oad
Ch.00-1170m. 01712-
& b) 303414
Construction
of 5Nos.
0.625x0.600m
U-Drain
Culvert on the
Same Road. a)
Improvement
of Bahubal
bazar-Faizabad
Via Tilabary
23 | P a g e
(Baogaon)
Road Ch.1000-
3290m. & b)
Construction
of 7Nos.
0.625x0.
Improvement
Of a)
Hosanpur-
Nidanpur road.
(Ch.00-1600m)
b)
Construction
of 1No.
1x2.00x2.00m
Ch. 923m,
1No. Md.Mizan
1x1.00x1.00m ur
Ch. 1250 & Rahman 11-11-
Habiganj Bahubal 4.40 112.46 shamin 26-1-20 100
1No. 18
0.625x0.600m 01711-
Ch. 100 966921
Drainage
Culvert c)
Const. of 111m
Protection
work on the
Same
Improvement
Of a)
Kamaichara-
Faiza
Habiganj Bahubal Improvement 3.80 266 Md. 11-11- 11-11-19 100

Of a) Baraiury- Golam 18
Nandanpur Faruk
bazar road.
(Ch2500- 01711-
446278
5300m) b)
Construction
24 | P a g e
of 1No.
1x2.00x2.00m
Ch. 4270m,
2Nos.
1x1.00x1.00m
Ch. 4111m,
4801m & 1No.
1x1.50x1.50m
Ch. 5178m &
8Nos.
0.625x0.600m
Drainage
Culvert c)
Const. of 95m
Protection
work on th
Improvement
of a) Habigonj-
Sujatpur-Agua
road Via North
Ikram Eidgah
Road by RCC
Ch.00-2000m
b) m/s sohan
Baniachon 23-9-
Habiganj Construction 2.00 169.86 28-9-18 100
g 01714- 18
of 5Nos
627552
0.60x0.60m U-
Draine & c)
Const. of
150m.
Protection
Works on the
Same road.
Moulvibaz Barlekha Improvement 2.00 0.00 Saleh 20-8- 30-12-19 100

ar of Barni Up Ahmed 18
office to Edgah
Bazar (Goalta
Bazar) via
Amedpur-
25 | P a g e
Mododpur
Road from Ch.
9200m -
11200m).
a)Improvement
of RHD
Eidgha bazar-
Nijbahadurpur
UP office road
to Adampur
road via
Roshagram
Road
Ch.1700m-
2480m and
Moulvibaz Protection Saleh 20-8-
Barlekha 0.78 0.00 5-11-19 100
ar work at Ahmed 18
chainage
55.00m on the
same road (b)
658144004-
Improvement
of Kathaltoli
Madhabkunda
Road -Gandhai
bazar via BOC
Dem
Moulvibaz Juri Improvement 2.35 0.00 Al amin 18-7- 8-8-19 1000

ar of Bhabaniganj 18
Bazar - 01717-
Purbojuri UPC 533006
- Durgapur
Bazar Road
(Ch. 6250-
8600m) and
construction of
palisading
work on the
26 | P a g e
same road
from Ch.
60.00m.
Improvemento
of Ratna Md.
Bazar- Mustafijur
Moulvibaz 28-6-
Juri Joychandi 2.50 0.00 Rahman 3-7-19 100
ar 18
UPC (Kulaura) 01711-
Road (Ch. 00- 303460
2500m).
Improvement
of Maniksingh
Bazar -
Jaifarnagar
UPC Road
(Ch. 950- Al Amin
Moulvibaz 10-7-
juri 2880m) 1.93 0.00 01717- 30-12-19 100
ar 18
construction of 533006
palisading
work on the
same road
from Ch.
50.00m.
Improvement
M/S
of Fultola UPC
Moulvibaz Rushmoth
Juri - Razkee Bazar 2.00 0.00 246-18 22-11-19 100
ar 01713-
Road (Ch.
817687
4000 - 6000m).
Improvement
of Ratna Bazar Md.
-Shomai Bazar Mustafijur
Moulvibaz 28-06-
juri via Jalalpur 1.69 0.00 Rahman 3-7-19 100
ar 18
Road (Ch. 01711-3-
2310-4000m). 3460
Moulvibaz juri (a) 2.00 126.47 Al Amin 10-7- 30-12-19 100

ar Improvement 19
of Fultala
27 | P a g e
RHD-
Champaklata
Road (Ch.
1000-1500m)
(b) -
Improvement
of Fultala
Basti-Lalmati
Road
(Ch.1670-
2170m) (C)
Improvement
of Juri latitila
Road to
Kuchai T. E.
shilua Road
(Ch. 00-
1000m).
(a)
Improvement
of
Shamshernagar
-Badesunapur
Road from
(Ch. 3200m-
3390m)
658562009 (b) M/S
Moulvibaz Improvemento Ismam 18-6-
kamalganj 0.19 0.00 14-5-19 100
ar of 01711- 18
Munshibazar 910406
GC--
Shamshernagar
RHD-via
Rameswarpur
Road from
(Ch. 4510m-
5135m).
28 | P a g e
Improvement 9-9-18
of Madhabpur-
Paddmachara
Road from
(Ch. 2200m-
4113m)
including
Construction
of 02 No.
1x2.50mx2.50 M/S Adil
Moulvibaz m Drainage enterprise
Kamalganj 1.91 0.00 14-9-19 100
ar Culvert at Ch. 01712-
3052m and 353183
3717m & 60m
Protection
works on the
same Road.
Improvement
of Palash UP-
Baccurbari
Mujib bazar- Atiqur
Sunamgan Biswamvar Kapna Rahman 30-8-
0.75 54.46 31-8-19 100
j pur Kashipur 01712- 18
Bazarroad by 521355
RCC at
Ch.5450-
6200m.
Sunam- Chatak Improvement 1.19 84.44 Akbor Ali 27-8- 31-8-19 100
ganj of Buraya 01716- 18
RHD bazar- 122058
pirpur bazar
road by RCC
ch.2800-
3991m under
Chhatak
29 | P a g e
Sunamganj
Improvement
of Dharon
bazar-Amertal Lucky
Sunam- via Rukka enterprise 19-8-
Chatak 1.00 72.68 31-8-19 100
ganj bazar road by 01712- 18
RCC at 148142
ch.2680-
3680m
Improvement
Bismullah
of Jalia-
Sunamgan snaks 19-7-
Chatak Gonipur road 1.00 72.42 31-7-19 5
j 01712- 18
by RCC at
231884
ch.00-1000m
Improvement
of RHD
(Dabar)
-Bitgonj GC Eva
Sunamgan Dakin via Lalpur builders
0.76 68.94 9-9-18 31-8-19 100
j sunamganj Cikarkandi 01716-
Bazar road by 122058
RCC at
Ch.2540-
3300m.
Improvement
of Razanagar-
Banglabazar
road at Nurul
Sunamgan ch.3130- Islam 20-10-
Derai 3.59 295.51 30-9-19 100
j 6720m 01713- 18
Constuction of 812992
05 no U-Drain
culvert on the
same road
Sunamgan Doarabazar Improvement 1.30 78.30 Milon 17-5- 30-3-19 100

j of Badarpur- kanti dey 18
Basontopur 01712-
road at
30 | P a g e
ch.2000-
020736
3300m
Improvement
of
Jagannathpur-
Swjansree via
Chilaura road
at ch.7165-
8533m and
Rupon
9293-9950m
Sunamgan Jagannathp miah
by RCC 2.03 169.81 1-7-18 30-6-19 100
j ur 01711-
Construction
973348
of 02 nos
2x3.50mx2.50
m drainage
culvert at
ch.7603m&
7730m on the
same road
Improvement
of Sachna
bazar UP Mahbub
Sunamgan officeFazilpur enterprise
Jamalganj 1.00 72.81 9-4-18 14-4-19 100
j -Ramnagar 01711-
bazar by RCC 335076
at ch.3150-
4150m
Sunamgan Sulla a) 3.00 297.76 RRS 30-9- 2-9-19 85

j Improvement Enterprise 18
of Sulla HQ-
Rahutala bazar
by RCC at
ch.18740-
21740m b)
Construction
of 02 nos
1x1.00mx1.00
m drinage
Culvert at
31 | P a g e
ch.19500m
20810m on the
same road
Improvement
of Mullapara
UPC
(Jogjibonpur)
Buristol Road
Parag
from Ch.00-
Sunamgan Sunam- Enterprise 10-7-
1250m 1.25 102.56 14-7-19 100
j ganj-s 01712- 18
Construction
374292
of
1x4.50x4.00m
Culvert at ch.
905m on Same
Road
Improvement
of Kalibari
bazar-Burunga
UP Road
Ch.670m-
2080m b)
Construction
of 5Nos U-
Sylhet Balaganj Drain 1.41 0.00 0
1x1.00x1.00m
on the Same
Road at Ch.
685m, 815m,
860m,1495m
& 2070m
under Balagonj
Upazila.
Sylhet Biswanath a)Improvement 3.13 199.81 M/S 11-9- 16-9-19 35

of RHD Premium 18
Rampasa- sylhet
Rajagonj-Uttor
Biswanath-
Lamakazi UP
32 | P a g e
Road
Ch.4600m-
5600m, b)
691203009-
b)Improvement
of Alongkari
UP-Ramdhana
baza Road
Ch.1980m-
2810m, C)
691203011-a)
Improvement
of Doshghar
UP-Lohori-
Mashukhali
Road
Ch.2000m-
3300m under
Bi
Improvement
of Kalabari-
Kalibari-Doyer
Bazar Road by
RCC (Ch.00-
1000 m )
691274013 -
Improvement
Comanigan of RHD Purba SA- 2-20-
Sylhet 3.00 325.50 7-10-19 80
j Barni-Dakati SC(JV) 28
Bari Goghra
Khal Potamara
Bazar Road by
RCC (Ch.350-
1350 m )
691274010 -
Improvement
of Islampur B
Sylhet Dakshin a)Improvement 1.00 99.75 M/S 11-9- 12-6-19 10

surma of Moglabazar
33 | P a g e
UP-Ashugonj
Bazar Road
Ch.2500m-
3500m, b)
Construction
of 1 No.
1x2.00m x
2.00 m
Premium 18
Dranage
Culvert at
Ch.3414 on
same Road C)
Protective
Works at 68m
on the Same
Road.
Sub-Mersible
Road of
Maijgaon
bazar- M/S. A
20-6-
Sylhet Fenchuganj Shahrullah 0.80 60.97 Ali 30-11-19 100
18
Mazar via KM Enterprise
Tilla Road.
(Ch.1203-
2005)
Sylhet Golapganj Improvement 1.75 128.96 M/S 11-9- 16-9-19 100

of RHD Road- Premium 18
Fatepur sylhet
Village Road
(Ch.00-1750 m
) b)
Construction
of Drainage
Culvert 2Nos
1x.1.50
x.1.50m at Ch.
315m, 1410m
on the Same
Road C)
34 | P a g e
Construction
of U Drain
6Nos .625
x.0.600m on
the Same Road
d) Protection
Work of 160m
on th
Improvement
of Radanagar
Bazar GC- M/S.
Haderpar Sonia 24-9-
Sylhet Goeainghat 0.50 42.91 26-6-19 100
Bazar GC Enterprise 18
Road ( Ch. sylhet
2935.00-
3435m)
Sylhet Kanaighat a)Improvement 1.28 88.99 M/S 24-6- 11-4-19 100

of Pashchim Shimul 18
Lakshiprashad Enterprise
UP-Badsha
bazar Road
Ch.1500m-
2780m b)
Construction
of 2Nos U-
Drain
0.750x0.750m
on the Same
Road at
Ch.1985m &
2120m, C)
Construction
of 40m
Protection
works on the
Same Road
under
Kanaighat
35 | P a g e
Upazila.
a)
Improvement
of
Khadimnagar
RHD-Shaheber
bazar GC Road
(Ch.2000-
5300m ), b) U-
Drain on the
Same Road at Dolly
Ch. constructi 24-6-
Sylhet Sylhet S 3.27 335.79 21-10-19 55
2054m,2195m, on 18
2674m,2780m, Ltd.dhaka
5189m, 5254m
c) Constraction
of 2Nos 1x
3.0x3.0m RCC
Box Culvert on
the Same Road
at Ch. 3044m,
5290m d)
Construction o
a)
Improvement
RHD Road
(Shagoli Bus
Stand)-
Gucchgram- Md.
Laxmi Bazar Shamsur 15-7-
Sylhet Zakiganj 1.22 99.45 25-7-19 100
GC Road (Ch. Rahman . 18
1330-2500m.), Zakiganj
(b) Const. of
130m
ProtectiveWor
k on the Same
Road.
Source : http://oldweb.lged.gov.bd/ProjectHome.aspx?projectID=782; visit:15 july2020,10.30 A
36 | P a g e
3.1.8 Project Field visit
SL
Start date End date Visit place
No.
1 4-12-18 6-12-18 Habiganj & Moulvibazar project area
2 22-11-18 23-11-18 Sunamganj & Sylhet Project Area
3 14-11-18 16-11-18 Sunamganj Project Area
3.1.9 Project annual work plan
No Name of the component Budgted Amount Percentage of total

budget
a. Improvement of Roads 78642.00 64.78
b. Construction of bridge/culvert 34473.00 28.39
c. Improvement of rural market 875.00 0.72
d. Tree plantation & care taking 30.00 0.025
e. Office equipment 42.50 0.035
f. Vehicle 1086.00 0.89
g. Man power 225.00 0.19
h. Maintaince of office equipment 83.00 0.07
37 | P a g e
3.2 Cash Transfer Modernization Project (bank, wb-160819, 2018)
Project ID P160819
Project Name Cash Transfer Modernization project
Short Title CTM
Approval Date 31-jan-2018
Closing Date 30-jun-2013
Ministry Ministry of social welfare
Responsible agency / Implementing

Department of social services
Agency
Borrower People’s Republic of Bangladesh
Project status Ongoing investment
Project cost 1342.50 (US$, millions)
Environmental Assessment Category B ‐ Partial Assessment
38 | P a g e
3.2.1 PROJECT DESCRIPTION
The Project would contribute to efforts made by the Government of Bangladesh in implementing
a number of institutional reforms to be undertaken by MoSW under the NSSS. In order to do so,
the Project would provide financing via a results‐based financing modality which would partially
reimburse cash transfers for vulnerable populations against improvements in transparency and
efficiency of such programs (Component 1) and provide technical assistance in modernizing
service delivery (Component 2). DSS will lead the modernization efforts through Component 2,
which would support the achievement of results expected under Component 1.
The development objective of the Cash Transfer Modernization Project for Bangladesh is to
improve the transparency and efficiency of selected cash transfer programs for vulnerable
populations by modernizing service delivery. The project comprises of two components. The
first component, enhancement of cash transfer programs will finance a portion of Ministry of
Social Welfare (MoSWs) expenditures for its cash transfer programs and incentivize department
of social services (DSS) actions towards improving the business processes under these cash
transfer programs. The second component, modernization of service delivery will provide
technical assistance to DSS to support the enhancements of technology assets, utilize integrated
information systems for targeting and payment, improve citizen engagement, and strengthen the
capacity of human resources.
Source : https://projects.worldbank.org/en/projects-operations/project-detail/P160819?lang=en
https://www.worldbank.org/en/news/loans-credits/2018/01/31/bangladesh-cash-transfer-
modernization-project; visit:16 july 2020; 9.20 am
WB-P160819 (pdf) ,visit:28 october 2020,5.04 pm
file:///storage/emulated/0/Download/Disclosable-Restructuring-Paper-Cash-Transfer-Modernization-
Project-P160819%20(1), visit :23 october,2020; 12.00 AM
39 | P a g e
3.2.2 Organizations
Borrower : Economic Relations Division

Implementing Agency : Department of Social Services
3.2.3 Financing (in US$, millions)

FIN SUMM OLD
Financial source Amount ( US$, millions)
Borrower 1042.50
IDA- 61630 300
TOTAL 1342.50
3.2.4 Components
Component name Cost (US$, millions)
Enhancement of Cash Transfer 270.00

Programs
Modernization of Service Delivery 30.00
Source :https://projects.worldbank.org/en/projects-operations/project-detail/P160819?lang=en
https://www.worldbank.org/en/news/loans-credits/2018/01/31/bangladesh-cash-transfer-
modernization-project
WB-P160819 (pdf) , ,visit:28 october 2020,5.04 pm
file:///storage/emulated/0/Download/Disclosable-Restructuring-Paper-Cash-Transfer-Modernization-Project-
P160819%20(1), visit :23 october,2020; 12.00 AM
40 | P a g e
3.2.5 Expected Disbursements (in US$, millions)
Fiscal year 2018 2019 2020 2021 2022 2023 2024
Annual 1.00 26.00 28.00 61.00 73.00 51.00 60.00
Cumulative 1.00 27.00 55.00 116.00 189.00 240.00 300.00
3.2.6 Project Cost and Financing

The estimated Project Cost is US$ 1,342.50 million. This comprises Government financing of
approximately US$ 1,312.50 million for the Old Age Allowance (i.e. the EEP) of which the IDA
contribution on a joint co‐financing basis is US$ 270.00 million (Component 1). The direct IDA
contribution is US$ 30.00 million (Component 2). Taxes to be financed under the Project are
within the limits established in the country financing parameters provided in the CPF, and
furthermore, IDA financing would not be available for sitting allowances/per diems/honoraria,
fuel or vehicles. Such expenditures would be covered by counterpart funding for the Project on a
parallel co‐financing basis.
Assuming the budget for the Old Age Allowance remains constant over the course of the Project
(BDT 21.00 billion as of FY 2017‐18), IDA financing during this period would represent
approximately 20.57% of total Government financing.
Picture : Government Financing (EEP) & Bank Financing by Fiscal Year

(million)
41 | P a g e
Retroactive financing would be made available for eligible expenditures incurred from July 1,
2017. Under Component 1, expenditures under the Old Age Allowance during the second half of
FY 2017 may be reimbursed subject to the early achievement of any DLI Targets. The amount of
retroactive financing for Component 1 is US$ 27 million (10% of the Component financing).
Retroactive expenditures pertaining to Component 2 may be financed if they relate to Project
objectives and are included in the Project description, procurement is carried out in accordance
with applicable Bank procurement rules, and expenses for operating costs and training are in line
with definitions in the Financing Agreement. The amount of retroactive financing for
Component 2 is US$ 3 million (10% of the Component financing).
3.2.7 Project Objectives
The Project Development Objective is to improve the transparency and efficiency of selected
cash transfer programs for vulnerable populations by modernizing service delivery and help at
least five million people, including elderly persons, windows and persons with disabilities .
 Transparency means objective beneficiary selection, predictable transaction, and

accountable and traceable administrative process of cash transfer programs.
 Efficiency means equitable and accurate resource allocation, reduced transaction time,
and controlled and automated administrative process of cash transfer programs.
 Cash transfer programs” mean Old Age Allowance, Widow Allowance, Disability
Allowance, and Disabled Students Stipend implemented by MoSW.
 “Vulnerable populations” mean the poor elderly, widowed, and persons‐with‐disabilities
who are beneficiaries, or may qualify to become beneficiaries, of the cash transfer
programs.
 Service delivery means provision of specific social protection services to individuals,
families, households, groups or communities12, which would involve the delivery chain
processes of outreach, intake and registration, assessment of needs and conditions,
decisions on enrollment, determination of benefit levels, implementation of payments
transactions, case management, and grievance redress, among others.
 Modernizing means that cash transfer program’s business processes would be
transitioning from a manual, fragmented and paper‐based system, to an automated,
integrated and electronically managed system.
Source : WB-P160819 (pdf) ; ,visit:28 october 2020,5.04 pm

file:///storage/emulated/0/Download/Disclosable-Restructuring-Paper-Cash-Transfer-Modernization-
Project-P160819%20(1), visit :23 october,2020; 12.00 AM
In carrying out activities to address transparency and efficiency of the cash transfer programs,
strengthening citizen engagement and improving the beneficiary experience, in terms of
42 | P a g e
accessing programs and receiving benefits, would be a core theme. In this regard, the Project
would focus on
(a) improving community knowledge and understanding of program benefits and processes
through a standardized communication campaign and local outreach;
(b) providing channels to systematically address non beneficiary and beneficiary voice; and
(c) improving the overall beneficiary experience by reducing the application and payment
process times, as well as increasing the number of citizen interfaces for better citizen
engagement. All these elements will be designed to accommodate regional, cultural and other
contextual differences required to reach vulnerable populations.
The Project also embeds resilience in its core design to respond to various poverty and
deprivation risks. As the Project would support unconditional cash transfers to the elderly in the
form of old age allowances, these can increase beneficiaries access to cash to meet immediate
subsistence needs during and after natural disasters. It would also help digitize beneficiary
information, transitioning to less paper consuming processes, and modernize systems to make
payments using biometrically authenticated processes. Such systems help facilitate rapid and
efficient responses in a predictable manner, as international examples such as Pakistans flood
response using its flagship safety net program (e.g., Benazir Income Support Program) have
evidenced.
3.2.8 Project Beneficiaries
The Project would directly benefit vulnerable populations (i.e. poor elderly, widowed, and
persons with‐ disabilities). This would include current beneficiaries of MoSW cash transfer
programs, as well as non beneficiaries who may qualify for these cash transfer programs based
on their vulnerability and poverty Characteristics.
3.2.9 components
Component 1: Enhancement of Cash Transfer Programs (US$ 270.00 million)
This Component would finance a portion of MoSWs expenditures for its cash transfer programs
and incentivize DSS actions towards improving the business processes under these cash transfer
programs. Financing would be disbursed against the achievement of performance targets which
serve as proxies for improvements in transparency and efficiency of these programs.
Disbursement‐linked indicators (DLIs) set out these performance targets (DLI Targets) relating
to the modernization of service delivery. Each DLI Target is associated with a specific value
(DLI Value) which may be withdrawn upon achievement of the DLI Target and subject to
sufficient expenditures having been incurred under the Eligible Expenditure Program (EEP).
Expected results would be attained via investments made under Component 2. This results‐based
financing approach would motivate timely achievement of DLI Targets in order to provide
predictability in the financing to Government. The EEP would comprise the largest cash transfer
43 | P a g e
program, the Old Age Allowance, and contributions to the EEP would essentially co‐finance
cash benefits to the poorest elderly, which would help reduce vulnerabilities of the poor elderly
and improve their resilience during times of stress.
Two out of four PDO Result Indicators and six out of ten Intermediate Result Indicators would
be utilized as DLIs. DLI Values have been set according to the level of effort required to achieve
the associated DLI Targets and their role in the results chain. The number of DLI Targets would
gradually increase from Year 1 to Year 3, with the bulk of annual financing allocated against
DLI Targets in Year 3 when all core activities are expected to be fully underway. Financing is
distributed by DLI in below ;
Picture : Disbursement‐Linked Indicator (DLI) Framework
Expected improvements are expected in the following areas:

(a) DLI 1. Targeting Modernization: beneficiaries of cash transfer programs in lowest two
quintiles based on poverty score . This is expected to increase over time as use of the
NHD is institutionalized.
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(b) DLI 2. Payment Modernization: [Amount of] cash transfer program budget delivered
using digital payments . This is expected to increase over time as payment service
providers (PSPs) pay greater numbers of beneficiaries.
(c) DLI 3. Data Management: [Number of] beneficiary records digitized and poverty
certified This is expected to increase over time as all beneficiary records would be
entered in the DSS MIS and records are cross‐referenced with the NHD.
(d) DLI 4. Payment Enrollment: [Number of] beneficiaries enrolled 17 for digital payment.
This is expected to increase over time as more beneficiaries have transactional accounts
opened and/or enabled to facilitate digital payment.
(e) DLI 5. Contact Points: [Number of] access points for applications and grievances . This is
expected to increase over time as more non‐beneficiaries and beneficiaries would be
made aware of the decentralized application and grievance recording process, and DSS
staff and others are trained to assist such persons.
(f) DLI 6. Payment Points: [Number of] access points for digital payment for benefits
withdrawals. This is expected to increase over time as PSPs establish more locations with
necessary equipment and trained staff to manage digital payment.
(g) DLI 7. Selection Process18: [Number of] unions using poverty score for beneficiary
selection. This is expected to increase over time as DSS increases the geographic scope
of NHD use.
(h) DLI 8. Capacity Building: [Number of] unions with personnel trained on business
processes. This is expected to increase over time as DSS expands its training program on
the modernized service delivery process.
Achievement of DLI Targets would be verified using independent third party spot checks to be
contracted under Component 2 as well as existing systems for monitoring and evaluation,
according to the DLI Verification Protocols . While DLI Targets are set by fiscal year, they may
be achieved at any time and the associated DLI Values withdrawn accordingly. Seven out of
eight DLIs are scalable a minimum achievement of 75% of any of these DLIs Targets would
allow DSS to claim 75% of the associated DLI Value, pro‐rated up to the actual proportion of the
achievement. The total withdrawal for each DLI cannot exceed the total amount allocated to the
DLI. Up to 30% of the cumulative expenditure under the EEP may be withdrawn at any given
time limited by the sum of the DLI Values being claimed.19 Evidence of achievement would
have to be provided in accordance with predefined criteria and verified by the Bank prior to
disbursement.
Component 2: Modernization of Service Delivery (US$ 30.00 million)
This Component would provide technical assistance to DSS to support the enhancements of
technology assets, utilize integrated information systems for targeting and payment, improve
citizen engagement, and strengthen the capacity of human resources. In doing so, it would enable
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DSS to meet DLI Targets under Component 1. Eligible expenditures would include necessary
goods, services, service fees, training and operating costs for Project management.
The core activities under this Component are as follows:
(a) Upgrading & Integrating the DSS MIS

The existing DSS MIS would be upgraded to enhance functionalities to manage business
processes along the delivery chain across all cash transfer programs, and bring other information
systems at DSS under a common platform. Transition to automated systems has a direct
environmental impact in the form of reduced use of paper to maintain records. Key features
would include applicant intake and registration, matching with the NHD (and thus NID),
enrollment decisions regarding potential beneficiaries, decisions on benefits, processing
payments, case management, and grievance redress. The DSS MIS would be configured to allow
interoperability with multiple subsystems in a social protection service delivery system such as
the NID system, birth registration information system (BRIS), and NHD, as well as with PSPs
for secure exchange of financial transaction information. Such enhancements to its scope and
extent of integration with both internal and external systems would entail upgrades to the
physical servers currently hosted by the Bangladesh Computer Council (BCC). An enhanced
DSS MIS would result in greater digitization of paper records, facilitate the rollout of NHD
based systems for enrollment decisions, improve the processing of applications for intake and
registration based on pre‐set service standards, and improve the processing of grievance cases
based on pre‐set service standards. Cash transfer program Implementation Guidelines would be
updated to incorporate the role of the DSS MIS and simplified business processes.
(b)Targeting using the NHD

Upon integration with the NHD, DSS would gradually transition towards making new
enrollment decisions for cash transfer programs and certify existing beneficiaries for eligibility
according to poverty scores, in addition to program‐specific participation criteria (i.e. age,
gender, and disability), to limit the scope of subjectivity and ensure benefits reach the poorest.
The NHD is a proxy‐means‐test (PMT) based database which considers a range of variables
reflecting poverty and resilience measures such as access to water and improved sanitation,
living conditions and resilience of accommodation, and livelihoods and ownership of assets,
among others, to assign household level poverty scores. Use of the NHD would help embed
climate vulnerability into an improved targeting strategy. Exit protocols would be developed and
published to ensure an objective process of removing beneficiaries who may no longer qualify. A
process for replacing beneficiaries exiting the program would also be developed in order to
ensure optimal resource utilization. This activity would seek to develop a mechanism to provide
feedback to BBS on individuals enrolled as potential beneficiaries to support the establishment
of a social registry and cases where eligibility based on poverty criteria is disputed, for follow‐
up. Integration with the NHD would support poverty certification for growing numbers of
applicants and beneficiaries and increase the geographic scope of such a process .
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(c) Digital Payment using PSPs
DSS would build upon experience with the ongoing digital payment pilots and scale up such
payments using the most suitable technologies and distribution models in order to increase the
number of beneficiaries covered under this initiative. Due to limited access to formal financial
channels, the poor often tend to save in kind, which makes their assets more vulnerable to
disaster shocks.20 By including the poorest into formal financial channels, the Project can help
protect household savings and lower the vulnerability of their assets to natural disasters. Digital
payments would create a digital audit trail all the way from Government to persons, ensure
secure authentication of cash withdrawal transactions, as well as support DSS in ensuring proof
of life as part of its regular beneficiary recertification exercise. Standards for disbursement and
reporting would be developed and administered using the DSS MIS. This activity would utilize
the services of PSPs and support the operationalization of the proposed D2C Scheme in the
establishment of additional payment points . This would entail payment of service fees for any
costs associated with the digital payment process. PSPs would also be incentivized to develop
value‐added services (e.g. overdraw facilities, insurance, etc.), and pilot financial literacy
programs to encourage uptake of such services in collaboration with DSS.
(d)Expanding Outreach
A multi‐window strategy to provide greater accessibility for beneficiaries and non‐beneficiaries,

as part of the Project’s citizen engagement, would be developed. This would entail equipping and
training DSS field level offices, and establishing partnerships with local institutions such as
Union and Municipal Digital Centers (UDCs and MDCs), and Postal e‐Centers. These locations
would be provided capacity building support to record applications for intake and registration,
and grievances, through an online portal linked to the DSS MIS to improve case management
which may include door‐to‐door services. These efforts would be complemented by effective
communications campaigns to improve awareness of cash transfer program procedures towards
greater citizen engagement . This will also serve to provide any additional information deemed
pertinent for resilience building among the intended populations.

(e) Supporting Implementation:
Regular training for MoSW and DSS staff would be provided to ensure sufficient in‐house
capacity is built and retained, which is critical in operating a modernized service delivery system,
particularly with regards to the use and maintenance of technology assets. Training programs,
focusing on technology and client management, would be rolled out at both central and field
levels. Field level personnel would also include members of union councils who play a critical
role in coordinating implementation of the cash transfer programs. Resources would be provided
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for regular Project management functions, including financial management, procurement, ICT,
results monitoring, social safeguards, among others.
3.2.10 Systematic Operations Risk ‐Rating Tool (SORT)

Rating
Category
1. Political and Governance  Substantial
2. Macroeconomic
 Moderate
3. Sector Strategies and Policies
 Moderate
4. Technical Design of Project or
 Moderate
Program
5. Institutional Capacity for
Implementation and Sustainability  Substantial
6. Fiduciary
 Substantial
7. Environment and Social
 Low
 Substantial
8. Stakeholders
9. Other
_
10. Overall  Substantial

3.2.11 Project Team
Bank Staff Role Specialization Unit

Name
Yoonyoung Cho Team Leader(ADM GSP06
Responsible)
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Ashiq Aziz Team Leader GSP06
Md Procurement GGOPZ
Kamruzzaman Specialist(ADM
Responsible)
Mohammed Financial Management GGOES
Atikuzzaman Specialist
Kenichi Victor Team Member GSP06

Nishikawa
Chavez
Aneeka Rahman Team Member GSP06
Ashish Joshi Team Member GSP05
Erkin Team Member GSPGL

Mamadaliev
Iqbal Ahmed Environmental Safeguards GEN06

Specialist
Kinam Oh Team Member DFTPR
Md Shawkat Ali Team Member GSP06
Munjir Ahmed Team Member GSP06
Pravesh Kumar Team Member GSP06
Rocio Mariela Counsel LEGES

Malpica
Valera
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Rubaba Anwar Team Member GSP06
Sabah Moyeen Social Safeguards GSU06

Specialist
Satish Kumar Team Member WFALA

Shivakumar
Upasana Khadka Team Member GSP06

3.2.12 Result chain of CTM
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3.2.13 Implementation
Institutional and Implementation Arrangements
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DSS will serve as the implementing agency for the Project. A Project unit at DSS would oversee
implementation, headed by a Project Director reporting to the Director General. The Project unit
would be supported by staff with requisite skills in financial management, procurement, ICT,
results monitoring, social safeguards, and other specific domains as required.
The Project Steering Committee (PSC) chaired by the Secretary, MoSW would be the top‐tier
administrative body for Project implementation and will provide policy guidance as required.
The PSC wouldcplay a coordinating role with partnering institutions including the settlement of
disputes. The PSC is expected to include mid to high‐level representation from BBS (for NHD),
Election Commission (for NID), LGD (for BRIS), PMO (for technical advisory and proposed
D2C Scheme), Finance Division (for proposed D2C Scheme), Cabinet Division (for NSSS), and
any other ministry or agency with a relevant role in the decision‐making process, in addition to
the Project Director and Director General of DSS.
Project Implementation Committees (PIC) at DSS chaired by the Director General, would be the
second‐tier administrative body for Project implementation which will provide operational
guidance as required, and ensure compliance with Government and Bank rules and regulations.
The PIC is expected to include mid‐level representation from MoSW, as well as any other
ministry or agency, with a relevant role in the decision‐making process.
At the field level, Upazila Social Services Officers (USSO), Social Services Officers (Urban
Community Development) (SSO‐UCD), Union Social Workers (USW) and Municipal Social
Workers (MSW) under DSS would function as the first point of contact for issues related to the
cash transfer programs. As per their existing functions, these officers would be responsible for
the case management of program beneficiaries as well as for broadening citizen engagement
efforts to improve access to these programs.

3.2.14 Results Monitoring and Evaluation
A number of results monitoring and evaluation mechanisms would be utilized in assessing the
Projects performance. The primary methods would be the DSS MIS (linked with the NHD) and
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PSP systems, which can produce quantitative data on beneficiary characteristics and cases, as
well as financial transactions, respectively, disaggregated by various dimensions (e.g. location,
gender, age, amounts paid, unwithdrawn funds, transaction types, etc.) on demand. This would
provide real time insight into the status of beneficiary selection, management, and payment
processes
Spot checks of cash transfer program performance would be conducted by DSS to assess the
achievement of the Projects intended outputs and outcomes. These quantitative and qualitative
assessments would cover targeting accuracy, grievance redress adequacy, and ease of payment
resulting from automation of program processes; verify the functionality of beneficiary contact
and payment points; and obtain insights into the extent of citizen engagement from surveys of
beneficiaries and non‐beneficiaries regarding program processes and satisfaction with service
delivery. Results from spot checks would thus support the verification of selected DLI Targets.
Data would also be analyzed from a gender‐based perspective to evaluate differential
experiences among men and women. Spot checks would take place in a sample of locations
where the programs are selecting beneficiaries using the NHD and/or making digital payments.
The Project would provide financing to contract a third party for this purpose and also to train
DSS staff towards building in‐house capacity for monitoring and evaluation.
An impact evaluation, using a randomized control trial (RCT), would be conducted by the Bank.
This would assess the outcomes of modernizing service delivery of the cash transfer programs in
terms of effects of increased transparency on welfare and social cohesion, program framing on
trust in institutions and uptake of public services, payment predictability on expenditure, savings
and financial inclusion, and empowerment and improved resilience of marginalized and
vulnerable groups, among others.
3.2.15 Sustainability
Sustainability of the Projects outcomes is underpinned by several factors. Firstly, the NSSS
aims to reform the national social security system by ensuring more efficient and effective use
of resources, strengthened delivery systems and progress towards a more inclusive form of social
security that effectively tackles lifecycle risks, prioritizing the poorest and most vulnerable
members of society. The Strategy provides a clear roadmap for program and institutional
reforms to be undertaken by MoSW, which would serve as the coordinating ministry for social
allowances for the period 2015‐2025, and subsequently function as the lead ministry in managing all
lifecycle‐based programs
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Picture : Proposed & Revised Budgets by Program by Fiscal Year (BDT
million)
Secondly , as the Project supports interoperability of several administrative subsystems,

investments under the Project are complementary to other initiatives by Government in building
a digital ecosystem for public services in line with its Digital Bangladesh vision. Project
investments would enhance the utility of systems such as the NID database and the NHD, and
serve as critical elements in a centralized platform to allow Finance Division to track sector‐wise
expenditure more accurately and the proposed D2C Scheme, among others. Such investments,
which would enhance the effectiveness of targeting (by using NHD data) and payment (by using
digital channels), would improve coverage in the lowest quintiles resulting in larger poverty
impacts and limit sources of potential leakage thereby reducing administrative costs. This would
improve the quality of Government expenditures allowing for more rational resource allocation
in the sector beyond the Project period.
Finally, the Project integrates climate adaptability in its interventions which are likely to enhance
the sustainability of its outcomes. These features include:
(a) a targeting method that embeds climate vulnerability by way of the PMT;
(b) cash transfers that can be used by the poor for immediate subsistence needs post‐disaster;
(c) automated processes which would digitize information that can reduce the use of paper and
potentially enable payment systems to function seamlessly following disasters;
(d) expansion and deepening of financial inclusion to help the poor build shock resilience; and
e) empowerment of some of the most marginalized and vulnerable populations.
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3.2.16 Economic and Financial Analysis
Economic benefits from the Project are expected from improvements in
(i) targeting;
(ii) payment; and
(iii) administrative efficiency, reflecting its activities and investments, as well as the positive
spill‐over effects of such improvements in the overall D2C architecture in the country.
Improved targeting: The potential benefits of NHD‐based targeting were partly assessed through
a cross‐referencing of data from the NHD and DSS MIS in districts where NHD data was
collected on a pilot basis during 2014 to 2017. Focusing on Old Age Allowance, for which the
most matches between NHD and DSS MIS were found, about 10% of beneficiaries are aged
below 62 and thus ineligible based on the age category; about 40% of beneficiaries are from the
lowest two quintiles; and among all poor elderly living in the lowest two quintiles, about 41%
are covered by the program. In addition, a 2013 study covering rural Bangladesh finds that the
share of Old Age Allowance beneficiaries in the bottom two quintiles is approximately 51%,26
in line with the estimation from the Household Income and Expenditure Survey (HIES) (2010).
The significant level of inclusion and exclusion errors in current targeting suggests that the
benefit of improving targeting performance and making resource distribution more equitable by
the introduction of NHD based beneficiary selection would be substantial. For instance, taking a
conservative estimate, if the budget (about BDT 12 billion per year for all 4 programs) would be
pro‐poor without leakages to the nonpoor. This is a recurrent saving to the budget, which could
create fiscal space to potentially increase the level of benefits and coverage. Moreover, shifting
away from subjective decision‐making regarding decisions on beneficiary enrollment to a more
robust and transparent method, is expected to enhance trust in program administration.
Improved payment: There are several benefits from the introduction of digital payment of cash
transfers. Firstly, increased access points for payments are likely to reduce the time, cost, and
visits (TCV) associated with withdrawing benefits. An TCV assessment for three different
payment modalities commercial banks (status quo), post offices (proposed approach), and
banking agents (proposed approach) (the latter two are currently being piloted by DSS) — shows
that beneficiaries are able to more easily walk to the non‐bank payment points and save
considerable time in cash withdrawal. These benefits would especially be disproportionately
higher for the poorest segments of the population who live in remote areas and consequently bear
higher costs to access benefits.
Secondly, predictability of cash flows would impact beneficiary welfare in terms of improved
financial planning. Under the current system, cash transfers are to be made quarterly but indeed,
payment schedule is often delayed and unpredictable. Thirdly, by providing instruments with a
store‐of‐value function, which may also be used for direct cashless payment, and potentially be
bundled with savings or overdraw facilities, the Project would deepen financial inclusion efforts
among traditionally excluded populations. Moreover, the implementation of a robust
authentication method verification through NHD, NID, and third party spot checks at the
payment point can reduce the scope of leakages by removing ghost beneficiaries, which are
very common particularly in cash transfer programs directed to the elderly. There is a regular
turnover in cash transfer programs because of deceased and migrating beneficiaries, but with the
delay in the information update and lack of authentication, a range of 5% to 10% of beneficiaries
in DSS Old Age Allowance and Widow Allowance programs are estimated to be illegitimate.
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Based on these numbers, the use of an enhanced authentication method could save BDT 1.6 to
3.1 million every year.
Improved administrative efficiency: The administrative efficiency gains of migrating paper based
records management to a digital system and automating specific tasks can be exemplified by
simplification of two business processes:
(i) application and beneficiary enrollment; and
(ii) benefit payment.
Currently, both processes require a significant level of effort and an excessive amount of time.
The former process takes place at the beginning of each fiscal year when the resource allocation
is determined. Unions are notified of available space via letters, and local committees advertise
an application period, receive application paperwork, make decisions, and log these into manual
registers. It takes about three months for this process to complete, whereas an automated process
would allow applications to be collected online throughout the year, NHD‐based poverty
certification to take place instantaneously, and an enrollment decision to be made as soon as
local administration is able to confirm an available space. This would result in significant time
and cost savings to program administration. Payment transaction has a similar level of
complexity DSS issues a fund release request to MoSW, which in turn issues a government
order for fund release, followed by DSS requesting a bill for disbursement by program to
MoSW, which finally issues the checks. Funds are then deposited to a central account at Sonali
Bank, with instructions to transfer funds again to over 2,500 accounts in five different
commercial banks29 jointly managed by USSOs and Upazila Nirbahi Officers (UNOs). Each of
these banks represents a payment point. Each bank manager receives disbursement instructions
by the USSO and is notified of a payment period. By the time beneficiaries receive payments,
about three months would have elapsed. The use of an automated system would allow simplified
and controlled processing between DSS and MoSW at the central level, and centralized fund
management by PSPs would mean fewer fund flows, and lessen the extent of communications
involved between the USSO and field level payment points.
Potential spill‐over: The benefits from improving targeting and G2P go beyond the cash transfer
programs under this Project. The adoption of objective beneficiary selection based on NHD
could inform many other safety net programs targeted to the poor and vulnerable in the country,
given that over 140 programs classified under the social security budget are currently
implemented by more than 20 ministries without robust targeting mechanisms. From the broader
G2P architecture, the Projects investments would be strategic in developing the initial payment
platform by financially enrolling the largest beneficiary registry in the country and supporting
the establishment of payment points in every union. A study, based on several country examples,
estimates the financial enrollment cost could range from US$ 6 to US$ 25 per beneficiary,
depending on the type of authentication instrument used and enrollment process employed.
Through the completion of this Project, other government programs involving G2P payments
would be able to tap into the platform without making these initial investments. Furthermore, it
is expected that the NID‐validated and NHD‐certified beneficiary list of the most vulnerable
populations in the country with individual account information could be used for other purposes
– for instance, such a registry could be used as part of a disaster response mechanism by
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identifying vulnerable populations in affected areas, rapidly transferring emergency cash support,
etc.
A financial analysis demonstrates that the Projects implications on fiscal deficit and public
debts are expected to be small. Although expenditure on social protection in the country is
rapidly increasing, spending on poverty targeted programs (excluding spending on the Pension
for Retired Government Employees and their Families and Honorarium for Freedom Fighters) is
about 1.5% of GDP,32 in line with the average spending in developing countries. Given that
Bangladeshs fiscal deficit has been contained within 4.0% of GDP, and public debt under 35.0%
of GDP, both of which are slightly lower than the respective average of developing countries,
increases in spending on social assistance for vulnerable populations are not an immediate
financial concern. Moreover, the portion of financing provided by the Bank is approximately
one‐fifth of the Old Age Allowance expenditure during the Project period.
However, the changing policy environment may affect the longer term projections of overall
social protection expenditures. According to UN estimates on population, the number of elderly
people (aged 65 or more) in Bangladesh has gradually increased from about 2.8 million (3.0% of
the total population) in 1985 to about 8.1 million in 2015 (about 5.0% of the total population).
Population ageing is expected to continue with low fertility rates and Bangladesh is projected to
become an ageing society33 in 2029 with 7.1% of the population aged 65 or more. Along with
this demographic change, the Old Age Allowance has steadily grown since being introduced in
FY 1998 with a monthly benefit of BDT 100 and 0.4 million beneficiaries. By FY 2018, the
monthly benefit increased to BDT 500 covering 3.5 million beneficiaries. The annual benefit per
a person (BDT 6,000; US$ 75) is arguably low considering the level of GNI per capita in 2016
(US$ 3,790) and the global poverty line of US$ 1.90 a day (US$ 693.50 a year).
Similarly, improved awareness on disability issues and female empowerment may add pressure
to increase benefits of these programs to enhance their poverty reducing roles. Given that
reversing the scope of social safety net programs is challenging, there is an upward pressure to
increase benefit amounts, and as these programs have played an important role in improving the
welfare of the vulnerable populations, expenditure on cash transfer programs is likely to increase
and add fiscal pressure over time. The challenging task faced by the Government is to balance
tradeoffs between coverage expansion and benefit increase within its fiscal constraints. In this
context, the Projects efforts to use resources more efficiently in a more pro ‐poor manner would
facilitate policy decisions.
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3.2.17 News (dhaka tribune, 2020)
DHAKA, Oct. 28 (Xinhua) -- The Bangladeshi government on Sunday signed a financing

agreement with the World Bank to improve the transparency and efficiency of its major cash
transfer programs.
Mahmuda Begum, an additional secretary of Economic Relations Division of Bangladesh, and
Qimiao Fan, World Bank country director for Bangladesh, Bhutan and Nepal, signed the
agreement of 300 million U.S. dollars on behalf of their respective sides in Dhaka.
In a statement, the Washington-based lender said the "Cash Transfer Modernization Project"
"will help the Department of Social Services (DSS) modernize the country's four major social
protection programs using cash transfers by improving beneficiary targeting, program
administration, and benefit payments."
The programs are: the Old Age Allowance; Allowances for the Widow, Deserted and Destitute
Women; Allowances for the Financially Insolvent Disabled; and Stipends for Disabled Students,
it said and added these programs collectively reach about six and half million of the country's
poorest people.
In fiscal year 2018, according to the World Bank statement, Bangladesh spent about 5.8 billion
dollars on social protection or about 2 percent of its Gross Domestic Product and improving the
efficiency of these programs will help Bangladesh to use public resources more effectively.
Source :https://www.dhakatribune.com/bangladesh/development/2018/10/28/bangladesh-wb-sign-
300m-financing-deal, visit: 28 october,2020; 5.03 pm ; published : Xinhua, 28 October 2020
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3.3 Bangladesh Scaling-up Renewable Energy Project (bank, the
document of world bank (BANGLADESH SCALING-UP
RENEWABLE ENERGY PROJECT, 2019)
Project Name Bangladesh Scaling-up Renewable
Energy Project
Country Name Bangladesh
Project Id P161869
Project Status Ongoing Investment Project

Financing
Environmental Assessment B-Partial Assessment

Category
01-Mar-2019
Expected Approval Date
Expected Closing Date 31-Jan-2024
Source : https://www.worldbank.org/en/news/loans-credits/2019/03/01/bangladesh-scaling-up-
renewable-energy- ; visit:26 october,2020; 4.40 am
Bangladesh-Scaling-Up-Renewable-Energy-Project (pdf); visit: 20 july,2020; 11.27 am
59 | P a g e
3.3.1 Organizations
Borrower: People's Republic of Bangladesh

Implementing Agency: Infrastructure Development Company Limited (IDCOL)
Sustainable and Renewable Energy Development Authority (SREDA)
Electricity Generation Company of Bangladesh (EGCB
3.3.2Components
Component Name Cost (US$, millions)
Feni Utility-scale Solar PV 89.17
Renewable Energy Financing Facility (REFF) 320.23
3.3.3 Project Financing Data (US$, Millions)
3.3.3.1 SUMMARY
-NewFin1
Total Project Cost 413.04
Total Financing 413.04
of which IBRD/IDA 156.00
Financing Gap 0.00
Source : Bangladesh-Scaling-Up-Renewable-Energy-Project (pdf), visit: 20 july,2020; 11.27 am
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3.3.3.2 Details NewFinEnh1
3.3.3.2.1 World Bank Group Financing

International Development Association (IDA) 156.00
IDA Credit 156.00
3.3.3.2.2 Non-World Bank Group Financing

Counterpart Funding 48.79
Borrower/Recipient 15.79
Borrowing Country's Fin. Intermediary/ies 33.00
Trust Funds 29.25
Strategic Climate Fund Credit 26.38
Strategic Climate Fund Grant 2.87
Commercial Financing 120.00
Unguaranteed Commercial Financing 120.00
Other Sources 59.00
Bilateral Agencies (unidentified) 59.00
3.3.3.2.3 IDA Resources (in US$, Millions)

Credit Amount Grant Amount Guarantee Total Amount
Amount
National PBA 156.00 0.00 0.00 156.00
Total 156.00 0.00 0.00 156.00
3.3.4 Expected Disbursements (in US$, Millions)
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WB Fiscal Year 2019 2020 2021 2022 2023 2024
Annual 5.00 30.00 45.00 40.00 40.00 25.25
Cumulative 5.00 35.00 80.00 120.00 160.00 185.25
3.3.5 Risk category
Risk Category Rating
1. Political and Governance ⚫ Substantial
2. Macroeconomic ⚫ Moderate
3. Sector Strategies and Policies ⚫ Moderate

4. Technical Design of Project or Program ⚫ Substantial
5. Institutional Capacity for Implementation and Sustainability ⚫ Substantial
6. Fiduciary ⚫ Substantial
7. Environment and Social ⚫ Substantial
8. Stakeholders ⚫ Moderate
9. Other
10. Overall ⚫ Substantial
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3.3.6 Project Objective
The Project Objective is to increase installed generation capacity of, and mobilize financing for,
renewable energy in Bangladesh.
The Projects direct beneficiaries are:

(a) private sector developers of sub-projects, including their employees, supported through the
Renewable Energy Financing Facility;
(b) industry in terms of reduced technological and integration risks and increased technical
capacity;
(c) rooftop solar energy end-users through improved reliability and lower price of electricity; and
(d) people in selected municipalities benefiting from improved waste management and biogas
through the waste-to-energy pilot.
In addition, the increased renewable energy generation capacity will benefit people at large in
Bangladesh, due to better quality of electricity supply and cleaner air.
3.3.8 PDO-Level Results Indicators
The PDO level results indicators are:

(1) Generation capacity of energy constructed or rehabilitated (MW); and
(2) Private capital mobilized (US$).

3.3.9 Project Description
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3.3.9.1 Project Components
Component 1: Feni Utility-Scale Solar PV (US$89.17 million total investment cost,

including US$74.15 million IDA credit and US$15.02 million counterpart funding from
Government of Bangladesh and EGCB).
Component 1 supports a first-of a kind 50 MW7 pilot phase of a renewable energy park
developed by the Electricity Generation Company of Bangladesh (EGCB). The pilot is
implemented in the Feni district on a site acquired by EGCB for renewable energy development.
The Component will be implemented by EGCB on about 170 acres of a larger 999.65-acre land
area it has acquired. Once fully developed, the EGCB Feni park can accommodate up to 200
MW of renewable energy. Subsequent phases of development at the Feni site may explore joint
venture and other public-private partnership structures that can mobilize commercial finance.
The Project will finance the 50 MW pilot solar PV generation plant and the required
infrastructure. The infrastructure includes evacuation lines from the site to the nearest grid sub-
station, pooling substations, civil engineering structures for mitigating flooding risks, and roads
within the project site. EGCB will procure through a competitive bidding procedure an
engineering, procurement and construction (EPC) and operation and maintenance (O&M)
contract for the solar PV plant, including the power evacuation infrastructure. The O&M
arrangement will cover the first three years after commissioning; the cost of the O&M will be
covered by EGCB. Besides the EPC contract, Component 1 will finance the costs of transmission
bay extension at a sub-station, an owners engineer, safeguards consultants, and international
technical and procurement experts to be included in the bid evaluation committee, as well as
some goods. EGCB and the Government of Bangladesh will finance the rest of the cost of
Component 1, including but not limited to the O&M contract, import duties and taxes on goods
and works, vehicles, salaries and allowances, and other operating costs. In the event Government
and EGCB budgets for operating costs are exhausted, some operating cost may be financed by
the Bank, upon prior consultation and agreement with the Bank.
The Feni pilot project would be the first large-scale grid-tied solar PV project in Bangladesh and
a significant milestone in scaling up solar PV in Bangladesh. The pilot allows the country to gain
experience in renewable energy project procurement, risk mitigation, implementation, operation
and maintenance. It will demonstrate the viability of a solar PV plant on a difficult low-lying
land area with seasonal flooding This provides both the Government and private sector
invaluable experience and information as most project sites under consideration are expected to
have similar characteristics.8 The pilot will also provide a transparent cost breakdown and
benchmark. The investment will furthermore test several other parameters on specifications,
legal agreements, tender procedure, implementation, operation and maintenance, financial
viability, and regulations. It provides the off-taker and the system operator their first experience
on PPA and integration of a large scale solar project to the power system. Finally, the reduced
asymmetry of information and experience will enhance Government ability to engage with the
private sector.
Component 1 is therefore addressing the barriers related to lack of implementation experience
and institutional capacities. Furthermore, the demonstration and learning effects of the pilot will
help derisk further investment in similar sites and encourage private sector participation,
contributing to the expected impacts and outcomes of Components 2 and 3.
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Component 2: Renewable Energy Financing Facility (REFF) (US$108.23 million, including
US$81.85 million IDA credit and US$26.38 million CIF-SREP loan; US$212 million of
counterpart funding to be leveraged).
Component 2 establishes a dedicated Renewable Energy Financing Facility (REFF), hosted and
managed by the Infrastructure Development Company Limited (IDCOL), to provide financing to
private sector projects and public-private partnership (PPP) projects, including joint ventures.
The Facility will channel IDA and concessional CIF-SREP resources of US$108.23 million,
including US$81.85 million IDA credit and US$26.38 million CIF-SREP loan.It will provide
financing for both utility scale renewable energy and rooftop solar PV sub-projects.
The REFF provides financing to private sector developers and PPPs for utility-scale solar PV
projects, preferably those of competitively tendered projects on public land sites, notably those
identified and developed under Component 3. In addition, recognizing the high land scarcity in
Bangladesh, the component supports opening and scaling-up the rooftop solar PV market. In
both segments, the Facility supports private sector and PPP first movers to create markets and
bring in other financiers. It will offer long term financing to private sector and PPP renewable
projects, currently not readily available in Bangladesh. The REFF financing will leverage
domestic and international private developers and commercial financiers. In case the REFF
funding is evenly deployed to utility-scale solar PV and rooftop solar PV, it is expected to
leverage US$212 million from other sources of financing. The sub-project investments will
provide the co-financiers an opportunity to understand and reduce their risks and gain experience
in the due diligence and financing of such projects. The Project will also build the capacity of
IDCOL as a development finance institution, and its ability to leverage commercial financing,
benefiting the private sector project sponsors and commercial financiers as well.
Through the above elements, therefore, Component 2 is addressing barriers related to both the
under-developed renewable energy financing market as well as institutional capacity and project
development challenges. It will benefit from the implementation experience and lessons learned
under Component 1. It is also directly linked to Component 3 as REFF financing will be offered
to the bidders in the competitive tenders on public land, supported under Component 3.
REFF Technical Scope. IDCOL will function as a financial intermediary, carrying out due
diligence of sub-projects, approving sub-loans, and taking credit risk, as further specified in the
Operations Manual. The primary technology focus of REFF will be utility-scale solar PV and
rooftop solar PV. The Facility will have flexibility to support transactions on a first come first
serve basis among the eligible technologies. Indicatively, the Facility can support a total of 260
MW of installed capacity. The installed capacity target will be adjusted during implementation,
reflecting market uptake from the two targeted market segments.
REFF Financing Products and Terms. The Facility will primarily offer senior loans to support
a series of sub-projects. Based on market demand and viability, sub-ordinated loans would be
available to effectively mobilize financing from other sources through proper risk mitigation.
Other financial instruments catalytic to leveraging financing will be further explored under
IDCOLs capacity building activities. The REFF will be able to extend long-term loans at a lower
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end of the market rate range. Pricing of the REFF loans will be determined without
subsidization, reflecting actual cost of financing. The REFF financing terms will be reviewed
periodically to reflect changing market conditions and project economics. To optimize the use of
IDA and CIF-SREP resources and to mobilize commercial financing, the REFF share of
financing for each sub-project is capped up to 25 percent of total capital expenditure (CAPEX)
of utilityscale sub-projects, and up to 50 percent for rooftop solar PV sub-projects, as specified in
the Operations Manual.12 The rest of the financing of each sub-project would come from
commercial banks, other development finance institutions and project sponsors, or from
IDCOLs own resources.
IDCOL Capacity Building and Market Development. IDCOL will receive US$1.5 million of
the CIFSREP loan from the Ministry of Finance on grant terms for technical assistance and
capacity building. This funding will support:
(j) Developing new business models and financial instruments (e.g. equity, guarantee and
insurance) catalytic to mobilizing financing for renewable energy and strengthening
IDCOL financing capacities;
(k) (ii) Strengthening IDCOL capacity for technical due diligence and supervision of utility-
scale renewable energy and rooftop solar PV; (iii) Creating a market and developing
pipeline of rooftop PV through business development activities; and (iv) Project
management costs. These activities will be coordinated with the technical assistance
conducted by SREDA under Component 3.
Component 3: Technical Assistance (US$3.64 million total cost, including US$2.87 million
CIFSREP grant and US$0.77 million counterpart funding from Government of
Bangladesh).
This Component is implemented by SREDA. It will support technical assistance and capacity
building activities to improve the enabling environment to scale up renewable energy, and
support development of a project pipeline in particular for private sector participation. It will also
fund Project management costs, covering the costs of hiring technical consultants and
consultants for procurement, financial management and safeguards. SREDA and the Government
of Bangladesh will finance the rest of the cost of Component 3, including but not limited to
import duties and taxes on goods and works, vehicles, salaries and allowances, and other
operating costs. In the event Government budget for operating costs is exhausted, some operating
cost may be financed by the Bank, upon prior consultation and agreement with the Bank.

The technical assistance activities address the biggest barrier to renewable energy development
in Bangladesh land constraint through identification of project sites by the public sector. The
activities support the preparation of sites for competitive tendering through resource assessment,
feasibility study and environmental and social impact assessments, as well as through support to
the development of the tendering procedure. Furthermore, it will build institutional capacity
through trainings and other form of capacity building to both Government agencies and the
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market at large. It will also strengthen the enabling environment for rooftop solar PV, including
through promotion of the net-metering policy. In addition, this Component will support
feasibility assessment and deployment of a small-scale waste-to energy technology pilot, to
inform technical and commercial feasibility of waste-to-energy sub-projects. This component
will therefore address institutional capacity, land availability, and project development related
barriers (. (i), (iii) and (iv) above), and help develop a pipeline of private sector projects to be
financed by Component 2 and other financiers. All SREDA activities will be coordinated with
the IDCOL technical assistance to ensure complementarity and to avoid overlaps.
3.3.9.2 Project Cost and Financing

In addition to the US$156 million in IDA funds allocated for the Project, it will be funded by
concessional climate finance resources from the CIF-SREP (US$2.87 million grant and
US$26.38 million loan). The Government of Bangladesh is the borrower, channeling the
resources to the implementing agencies. EGCB will enter into a Subsidiary Loan Agreement
with the Ministry of Finance to receive US$74.15 million of IDA credit. IDCOL will sign a
Subsidiary Loan Agreement for US$81.85 million of IDA credit and US$24.88 million of CIF-
SREP loan, and a Subsidiary Grant Agreement for US$1.5 million of CIFSREP loan on grant
terms. SREDA will have a Subsidiary Grant Agreement with the Ministry of Finance for
US$2.87 million of CIF-SREP grant. Financing terms of the loans to the implementing agencies
will be specified in the Subsidiary Loan Agreement between the Government and the
implementing agencies, reflecting the actual cost of financing from IDA and CIF-SREP and the
expenses of the Government.
Under Component 1 the Bank would finance the EPC contract (except for the O&M
expenditures), transmission bay extension at a sub-station and a few consultants. EGCB and the
Government of Bangladesh would finance all other expenses on parallel basis. Component 1
incremental operating costs may be financed by the Project at the discretion of the Bank,
provided that EGCB and Government resources towards such costs have been exhausted and/or
are insufficient. Under Component 2 REFF joint co-financing would apply between IDA and
SREP; financing would be disbursed against sub-loans extended by IDCOL and the financing
percentages would be included in the withdrawal table. In case of the technical assistance to
IDCOL under Component 2, all expenditures would be financed under the CTFSREP loan
provided to IDCOL on grant basis. Incremental operating costs under Component 2 can also be
financed by the Project. In case of Component 3 the Government of Bangladesh would finance
operating costs and all other expenditures would be funded by the CIF-SREP grant on parallel
basis.
However, Component 3 incremental operating costs may be financed by the Project at the
discretion of the Bank, provided that Government resources towards such costs have been
exhausted and/or are insufficient.
The estimated Project costs to achieve a target capacity of 310 MW (50 MW under Component
1, 150 MW from utility-scale solar PV under Component 2, and 110 MW from rooftop solar PV
under Component 2) and the proposed financing structure are shown in Table 1 below.
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Table . Project Costs and Financing Sources
The indicative financing plan of the REFF is illustrated in Table 2, although the Facility keeps
flexibility in supporting different types of sub-projects. The REFF financing is expected to
mobilize additional capital of around US$212 million, of which US$120 million is estimated to
be private capital.
Retroactive Financing: To facilitate a prompt start to Project implementation, retroactive

financing is eligible for all three components. It may be utilized by EGCB to finance consultant
expenditures, IDCOL to finance consultants or sub-loans for eligible sub-projects, and by
SREDA to finance consultants. For the retroactive financing of eligible expenditures,
withdrawals may be made for payments made on or after April 1, 2018, and prior to the signing
of the Financing Agreement, Loan Agreement or Grant Agreement, for an aggregate amount not
exceeding US$2 million for Component 1, US$10 million for Component 2, and US$574,000 for
Component 3.
Rationale for Public-Sector Financing. Public financing under this Project will help remove
barriers and reduce the private sectors risk perception about utility scale and grid-connected
solar power. The 50 MW pilot will help build capacity and establish a cost benchmark for future
investments. Component 2 (REFF) and the technical assistance activities under Component 3
will mobilize private investment and commercial financing, help set industry standards for risk
assessment, and identify public lands on which private sector IPPs can be brought in to develop
the generation assets.

The Project helps the country integrate renewable energy capacity in its current mix at lower cost
and build the foundation for reaching its RE targets by 2030. In the absence of the Project, the
countrys renewable sector development would likely remain slow. This would be contributed to
by the continued low institutional capacity, and lack of implementation experience and cost
transparency. The sector would continue to rely on unsolicited proposals with comparatively
high negotiated tariffs and slow implementation. Lack of public land sites identified and
developed for renewable energy generation would further aggravate the situation. Commercial
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financiers would continue to hesitate to enter the sector in the absence of support for scaling up
markets for both rooftop PV and utility scale renewable energy projects.
3.3.10 Implementation
Institutional and Implementation Arrangements
Component 1: EGCB will be the implementing agency of Component 1. EGCB will implement
the first phase of solar PV development at the Feni site. The Ministry of Finance will be the
borrower of IDA credit that will be on-lent to EGCB to finance the development as public
investment. EGCB has since 2008 been working with the Bank as an implementing agency.
EGCB will establish a Project Implementation Unit for the Project, headed by a Project Director
reporting to the Executive Director (Engineering).
Component 2: The REFF will be hosted and operated by IDCOL, a state-owned financial
institution. IDCOL will act as the Financial Intermediary of IDA credits and CIF-SREP loans.
IDCOL has a demonstrated track record in managing a large volume of donor funding, including
the World Bank, through similar financing facilities and in implementing renewable energy
programs. The Project will be managed by IDCOLs Renewable Energy Department. The REFF
will be operated under the management and supervision of the Head of Renewable Energy
Department and IDCOLs top management.
Financial Intermediary Financing. A Bank review has been conducted to ensure that the
Project, particularly Component 2 on establishing the REFF, meets good practices and
requirements on financial intermediation. The review confirmed that the Project complies with
World Bank requirements for financial intermediary financing. IDCOL is assessed to have
adequate capacity to act as a financial intermediary, with technical assistance and capacity
building support planned under the Project. Per the recommendation of the review, an
intermediate results indicator (ratio of non-performing loans) to monitor the quality of the REFF
portfolio has been added to the results framework.
Component 3: SREDA will be the implementing agency for Component 3 of the Project. As the
Government agency with the mandate to promote renewable energy and energy efficiency in
Bangladesh, SREDA has the functional authority to coordinate CIF-SREP activities in
Bangladesh. As a recently established institution, SREDA has no previous experience in
implementing Bank projects. The Project includes technical assistance and capacity building
support to further strengthen SREDAs technical capacity. SREDA will establish a Project
Implementation Unit, led by a Project Director.
Project Coordination Committee. A Project Coordination Committee will be established to

coordinate Project activities, exchange information and help disseminate the lessons learned
among Project Components implemented by the three Implementing Agencies. The Committee
will be chaired by the Power Secretary and include EGCB, IDCOL and SREDA. Other
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Government agencies may be asked to participate on an as-needed basis. See Annex 2 for
additional details on implementation arrangements.
3.3.11 Results Monitoring and Evaluation
EGCB, IDCOL and SREDA will provide the World Bank with bi-annual progress reports and
quarterly interim unaudited financial reports, bi-annual information on progress of the key
performance indicators for their respective Project components, audited financial statements, and
such other information as the World Bank may reasonably require. Monitoring and evaluation
will be linked to the Project Development Objective indicators and intermediate indicators,
presented in Section VII. The indicators have annual intermediate targets as well as end targets.
The intermediate and end targets are measured cumulatively as of January 31 of every year and
at the end of the Project, respectively. Approximately three years after effectiveness, EGCB,
IDCOL and SREDA will carry out a thorough review of Project implementation and report their
findings and conclusions to the World Banks midterm review.
3.3.12 Sustainability
The Project is expected to build a track record and help develop a sustainable new market of
gridtied renewable energy which has not existed before in the country. For utility-scale PV,
demonstration through a public-sector pilot will establish cost and tariff benchmarks, risk
mitigation practices through civil structures, experience on grid integration, and replicable
tendering procedures. REFF long-term debt financing will reduce risk and provide experience for
commercial banks and the private sector in a nascent market. With the benefit of this experience,
they can continue financing and implementing similar projects after the Project closes.
Identification of sites on public land and development of competitive tendering procedures
would give confidence to the market and eventually reduce the cost of both investment and
financing, leading toward a sustainable market-based solution for further development of utility-
scale RE.

For rooftop solar PV, supporting early stage investment through the REFF is expected to open
the market and generate demand. The support to development of the enabling policy and
regulatory framework and awareness raising among potential beneficiaries will help sustain the
market beyond the Project. As the market grows over time, the cost of generation from rooftop
PV systems is expected to fall, while the retail price of electricity is expected to go up (in
accordance with the Governments effort to reflect increasing fuel costs in the tariff). Through
this process the business case of rooftop solar PV will be strengthened, further ensuring the
sustainability of the Project outcomes.
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3.3.13 Economic and Financial (if applicable) Analysis
Economic Analysis. The economic analysis was carried out for three following
representative cases: (i) 50 MW utility-scale solar PV at the Feni site under Component 1; (ii) a
50 MW utility-scale independent power producer (IPP) solar PV sub-project to be supported
under Component 2; and (iii) a 1 MW industrial rooftop solar PV21 sub-project to be financed
under Component 2. The assumptions on costs and benefits of the representative cases. The
economic analysis of the first case shows that the Economic Internal Rate of Return (EIRR)
would be 8.3 percent before considering positive environmental externalities. When the
environmental benefits are included, the EIRR increases to 13.0 percent, higher than the hurdle
rate of 10 percent for Bangladesh. The Economic Net Present Value (ENPV) is estimated at
US$14.1 million. For the second case, the EIRR is projected to be 12.3 percent without
environmental benefits and 17.5 percent with environmental benefits. The Economic Net Present
Value (ENPV) is estimated at US$29.6 million. For the third case, the EIRR is estimated at 28.3
percent without environmental benefits and 36.5 percent with environmental benefits. The ENPV
is estimated at US$1.3 million.
Financial Analysis. The financial analysis demonstrates that all three representative cases
presented above are also financially viable. The first case is projected to have a Financial Internal
Rate of Return (FIRR) of 9.3 percent, which is higher than the Weighted Average Cost of Capital
(WACC) of 4.2 percent, with the PPA tariff assumed at USc 10.2/kWh. The second case will
generate a FIRR of 10.2 percent and an equity IRR of 15 percent, the minimum required return
on equity in the market, if the PPA tariff is set at USc 10.9/kWh. It should be noted that for IPP
utility-scale renewable energy PPA tariff will be determined upon negotiation with the off-taker
or through a competitive tender. The financial benefit for the rooftop comes from the avoided
cost of grid electricity, which is assumed to be USc 10.3/kWh. The 1 MW rooftop PV sub-
project is expected to generate a FIRR of 17.3 percent, which is above the estimated WACC of
6.4 percent for rooftop PV sub-projects.
Sensitivity Analysis. A sensitivity analysis was conducted to calculate the switching values26
for the key cost and benefit drivers in the economic analysis. They are:
(i) CAPEX of the utility scale and rooftop systems; and
(ii) fuel price of the alternative marginal power generation source (HFO).
The analysis indicates that both investments for utility-scale solar PV and rooftop PV are robust
in case of potential cost overrun as well as HFO price volatility. A sensitivity analysis conducted
on the financial analysis of utility-scale solar PV IPP demonstrates that cost reduction over time
would allow more affordable PPA tariffs at the same level of return as the market becomes
mature and competition increases. In case the CAPEX decreases to US$1/W, the PPA tariff
could be as low as USc 8.0/kWh with an equity IRR of 15 percent.
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REFF Economic and Financial Analysis. At the Facility level, the REFF is expected to
support in total about 260 MW of generation capacity, including 150 MW of utility-scale solar
PV and 110 MW of rooftop PV. The total investment portfolio mobilized through the REFF is
projected to be both economically and financially viable. The aggregate EIRR is estimated at 16
percent without environmental externalities and 23 percent with environmental benefits, coming
from over 6.3 million tons of CO2 equivalent of GHG emissions reduction over the lifetime of
the sub-projects. The financial net present value of the sub-project portfolio is estimated at
US$41 million, and the FIRR at 11.8 percent, exceeding the projected WACC of 9.4 percent for
all sub-projects supported by the Facility. The average FIRR to equity holders is expected to be
at 20.5 percent, meeting the minimum required return on equity of 15 percent in the context of
Bangladesh. Furthermore, the Facility would be financially sustainable from IDCOLs
perspective based on a cash flow analysis. The net present value of annual net cash flows over
the life of the Facility is estimated to be US$17 million at a discount rate of 6 percent.
Financial sustainability of EGCB. EGCB is projected to remain financially sustainable with

the additional investment under the Project. Since the commissioning of its first power plant in
2012, EGCB has maintained sound liquidity, adequate debt service coverage ratio, proper
leverage and operation, and profitability. The Feni solar PV facility will provide additional
positive net present value to the company, while maintaining the appropriate level of Debt
Service Coverage Ratio over the loan repayment period.
Furthermore, it will help diversify the revenue portfolio, which now relies on only three power
plants. This will enhance EGCBs resilience to the gas supply problem or any unforeseen issue,
improving the financial sustainability of the entity.

3.3.14 Photo Gallery
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Picture : Feni renewable power plant
Picture : Bangladesh renewable energy plant
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3.3.15 News
3.3.15.1 Bangladesh secures financing for 310MW renewable energy project from
world Bank (Bangladesh secures financing for 310MW renewable energy project
from world Bank , 2020)
The financing will be used for the Scaling-up Renewable Energy Project, which will focus on utility
scale solar photovoltaic (PV) and rooftop PV
Image: World Bank supports Bangladesh to build renewable 310MW projects. Photo: courtesy
of PublicDomainPictures/Pixabay.
Bangladesh has secured $185m (£151.71m) from World Bank to finance a 310MW renewable
energy project, which will contribute to reliable and cheaper electricity in the country.
The renewable energy project is expected to contribute to the diversification of the countrys
energy mix and also help in cutting down carbon emissions, equivalent to about 377,000 tonnes
in one year.
World Bank is providing the funding for the Scaling-up Renewable Energy Project, which will
focus on utility-scale solar photovoltaic (PV) and rooftop PV. Under the project, a 50MW solar
project will be built in Feni district and will be implemented by the Electricity Generation
Company of Bangladesh (EGCB).
Source: www.nsenergybusiness.com/news/deals/bangladesh-renerable-project-world-bank/ :
visit: 28 October2020, 7.45 pm; published : NS Energy, 30Aug 2020
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Acting Country Director for Bangladesh and Bhutan Dandan Chen said: Since the last decade,
the World Bank has helped Bangladesh increase access to electricity in rural areas through
renewable energy. Today, Bangladesh has one of the worlds largest domestic solar power
program that serves about one-tenth of the countrys population.
Now, we are going one step further to help Bangladesh expand renewable energy generation on
a larger scale. With strong collaboration between the public and private sector, we hope the
project will help meet the growing energy demands of the population.
The $185m (£151.71) funding package also includes a $26.38m (£21.63m) loan and a $2.87m
(£2.35m) grant from the Strategic Climate Fund (SCF) of the World Bank s Climate Investment
Funds (CIFs).
3.3.15.2. The renewable energy project will help in mobilising up to

$212m (£174.17m)
The renewable energy project in the South Asian country is expected to help in mobilising up to
$212m (£174.17m) from private sector, commercial banks and other sources of financing.
The project will support the Infrastructure Development Company (IDCOL) with development
of the financing facility. to manage a Renewable Energy Financing Facility to provide financing
to developers of both rooftop solar photovoltaics (PV) and large-scale solar PV projects.
Besides, it will assist. the Sustainable and Renewable Energy Development Authority (SREDA)
in finding sites for large-scale projects and promote new net metering policy for rooftop
The government on Thursday signed a $185 million financing agreement with the World Bank to
add about 310 MW renewable energy generation capacity, which will contribute to reliable,
affordable electricity and cleaner air.
The Scaling-up Renewable Energy Project will focus on utility scale solar photovoltaic (PV) and
rooftop PV to expand new markets in renewable energy generation it the country. The project
will establish the countrys first large-scale 50 MW grid-tied solar PV generation plant in Feni
district, implemented by the Electricity Generation Company of Bangladesh (EGCB),said a press
release.
To fill the gap in the long-term domestic financing market for renewable energy, the project will
also support the Infrastructure Development Corporation Limited (IDCOL) to manage a
Renewable Energy Financing Facility for both rooftop and utility scale solar PV. It will also help
Sustainable and Renewable Energy Development Authority (SREDA) identify sites for large-
scale projects and promote new net metering policy for rooftop PV.
Since the last decade, the World Bank has helped Bangladesh increase access to electricity in
rural areas through renewable energy. Today, Bangladesh has one of the worlds largest domestic
solar power program that serves about one-tenth of the countrys population, said Dandan Chen,
Acting Country Director for Bangladesh and Bhutan. Now, we are going one step further to
75 | P a g e
help Bangladesh expand renewable energy generation on a larger scale. With strong
collaboration between the public and private sector, we hope the project will help meet the
growing energy demands of the population.
The project will help unlock private investment and will aim to raise up to $212 million in
financing from the private sector, commercial banks, and other sources
3.3.15.3 : 500MW solar power plant soon (500MW solar power plant soon, 2019)
The government is setting up a 500 megawatt (MW) solar power plant at Sonagazi in Feni to
achieve the goals of renewable energy by 2021. The government has a plan to supply 99.24
million kilowatts of power a year to the national grid and generate a sizeable portion of power
from renewable sources. The project estimates Tk 746.76 crore that will come from the
government exchequer and project assistance for the solar power plant.
Electricity Generation Company of Bangladesh (EGCB) Ltd under the ministry of power, energy
and mineral resources will construct the solar photovoltaic power plant from July 2019 to June
2021 period. The World Bank will provide Tk 621 crore to the estimated project cost of the
project, while the government has agreed to give Tk 87.54 crore and EGCB will bear Tk 38
crore.
In this regard, a project titled Construction of Sonagazi 50MW Solar Power Plant Project
recently got approval from the executive committee of the national economic council (ECNEC)
with Prime Minister Sheikh Hasina in the chair. The government has set a target of generating 10
percent of total power equivalent to 2,000MW by 2020 from renewable energy sources, an
official of power division said.
The government has been able to raise solar power generation capacity to 306MW in line with a
perspective plan to meet increasing demand of power. In parallel, the government is also trying
to generate some power utilizing wind sources. The capacity of wind power generation is now
only 2.9MW, and a 30MW wind power plant is being set up in Sonagazi as well. Demand of
power is increasing by 10 to 14 percent in the country every year. Power System Master Plan
2016 suggests that demand is likely to rise to 24,000MW by 2021.
Source : https://bangladeshpost.net/posts/500mw-solar-power-plant-soon-3026 ; visit : 10november

2020, 7.10 pm; published : May.31, 2019
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3.4 Emergency Multi-Sector Rohingya Crisis Response Project (EMCRP)
(Government, 2020)
Project Name Emergency Multi-Sector Rohingya
Crisis Response Project (EMCRP)
Short title EMCRP
Project code 224282400
Date of Approval 22-11-2018
Starting Date Dec-18
Completion Date Nov-2021
Project cost Total GOB PA
79311 410 lac 78901
Implementing agency LGED
Cumulative Expenditure 8081.640 (In Lac Taka )
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Name of PD Javed Karim
Physical Progress (%) 12
Sector Rural
Ministry LGED
Status On going investment project
Funded By World Bank
3.4.1 Project Description (Bangladesh, 2019)

The mass fleeing of hundreds of thousands of Forcibly Displaced Myanmar Nationals (FDMNs)
in order to avoid the death or persecution in the northern Rakhine province of Myanamar
(Burma) for neighboring Bangladesh since August 2017 has caused the advent of the Worlds
fastest growing refugee crisis. About 10.00 lac FDMNs have crossed the border from Myanmar
to several camps across Cox's Bazar District in Teknaf and Ukhia Upazilas, placing an immense
strain on the existing infrastructure and on an already resource-constrained social service
delivery system and the environment. The large influx of FDMNs population outnumbers the
host community by about 3:1 in the affected Upazilas, posing significant risks of exposure to
natural disasters, tremendous pressure on social service delivery system including road
communication, crowding and congestion in hat-bazar, etc.
Source: https://www.worldbank.org/en/news/loans-credits/2020/03/31/bangladesh-emergency-multi-
sector-rohingya-crisis-response-project-additional-financing
http://oldweb.lged.gov.bd/ProjectAbout.aspx?projectID=968
ESMF (EMCRP) (2) (pdf) , visit: 15 July 2020; 8.12 am
In the above backdrop, Emergency Multi-Sector Rohingya Crisis Response project aided by
World Bank with the objective to provide greater protection for the FDMNs in times of natural
disaster and improve social service delivery system by way improving communication network,
social resilience and other facilities to the FDMNs has been undertaken. The project plans to
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conduct key investments to improve connectivity (with about 29 percent of the project budget)
that includes improvement of 25 km internal roads in campus, construction of 10 access and
evacuation bridges, construction of 205 km access and evacuation roads, improvement of 6 hats,
construction of 23 emergency shelters and construction of 30 multi-purpose service centers.
The project would help mitigate some of the risks facing both the forcibly displaced and their
host communities and help implement a development response which complements humanitarian
activities on the ground. The interventions through this project to strengthen the government
capacity will contribute to meeting both immediate and medium-term needs for the FDMNs and
to further support the GoB to manage the crisis
3.4.2 Project objectives

The project objective (PO) is to strengthen the Government of Bangladesh systems to improve
access to basic services and build disaster and social resilience of the displaced Rohingya
population. In this context, there are key definitions that are used in this ESMF:
Basic services is defined as water, sanitation, roads, street lighting, and lightning protection
systems.
Disaster Resilience is defined as increased access to climate resilient multipurpose disaster

shelters, resilient roads and evacuation routes resulting in reduced climate vulnerability, multi-
hazard risks as well as enhanced accessibility and adaptability.
Social resilience is defined as increased access and participation in gender sensitive

community services, workfare activities that mitigate the risk of engagement in negative coping
behavior, community services, and gender-based violence prevention and response.
Government Systems is defined as the framework of resources, skills and coordination

capacity needed to respond to the crisis in the present and long run.
Source: http://oldweb.lged.gov.bd/ProjectAbout.aspx?projectID=968
3.4.3 Project development indicator
The following PDO Level Indicators will be used to assess effectiveness of the proposed project:
Number of people with access to improved public infrastructure as a result of the project
(disaggregated by gender).
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Number of people with access to climate resilient multi-purpose disaster shelters as a result of
the project (disaggregated by gender).
Households participating in community workfare and services.
Development of a DRP Camp Management System.
3.4.4 components:
The components would cover in Ukhiya and Teknaf Upazila of Coxs Bazar districts of
Bangladesh The four components of the proposed project are described below.
Component 1: Strengthening Delivery of Basic Services, Resilient Infrastructure,

Emergency Response, and Gender-Based Violence Prevention
Subcomponent 1.A: Resilient Water, Sanitation and Hygiene
The objective of this subcomponent is to support improved access to safe water and sanitation
(with climate resilient features to reduce the risk to climate vulnerability and disasters) as well as
hygiene promotion in a gender and socially inclusive manner. This subcomponent will establish
improved water supply service with a combination of community standpoints, rainwater
harvesting, and piped water supply systems. The water supply scheme will comprise of:
(i) resilient mini piped water supply schemes (including rehabilitation of existing tube wells
connected with solar powered photovoltaic (PV) pumping systems with elevated
platforms above flood level);
(ii) resilient tube wells (rehabilitation of existing tube wells with elevated platform above
flood level);
(iii) mobile desalination plants in Teknaf;
(iv)water resource mapping and water quality monitoring including water resource
availability considering climate vulnerability and extreme weather conditions; and
(v) a feasibility study and design for Fecal Sludge and Solid Waste Management
System.These interventions are expected to improve the quality, resilience, and sustainability of
water services, as well as help, reduce water losses for DRP.
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This subcomponent will also aim to improve access to resilient and eco-friendly sustainable
sanitation. It will finance safe and acceptable sanitation services focusing on the entire sanitation
service chain i.e. containment, collection, transport, treatment and safe disposal of fecal matter
through:
(i) construction of climate resilient improved individual and chamber community latrines
(including measures for gender segregation; bath and cloth washing facilities, with water
source, septic tanks and solar lighting system) with resilient superstructure and raised
platform (above flood level) to enhance resilience against heavy rainfall and flooding;
(ii) construction of biogas plants to capture and combust methane for energy in the camps
with flood protective measures;
(iii) construction of integrated waste and fecal sludge management systems, co-composting
plants and waste collection facility with solar energy system, resilient superstructure, and raised
platform (above flood level); and
(iv) hygiene promotion, awareness program on sanitation, FSM, and safe water use, training
on Operation and Maintenance (O&M) of the WASH interventions including climate
vulnerability and disaster risks. Community mobilization will be critical for behavioral change as
well as the O&M of the facilities.
These interventions will contribute to improve sanitary and hygiene conditions in the camps,
soil, and water contamination due to untreated fecal discharge to the environment, and to
produce agricultural fertilizer and a clean renewable energy source for community use.
Subcomponent 1.B: Basic Services, Resilient Infrastructure, Emergency Response, and

Gender-Based Violence Prevention
The objective of this subcomponent is to support improved access to basic services,climate
resilient infrastructure, emergency response services, in a gender and socially inclusive manner,
and support a scale up of the gender-based violence prevention program. The disaster risk profile
of the area will be incorporated in the design and execution of the activities to ensure increased
sustainability and resilience.
This subcomponent will finance:
(i) construction of all-weather resilient access and evacuation roads as well as internal roads
to increase readiness and resilience to natural hazard events, including associated storm-
water drainage network and slope protective works to reduce the risk of landslides;
(ii) construction of climate resilient culverts and bridges (aligned with the storm water
drainage network) to drain the increased surface run-off from extreme precipitation and
flooding;
(iii) repair, rehabilitation and construction of rural markets for DRPs incorporating resilient
and environmentally friendly features including elevated platform above flood level;
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(iv) installation of solar powered street lights in DRP camps to improve energy efficiency,
help increase safety, in particular of woman and children;
(v) walkays; and
(vi) installation of lightning protection systems in DRP camp areas to decrease vulnerability
to lightning strikes resulting from extreme hydro-metrological events. Sealing the surface of
roads, storm-water drainage network, culverts and bridges, slope protective works will help
prevent washouts while maintain critical access for logistics and resources to the Camps,
overall enhance the resilience of road infrastructure.
These activities will also benefit to reduce soil erosion and surface water contamination and
improve hygiene condition. This subcomponent will also finance construction of climate
resilient multi-purpose disaster shelters/primary schools and climate resilient multi-purpose
disaster shelters/community service centers including rainwater harvesting, solar powered
lights and climate proofing connecting roads (above flood level) to provide a haven from
cyclones, storm surges, and strong winds. This subcomponent will support improved
emergency response services to better prepare for catastrophic events including climatic
hazards through:
(i) contingency planning for evacuation and emergency preparedness; and
(ii) strengthening community based early-warning systems for hydro-meteorological hazards;
(iii) improved search & rescue operations including equipment and training of the first
responders, Fire Service and Civil Defense (FSCD) in the onset of extreme hydro-
meteorological events and geophysical hazards.
This subcomponent will also finance the establishment and operation of gender-friendly spaces
incorporating some resilient features including elevated platforms (above the flood level) which
would be linked to the Gender-Based Violence (GBV) referral pathway and be a safe space for
women and adolescent girls. This will represent a scale-up of GBV prevention and treatment
services to be delivered through the women and children centers, door to door services, and
interactive workshops on general and specific topics, assessments to determine barriers including
extreme hydro meteorological events as well as geo-physical hazard to access services in the
camps and ways to address them, and the development of a GBV referral pathway that will link
with the ongoing Bank-financed Health Services Project in support of the DRPs and existing
referral pathways being implemented by other development agencies and the development and
implementation of a GBV prevention program for adolescent boys.
To ensure that the benefits of the project reach everyone in an inclusive manner, a concerted
effort will be made to:
(i) design services in a gender-informed manner and reach women and girls through appropriate
targeting approaches;
(ii) the promotion of child-friendly and disability friendly approaches to service delivery;
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(iii) mobilize local communities to ensure the participation and inclusion of the most vulnerable
groups through the use of the organizations and volunteers described below under component 2;
(iv) formation of water and sanitation committees for O&M, and
(v) adoption of resilient and climate-friendly features to free from female dependent labors such
as collection of firewood for household fuels.
Component 2: Strengthening Community Resilience

This component will address economic and social resilience of the vulnerable through their
engagement in community services and workfare schemes. Under this component, DRP
households will participate in subprojects and activities intended to enhance community services
for the vulnerable (woman, children, disabled and elderly); strengthen their engagement
mechanisms (through mobilization, outreach and GRM activities); contribute to climate and
environment risk mitigation; improve camp living conditions through cleaner environments, and
prevent anti-social behavior. Beneficiaries will be selected from among the DRP community to
participate in activities and subprojects on a demand basis. Inclusive community services will
prioritize subprojects that fill service gaps for vulnerable groups, while the community workfare
schemes will be identified by camp authorities based on prevailing needs. Adequate training will
be provided to the participating DRP community members on their respective compliance
measures participation in awareness raising/community mobilization sessions or in workfare
schemes - and participation will be monitored. Stipends for their participation will provided
through a secure, transparent and accessible mechanism that will enable households to purchase
food and non-food items in a safe and dignified environment.
Subcomponent 2.A: Community Services

The objective of this subcomponent is to connect and engage women, children, elderly and
persons with disabilities in community services catered to the vulnerable population. These
community engagement activities will be carried out through a network of Rohingya volunteers
and will cover about 60,000 beneficiary households. It will finance:
(i) stipends for participants;
(ii) supporting materials, and
(iii) management activities (which includes planning, selection of beneficiaries, supervision of

participation and delivery of stipends).
The subcomponent will support provision of and participation in awareness generation activities
covering issues including: climate and disaster risk resilience or mitigation; community-based
early warning systems of cyclones, flood and other natural disasters; adoption of clean energy for
cooking which will serve to reduce deforestation for firewood collection; nutrition; prevention of
child abuse, child marriage, GBV, sexual harassment, and trafficking of women and children;
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illegal drug trade. Other activities will include provision of child care and elderly support
services; community group facilitation to strengthen social networks; grievance management
volunteer groups, and other communication and outreach activities. These activities will be held
in small groups in locations identified to be best suited to their delivery and convenient for
participants to attend. Payments to participating households will be made through the e-voucher
scheme supported by the WFP. Implementation will be supported by a UN agency and or a Civil
Society Organization (CSO) and details of sessions, logistics and monitoring will be described in
the Project Operations Manual.
Subcomponent 2.B: Community Workfare
This subcomponent aims at reducing the likelihood of at-risk-youths participation in anti-social

behavior by engaging them in workfare on basic infrastructure maintenance that would help to
reduce climate vulnerability and disaster risks as well as camp cleaning and maintenance
activities. Engaging the working-age youth can also contribute towards improved mental and
emotional wellbeing through their participation in labor-intensive activities that also serve to
enhance camp livability. This subcomponent will finance:
(i) wages for beneficiaries in exchange for their work in rehabilitating or maintaining the
environment where they live or camp assets;
(ii) capital inputs for the subprojects, and
(iii) supervision of participation and delivery of wages.
The wage rate will be set at the prevailing official minimum wage for the DRP and as
determined by district authorities and the ISCG. Each beneficiary household representative will
work for a maximum of 120 person-days for a period of three years. Simple community
workfare, which is unskilled labor intensive by nature includes (minor) slope protectiv e works,
storm water drainage network as well as bag gardening/vegetation for soil retention and tree
plantation. These interventions will reduce the vulnerability to landslides and soil erosion,
provide vegetation cover in the camp sites and carbon sinks, as well as drain the increased
surface run-off from excessive rainfall inside the DRP camp area. The use of labor-intensive
technologies in the construction and maintenance of these infrastructures also contribute to
reduced greenhouse gas emissions in otherwise machine-dominated construction/ maintenance.
The number of beneficiaries in each camp will be selected according to its relative population.
Approximately 40,000 households with able-bodied adults (aged 18 to 29) willing to accept the
prevailing wage rate will self-select to work. If the number of eligible people willing to
participate exceeds the opportunities available, a first-come first-serve approach will be used to
select the beneficiaries. A waiting list will be kept for participant turnover. Each household will
be allowed to register up to two eligible adults as alternate participants to ensure that on
occasions where the primary household representative is not available, the alternate could work
in his/her stead to guarantee continuous participation and payment in the works activities.
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Community subprojects will be identified by the CiCs in conjunction with the UN agency/CSO
that will support implementation. The RRRC will approve subprojects to be implemented subject
to meeting the criteria that a minimum of 80 percent of the combined subprojects expenditure in
the camps will be paid as wages using e-vouchers to the participating poor households. Eligible
subprojects selected from camps will be validated with communities to ensure that the needs and
interests of beneficiary communities are served. As a precondition for eligibility, camps will be
required to put in place and record arrangements for asset management, which in turn will
generate further work opportunities for households. CSOs will be engaged to provide quality
assurance of the assets. Payments to participating households will be made through the e-voucher
scheme supported by the WFP. Details of the menu of subprojects and eligibility criteria will be
detailed in the Project Operational Manual.
Component 3: Strengthening Institutional Systems to Enhance
Service Provision to the Displaced Rohingya Population
The objective of this component is to strengthen the GoBs capacity to plan and coordinate DRP
response (including disaster response) and manage and coordinate project implementation. This
includes surge capacity increase through equipment, systems, andstaffing to address the needs of
the DRP including risks to climate vulnerability and disasters.
Subcomponent 3.A: Strengthening MoDMR, NTF, RRRC, CiC, and Line

Ministry Systems
MoDMR has historically played an important role in similar influx management in Bangladesh.
MoDMRs Refugee Cell leads the coordination of refugee-related initiatives and has direct
oversight of the Refugee Relief and Repatriation Commissioner (RRRC at the district level
which is represented by the CiCs at the camp level). According to GoBs Allocation of Business
(revision Dec. 2014), MoDMR is mandated to coordinate all activities related to emergency
response management besides disaster management. However, to fulfill this central coordinating
role in the current influx crisis, MoDMRs capacity needs to be increased through strengthened
institutional and administrative systems at the national, district and camp level.
National: At the national level, this subcomponent aims to enhance the capacity of MoDMR
and the NTF to plan, coordinate and respond to the needs of the DRP including after extreme
hydromet events that affect particularly refugees in the Coxs Bazar area through:
(i) policy dialogue on emergency and refugee management, response and coordination
support;
(ii) exchange and knowledge sharing with other countries with similar experiences on best
practices for refugee management and response;
(iii) development of refugee-crises information management systems as well as benefit
transfer mechanism; and
(vi) central level communication and reporting mechanism.
RRRC: To strengthen this units capacity to coordinate, have oversight and report on field
activities in Coxs Bazar (during/after disasters as well) including:
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(i) technical advice to improve planning and management of multi-agency activities in the
camps;
(ii) information systems, equipment and training to manage the reporting mechanism, benefit
transfer oversight and refugee registry;
(iii) logistics and technical support for improved coordination; and
(iv) consultant remuneration for coordinator at the RRRC.
Camp-level: To strengthen CiCs governance and DRP engagement capacity (including

emergency response to disasters) as well as fostering community participation through the
enhancement of the Rohingya volunteer network. This activity will finance:
(i) two staff at the CiC level (one for GRM and one volunteer network supervisor);
(ii) training and technical assistance on grievance management, community engagement and
gender mainstreaming;
DRP Engagement Structure (Volunteer Network). Presently, the CiC personnel mobilize DRP
through a volunteer network comprised of Rohingya community leaders (known as Majhi). This
project will support the enhancement of the volunteer network to serve as the Governments main
DRP engagement structure which will serve as the last mile delivery tool through which LGED,
DPHE, and MoDMR will streamline outreach, behavior change communication (through ToT
strategies) as well as the grievance redress mechanism. The volunteers will be chosen in a
transparent, inclusive and representative manner giving due consideration to women and other
vulnerable groups in this process.
The DRP engagement structure will not only provide social resilience activities to the
population, particularly women (supported though subcomponent 2A inclusive community
service), but it will allow for the contextualization of the messaging and awareness-raising
activities to the culture and language of the DRPs. For this purpose, this subcomponent will
finance the service of a specialized agency (SCO) to set-up and facilitate the functioning of the
DRP engagement system. The SCO will hire experienced staff to be placed at the CiC office for
the recording of grievances and providing feedback to the community. The agency will also
facilitate, supervise and monitor the DRP engagement mechanism, which includes:
(i) selection and training of volunteers;

(ii) monitoring and reporting activities;
(iii) periodic CiC-volunteer meetings; and
(iv) distribution of IEC materials.
Subcomponent 3.B: Strengthening LGED, DPHE, and GBV Services
This subcomponent will strengthen the capacity of government agencies to provide essential
services to the DRP and respond effectively to potential emergencies and extreme hydro-
meteorological events particularly in the Coxs Bazar area. The subcomponent will encourage
harmonization or transfer of systems and capacities between UN, other specialized agencies and
the GoB, in the provisioning of basic services, infrastructure improvement, and emergency
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response services for the DRP and will also focus on the gradual transition of service delivery
from humanitarian to country systems. DPHE is the lead agency responsible for drinking water
supply and sanitation in the country apart from the jurisdiction of Water and Sewerage
Authority (WASA) of Dhaka, Chittagong, and Khulna. Access to improved and climate resilient
water supply and sanitation facilities by the DRP is expected to contribute to poverty reduction
and gender equity among the DRP by addressing burdens especially borne by women and girls.
This subcomponent will enhance the institutional capacity of DPHE to provide services to the
DRP through:
(i) technical training of DPHE staff;
(ii) strengthening the technicalcapacity of DPHE to improve the camp sanitation, fecal sludge
management, and safe water use;
(iii) training of frontline public health workers;
(iv) training on community WASH management. LGED is the lead agency to develop rural and
urban infrastructure as well as small scale-water resources.
In addition, they construct primary schools and have been the implementing agency for all
Bank-financed multi-purpose disaster shelters. They are also responsible for roads, bridges,
culverts as well as emergency construction, repair, and maintenance after a disaster. This
subcomponent will enhance the capacity of LGEDs staff working in and around the DRP
camps through:
(i) technical training of LGED staff;
(ii) strengthening the technical capacity of LGED to develop risk-informed maintenance

guidelines for the roads and associated drainage network in and around the DRP camps;
(iii) develop a training and capacity building program for LGED to evaluate additional
resilience-enhancing measures and to prepare guideline to consider resilience in design of road
works on geohazards (earthquake and landslides) risks in and around the DRP camps; and
(iv) technical assistance to support new site plans for service delivery to DRP and identify
needed infrastructure (internal roads, solar street lights, lightning protection systems, drainage,
markets).
Considering the climate vulnerability and disaster risks of the DRP, this subcomponent will also
provide capacity building sessions on
(i) hazard, vulnerability and risk; and

(ii), emergency crisis response during disasters in the DRP camps.
Strengthening services for prevention of GBV.Under this subcomponent, LGED will engage a
specialized agency to carry out a GBV needs assessment to determine the current needs,
coverage, and quality, and gap assessment for GBV services, and address gender-based barriers
resulting from climate and disaster risks. This assessment will inform Project activities as well as
serve as a basis to design a more comprehensive GBV prevention and treatment approach in
Coxs Bazar including among others, local labor participation strategies, and labor
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recruitment/management strategies which would need to be included in civil contracts. This
activity is directly linked with Component 1b intervention, scale-up of the GBV prevention and
treatment services program.
Component 4: Contingent Emergency Response Component (CERC)

The objective of this subcomponent is to cater to unforeseen emergency needs. In case of a major
natural disaster, the Government may request the Bank to re-allocate project funds to this
component (which presently carries a zero allocation) to support response and reconstruction for
the benefit of the DRP. Disbursements under CERC will be contingent upon the fulfillment of
the following conditions:
(i) the Government of Bangladesh has determined that an eligible crisis or emergency has
occurred and the Bank has agreed and notified the Government;
(ii) the Ministry of Finance has prepared and adopted the Contingent Emergency Response
(CER) Implementation Plan that is agreed with the Bank;
(iii) LGED, DPHE and MoDMR have prepared, adopted, and disclosed safeguards
instruments required as per Bank guidelines for all activities from the CER Implementation
Plan for eligible financing under the CERC; and
(iv) the expenditures under the component will be to benefit the DRP.
Project beneficiaries are the approximately 900,000 Rohingya people settled in informal camps
that are adjacent to previously existing Registered Camps (RCs). Approximately 720,000 are
settled around the Kutupalong RC in Ukhia, approximately 130,000 around the Nayapara RC in
Teknaf, and approximately 50,000 in three smaller camps in Teknaf. For Components 1 and 2, in
the selection of specific investments, due consideration will be given to ensure that the
investments are:
(i) necessary for the project to achieve its objectives;

(ii) directly benefiting DRP communities;
(iii) creating greater development outcomes within the period of the project; and
(iv) feasibility of the investments considering existing institutional systems.
The selected investments will be screened based on environmental and social screening
procedures to be defined in the Environmental and Social Management Framework (ESMF) to
plan and mitigate the investment specific potential environment and social risks and impacts.
Selection Criterion of household latrines will be developed by DPHE in coordination with
concerned Camp in Charge (CiC) and RRRC as well as in consultation with ISCG and other
WASH Sector Players. Selection criterion includes but not limited to: defunct individual toilets
as well as household with differently abled (physically disabled) persons. RRRC has the
complete list of household data with differently abled persons.
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3.4.6 Emergency Multi-Sector Rohingya Crisis Response Project influence Area
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Picture : Example Project Influence Area Sketch Map
3.4.7 Project Management
Project Director
SL.NO Project Director From Date To date Email
Pdlged.emcrp@gmail.com
1. Javed Karim
Pd.emcrp@lged.gov.bd
Source: ESMF (EMCRP) (2) (pdf) , visit: 15 July 2020; 8.12 am

3.4.8 Geographical Coverage
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3.4.9 Current Activities
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3.4.9.1 Project Activities
Completed
Sl.no District No. of schemes Ongoing schemes
schemes
1. Coxs Bazar 5 0 5
3.4.9.2 Schemes Details - (update Date -22/08/2020)
District Upazil- Schemes Length Estimated Contractor Date Date of Physical

name name name of amount name of complete progress
scheme (lac) start
(km)
Coxs Coxs Field office 148.80 M/S Mohona 42
Bazar Bazar (executive Nirman
Enginner Sangstha
office, coxs
Bazar)
extension
with
renovation
Coxs Teknaf Improveme 8.80 1294.12 RABRC-A.R 21 jun-21 20
Bazar nt of 07 nos. Corporation
road under (JV)
ukhia &
Teknaf
upazila
Coxs Ukhiya Constructio 215.80 M/S Thohid 3 May-21 10
Bazar n of 1 no & Brothers
new relief
administrati
on &
distribution
center under
ukhia
upazila
Coxs Ukhiya Constructio 5128.69 Confidence 25 apr- 22 Aug- 10
Bazar n of 12 nos Steel ltd. 20 2021
new school
shelter
building(ste
el frame )
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Coxs Ukhiya Improveme 7.65 1556.50 M/S 5 Aug-21 20
Bazar nt of access Mominul
roads of Hoque &
different M/S Siam
camps Corporation
(JV)
3.4.10 Implementing agency
3.4.10.1 Institutional and Implementation Arrangements

1. The Government will have overall responsibility for project implementation and management
through its Ministry of Local Government, Rural Development, and Cooperatives
(MoLGRD&C) and Ministry of Disaster Management and Relief (MoDMR).
2. The project will be implemented by LGED, DPHE,and MoDMR through three Project
Implementation Units (PIUs). LGED and DPHE are implementing agencies within the
MoLGRD&C. All activities will be coordinated by the Refugee, Relief and Repatriation
Commissioner (RRRC) at the field level.
3.The rationale for adopting the proposed implementation structure is to be in accordance with
the mandate of government agencies, in-line with the rules of business for DRP assistance and
coordination, and to enable most efficient decision making taking into account internal
government fiduciary clearance procedures.
4.Following the GoBs Rules of Business, Project Directors of the PIUs will be responsible for
directly reporting to their respective Ministerial Project Steering Committee (PSC). There will
be a PSC chaired by the Sr. Secretary/Secretary, LGD, MoLGRD&C and a PSC chaired by Sr.
Secretary/Secretary MoDMR, representatives of each PIU will be present at both PSC meetings.
5.DPHE will be the implementing agency of Component1a and a part of Component 3b. DPHE
PIU will have a dedicated Project Director and two DPDs.
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6. LGED will be the implementing agency of Component1b and a part of Component 3b.
Currently, as LGED is already implementing the IDA financed US$375 million Multi-Purpose
Disaster Shelter Project (MDSP), with an existing Project Director, PIU and interventions in the
Coxs Bazar District, it was agreed the existing MDSP PD will be the PD of the proposed
projects LGED related component and the existing MDSP PIU and MDSP Procurement Panel
would provide necessary support to the project. This setup is not expected to have any
implications for the continued successful implementation of MDSP. This existing MDSP PIU
would be strengthened to implement additional activities proposed under the proposed Project.
MDSP and this proposed Project would maintain separate Deputy Project Directors (DPDs).
7. MoDMR will be the implementing agency for Component 2 and Component 3a. A dedicated
PD, not below the rank of Joint Secretary, and two DPDs wll be appointed to ensure smooth
project implementation and supervision. A PIU will be set up within the Refugee Cell to assist
the PD in project management.
8. The Refugee Cell and its field level team represented by Camp-in-Charges/Refugee, Relief
and Repatriation Commission (RRRC) will also be supported by qualified service provider(s),
including specialized agencies, to coordinate and administer day-to-day activities under this
component.
3.4.10.2 Coordination
9. The Project will use existing arrangements of the GoB with all implementation coordinated
through the existing government mechanism. The existing Development Partner/Multi-
Lateral/Bi-Lateral/UN Agencies coordination mechanism in the field will be through the Inter
Sector Coordination Group (ISCG) and coordinated in Dhaka by the Strategic Executive Group
(SEG). There will be inter-agency field level coordination on project activities with the RRRC,
the ISCG, and the implementing agencies.
10. Overall policy coordination at the national level will be by the National Task Force (NTF),
which is an Cabinet approved inter-ministerial body with secretarial services provided by the
Ministry of Foreign Affairs. National level coordination will be through MoDMR and field level
coordination through the RRRC. This is in-line with the overall coordination and communication
arrangements in the country regarding the Rohingya influx.Furthermore, the activities for all the
investments will be complementing that of the GoB, Asian Development Bank, and other
Agency interventions, to avoid any duplication or overlap.
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3.4.11 Expected Environmental and Social Impacts
This Section of the ESMF lists the expected (potential) environmental and social impacts from
the implementation of the various sub-project activities. The main sub-projects considered are:
 Resilient Water, sanitation and hygiene sub-project

o resilient mini piped water supply schemes (including rehabilitation of existing tube wells
connected with solar powered photovoltaic (PV) pumping systems)
o resilient tube wells (rehabilitation of existing tube wells);
o mobile desalination plants in Teknaf;
o water resource mapping and water quality monitoring including water resource availability
o a feasibility study and design Fecal Sludge and Solid Waste Management System.
o Rehabilitation of improved individual latrines
o construction of climate resilient improved chamber community latrines (including measures for
gender segregation; bath and cloth washing facilities, with water source, septic tanks and solar
lighting system);
o construction of biogas plants to capture and combust methane for energy in the camps;
o construction of integrated waste and fecal sludge management systems
o hygiene promotion, awareness program on sanitation, FSM, and safe water use, training on
Operation and Maintenance (O&M) of the WASH interventions
 Basic Services, Resilient Infrastructure, Emergency Response, and Gender-

Based Violence Preventionsub-project
 Multipurpose Disaster Shelters and Warehouses for FSCD
o construction of climate resilient multi-purpose disaster shelters/primary schools and climate
resilient multi-purpose disaster shelters/community service centers including rainwater
harvesting, solar powered lights and climate proofing connecting roads
o contingency planning for evacuation and emergency preparedness;
o strengthening community based early-warning systems for hydrometeorological hazards;
o improved search & rescue operations including equipment and training of the first responders,
Fire Service and Civil Defense (FSCD)
o construction of warehouses for firefighting and search & rescue equipment constructed
 Climate resilient access and evacuation roads, bridges, local markets, street
lights and lightning protection system
o construction of all-weather resilient access and evacuation roads with associated storm-water
drainage network and slope protective works
o improvement of internal roads and footpathswith associated storm-water drainage network and
slope protective works;
o construction of climate resilient culverts and bridges
o repair, rehabilitation and construction of rural markets for DRPs
o installation of solar powered street lights in DRP camps
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o installation of lightning protection systems in DRP camp
 Gender Based Violence Prevention

o design services in a gender-informed manner and reach women and girls through appropriate
targeting approaches;
o the promotion of child-friendly and disability friendly approaches to service delivery;
o mobilize local communities to ensure the participation and inclusion of the most vulnerable
groups through the use of the organizations and volunteers described below under component 2;
o formation of water and sanitation committees for O&M, and
o adoption of resilient and climate-friendly features to free from female dependent labors such as
collection of firewood for household fuels.
3.4.11.1 Environmental Impacts
Based on the sub-project activities described above, the following impacts on the physical and
biological environment can be expected:
 Noise pollution and disturbance. This can be caused by operation of vehicles, machineries
and equipment. For example, piling or drilling can generate excessive noise that can cause
disturbance to people and the fauna near the project interventions.
 Air Pollution. This impact can be caused by dust or gaseous emissions. Dust caused by
vehicle movement and land clearing can impact on fauna and flora. Gaseous emissions from
construction vehicles and motorized equipment can also temporarily impact local air quality.
Odours and pollution caused by leaking latrines and faecal sludge impacting surrounding water
bodies, flora and fauna. Unintended gaseous emissions from the biogas plant affecting
surrounding fauna.

 Soils impact. Soil can be damaged by erosion or pollution from chemical spills or improper
disposal of waste materials. The waste materials can be from latrines (fecal sludge); construction
materials; market wastes; etc. The impact can be severe of the waste materials are hazardous in
nature (e.g. damaged solar panels or batteries). Residue from biogas plant improperly managed
and disposed can cause soil pollution.
 Vibration impacts can occur during piling, drilling and heavy vehicle movement. Vibration
near steep slopes can also increase risk of landslides (during monsoon season, even several
months after construction has finished). Excessive vibration can disturb the local sensitive fauna
living near the construction sites or nearby forest areas.
 Surface water impacts can occur due to alteration of quantity or quality. For example,
unintentional runoff from site can cause pollution to water bodies and harm aquatic flora and
fauna due to lack of bunding or drainage facilities. Also abstractions of surface water for water
supply purposes (e.g. for mobile desalination plant) can alter the flow pattern in the source water
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body. Also, project interventions can alter the natural drainage pattern (e.g. construction of
bridges and culvers). Discharges from mobile desalination plant as well as improperly
constructed/maintained latrines can cause surface water pollution. Runoff from sites where waste
materials have been disposed improperly can cause water pollution.
 Groundwater impacts can occur due to various project activities. For example, there can be
draw down of the groundwater table due to excessive water withdrawals for drinking purposes.
Also, percolation from waste disposal sites can cause pollution of aquifers.
 Flora (vegetation) impacts can occur through clearing of vegetation, cutting of trees, etc.
 Fauna (animals) impacts can occur through habitat loss – temporary or permanent loss of
habitat due to land clearing/conversion and/or tree felling. Disturbance of riparian and aquatic
ecosystem can occur during bridge/culvert construction. Human elephant conflicts if the sub-
project sites are not properly selected.
3.4.11.2 Social Impacts
Resilient Water, Sanitation and Hygiene (WASH) Sub-project

Expected impacts on workers health and safety during the construction stage of sub-project
activities include:
 Within the camp, tents might require to shift during construction period.
 During construction of mini water supply system within the camp and adjacent community,
some household might be affected temporary.
 Project may require to use private land temporary during construction works at community
level. If land acquisition is unavoidable at community level construction works, may require to
acquire land as last option.
 Influx of external labors may raise conflict
 Injury or death can occur due to accidents around the construction site caused by various
construction activities and heavy vehicular movement.
 Heavy vehicle movements can cause traffic to the project influenced areas and female and
school going children may feel unsafe
 High sound levels can cause hearing injury to site workers.
 Unsafe working conditions may cause health risks to site workers.
 May cause labor influx if workers are selected from outside of the project influence areas.
 Contaminated drinking water and unhygienic sanitation can cause diseases and other health
risks to site workers.
Potential impacts on workers’ health and safety during operation stage of the WASH
infrastructure include:
 Biogas plants process large quantities of combustible and toxic gases which pose an increased
fire, explosion or suffocation hazards in case of faults in design, materials or control. In the event
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of an incident at the plant, people may be injured, property damaged and the environment (air
and water) polluted.
 Health and safety risks due to unsafe working conditions when maintaining latrines and
desalination plants.
Potential impacts on community health and safety during the construction stage include:
 Accidents: Injury or death can occur due to heavy vehicular movements to/from the site.
Also, without proper signage and fencing, the public/DRPs may enter construction site risking
injury or death.
 Noise: Excessive sounds can disturb community within project influence area.
 Labor influx: social tensions may arise between local community/DRP and construction
workers. Risk of GBV may increase.
Potential impacts on community health and safety during operation stage include:
 Combustible or toxic gases may escape from the biogas plant causing a fire, explosion,
injury/death to surrounding community and/or property damage.
 Pollution of air/land/water from latrines, biogas plant residue and desalination plant waste
materials can harm local community.
It will be important to ensure that the proposed sub-projects do not have an effect on a place or
building having aesthetic, anthropological, archaeological, architectural, cultural, historical or
social significance or other special value for present and future generations. However, there
remains a possibility for (as yet undiscovered) sites of local cultural significance (i.e. sacred
sites, cemeteries) and archaeological sites to exist near/within sub-project areas. In such cases,
chance find procedures should be followed (see ESMP section).
No land acquisition within the camp is allowed. However, Some access roads and multi-purpose
disaster shelters may be built outside the camps to improve accessibility and make provisions for
shelter during emergency/disaster situations. Some existing government facilities may require
extension. The activities are expected to take place on government-owned lands and along
existing alignments; nevertheless, impacts on private lands and persons cannot be ruled out at
this stage. For the construction of approach roads, bridges and culverts, extension of existing
facilities, private lands may be required (permanently or temporarily).Public lands will be used
as far as possible, in-fact given the emergency nature of the project the cumbersome timeline for
land acquisition will be extremely difficult to follow. However, if private lands are affected
and/or squatters are impacted (on public or private lands), all tenets of OP 4.12 including those
applying to compensation, will be followed along with ARIPA 2017.Multipurpose Disaster
Shelters and Warehouses for FSCD During the operation stage, the potential social impacts may
include:
 Overcrowding can cause stress and conflict in local communities
 During construction of shelters, tents may require temporary or permanent relocation
 Construction of shelters at different primary schools may cause noise and disturbance during
class time
 During severe disaster like cyclone, DRP and community people both may require to use the
cyclone shelters. In that case there is possibility of conflict.
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5.2.2 Climate resilient access and evacuation roads, bridges, local markets, street lights and
lightning protection system
During the construction stage, the potential social impacts can be:
Permanent or temporary use of private lands may be required, although public lands will be
used to the extent possible in order to avoid land acquisition and involuntary impacts on people
 Trucks and vehicles will be passing through the adjacent community. There will be risk of
accidents and community people might not feel safe.
 Squatters might be affected if access roads are widened, or facilities built on public or private
lands where they are residing/earning livelihood from.
3.4.12 Rohingya Camps in Coxs Bazar: Activities of 41 NGOs

halted for misdeeds (star, 2019)
The government had suspended activities of 41 non-government organisations operating in the
Rohingya camps for their involvement in various misdeeds, said Foreign Minister AK Abdul
Momen yesterday. We have information that more NGOs are also involved in misdeeds at
camps and we will take steps against them soon, Momen told reporters after inaugurating a
medical waste management system of Sylhet City Corporation in Parairchak area of Dakshin
Surma. Several local and foreign NGOs are lobbying so that steps are not taken against them.
But we will do what we need to do, he added.
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However, a top official of the NGO Affairs Bureau yesterday told The Daily Star, We had
suspended activities of 41 NGOs in 2018 based on reports from intelligence agencies. Many,
however, were later allowed to operate in the camps as allegations against them were found to be
untrue.
The bureau said since the Rohingya crisis unfolded in August 2017, they suspended the
operations of the NGOs based on intelligence reports concerning security issues, allegations
made by the district administration as well as claims of misappropriations of funds and relief.
Sources said at the moment operation of seven NGOs in the camps are suspended. They are:
Mukti Coxs Bazar, Muslim Aid UK, Islamic Relief, Islamic Aid, Small Kindness Bangladesh,
Bangladesh Chashi Kalyan Samity, and Nanijaan Aftabi Foundation.
The foreign ministers comments came after the bureau on Thursday suspended six projects of
NGO Muktis Coxs Bazar branch following allegations that it made sharp weeding tools for
distribution among Rohingyas. That day, the minister had said action would be taken against the
NGOs operating in Rohingya camps if evidence was found that they were doing things they were
not supposed to do.
On Wednesday, Road Transport and Bridges Minister Obaidul Quader said, Some NGOs are
cooperating with Myanmar. Among those, there are some pro-Pakistan NGOs. They have given
shelter to the killers of Bangabandhu. They want to put us in trouble in every step.
He said the BNP was using the Rohingya issue as a political tool against the government.
Thousands of Rohingyas had fled decades of systematic discrimination, statelessness and
targeted violence in Rakhine State in Myanmar.
Over 743,000 of them fled military atrocities including killings, rapes, tortures and burning of
houses in the Rakhine State since August 25, 2017. They joined the 300,000 others who had
reached Bangladesh before.
Almost all Rohingyas have taken shelter in refugee camps in Coxs Bazar and have been living
on humanitarian assistances provided by the Bangladesh government and international and
national aid groups.
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Source : https://www.google.com/amp/s/www.thedailystar.net/frontpage/rohingya-camps-coxs-bazar-
activities-41-ngos-halted-misdeeds-1793728%3famp; visit: 8.45 pm, 09 november2020; published: 01
sep,2019 ,12.00 am
3.4.13 Photo Gallery
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Pictures : EMRCR Project
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4.1 Findings
The purpose of lunching any project is in fact to provide some kind of benefit as a result of the
delivery of the output .Development project have many positive impact on the economy of any
country. In this term paper , I mentioned 4 development project in my country (Bangladesh).
Leader (Govt) tries best to successfully Implement those project in its assigned sector. The
impact of development project in the economy of Bangladesh are given below;
 Infrastructure development
 Increase employment
 Increase income
 Developed cash transfer systems
 Increase energy supply
 Reduce different crisis
 Improvement of standard living
 Develop transportation facilities
 Reduce poverty
 Improvement of water, health, sanitation & education
Above all points lead to the economic development of Bangladesh. Ultimately economic growth
rate increases & all the credit goes to the our leader ( Honorable prime minister ).
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4.2 Recommendations
Development economics is a branch of economics that focuses on improving fiscal, economic
and social conditions in developing countries. Development economics considers factors such as
health, education, working conditions, domestic and international policies and market condition
with a focus on improving conditions in the worlds poorest countries. The field also examine
both macroeconomics and microeconomics factors relating to the structure of developing
economics and domestic and international economic growth. For increasing economic growth
rate & making developed economy , government take many developed project in her hand .in
this term paper, I explained 4 development project . and the good news is that all the project run
very successfully . almost 50% work was done . I think , if government give some close attention
on this project that will be helpful for successful implementation without any barriers. My
suggestion is that providing opportunity of proper communication that will help to reduce many
misunderstanding and conflict, budget should be clear to the assigned manger, providing
essential training facilities, selection of skilled team members , reduce nepotism , increasing
accountability & regular inspection on project physical & financial progress . its just my
suggestion. I think those above things more helps to easily conduct those project and achieving
success before its closing time limit.
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5.0 Conclusion
Bangladesh's GDP per capita income is estimated as per IMF data at US$5,028 (PPP) and
US$1,906 (nominal). Bangladesh is a member of the D-8 Organization for Economic
Cooperation, the South Asian Association for Regional Cooperation, the International Monetary
Fund, the World Bank, the World Trade Organization and the Asian Infrastructure Investment
Bank..Thanks to our honourable prime minister sheikh Hasina (effective leader) visionary
diplomatic policies, the parliament of India has passed the historic Land Boundary Agreement
with Bangladesh. This marked the end to four decades of old miseries of the enclave people.
During her 2009-2013 tenure, Bangladesh won two maritime disputes with India and Myanmar.
Bangladesh gained 19,467 square-kilometres out of total 25,602 square-kilometres disputed area
with India in the Bay of Bengal.
Unyielding struggle and revolutionarily works of Sheikh Hasina for the betterment of mankind
have made her a leader beyond the boundaries. Honors and awards continue to follow her. Now
she has set her goal to uphold Bangladesh to the developed world. With her uncompromising
stance towards the betterment of her men and her long journey in the country's development, it is
needless to say, only Sheikh Hasina holds the key to future Bangladesh.
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Appendix
MW = Mega-Watt
WASH = Water and Sewerage Authority
CiC = Climate of Change
CSO = Civil Society Organization
GRM = Gender based Violence
FSCD = Fire Service & Civil Defense
O&M = Operation and Maintaince
PDO = Project Development Objective
FDMNs = Forcibly displaced Myanmar Nationals.
SREDA = Sustainable and Renewable Energy Development Authority.
IDCOL = Infrastructure Development Corporation Limited.
EGCB = Electricity Generation Company of Bangladesh.
SCF = Strategic Climate Fund
CTFs = Climate Investment Funds
FTRR = Financial Internal Rate of Return
EIRR = Economic Internal Rate OF return
REFF = Renewable Energy Financing Facility
WACC = Weighted Average Cost of Capital
ENPV = Economic Net Present Value
IPP = Independent Power Producer
CIF- SREP = Climate Investment Funds Scaling-up Renewable Energy Program
IDA = International Development Association
CAPEX = Capital Expenditure
PPP = Public- Private Partnership
EPC = Engineering Procurement And Construction
GDP = Gross Domestic Product
NHD = National Household Database
NID = National Identification
DSS = Department of Social Service
MOSW = ministry of Social Service
USSO = Upazila Social Service Officers
UNOs = Upazila Nirbahi Officers
TCV = Time Cost Visit
HIES = Household Income and Expenditure
D2C = Direct-2- Citizen
PMT = Proxy- Means-Test
NSSS = National Social Security Strategy
RCT = Randomized Control Trial
DLI = Disbursement Linked Indicator
USW = Union Social Workers
MSW = Municipal Social Workers
UCD = Urban Community Development
PIC = Project Implantation Committees
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PSC = Project Steering Committee
MDCs = Municipal Digital Centers
BCC = Bangladesh Computer Council
LGD = Local Government Objective
WB = World Bank
KWH = Kilo-watt-hour
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Bibliography
1. 500MW solar power plant soon. (2019, MAY 31).
2. amadeo, k. (2020, may 19). the balance . Retrieved from www.thebalance.com .
3. Bangladesh secures financing for 310MW renewable energy project from world Bank .
(2020, AUG 30). NS ENERGY .
4. Bangladesh, G. o. (2019). Emergency Multi-Sector Rohingya Crisis Response Project

(EMCRP). Retrieved july 15, 2020
5. bank, w. (2018). wb-160819. Retrieved 2020
6. bank, w. (2019). the document of world bank (BANGLADESH SCALING-UP

RENEWABLE ENERGY PROJECT. Retrieved july 20, 2020
7. bank, w. (n.d.). disclosable-restructuring-paper-cash transfer modernization project.

world bank .
8. dhaka tribune. (2020, october 28). Retrieved oct 28, 2020 , from
:https://www.dhakatribune.com/bangladesh/development/2018/10/28/bangladesh-wb-
sign-300m-financing-deal.
9. Government. (2020, october 25). LGED. Retrieved from

http://oldweb.lged.gov.bd/ProjectAbout.aspx?projectID=968.
10. government. (n.d.). LGED. Retrieved from http://oldweb.lged.gov.bd/ProjectHome.aspx?

projectID=782.
11. majaski, c. (2020, Aug 5). investopedia. Retrieved from www.investopedia.com.
12. soas academic . (n.d.). Retrieved from www.soas.ac.uk.
13. Staff, i. (2020, aug 19). investopedia. Retrieved from

https://www.investopedia.com/terms/e/economicgrowth.asp.
14. star, s. c. (2019). Rohingya Camps in Coxs Bazar: Activities of 41 NGOs halted for
misdeeds. the daily star.
15. wikipedia. (2020). Retrieved from https://en.m.wikipedia.org/wiki/Sheikh_Hasina;.
16. wikipedia. (2020, october 22). Retrieved from

https://en.m.wikipedia.org/wiki/Economy_of_Bangladesh.
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Term Paper on A Study on Effective Leadership

Mr. Md. Mahbub Alam

2.0 Literature Review..................................................................................................................................9

3.1 Important Rural Infrastructure improvement project in sylhet division..............................................13

3.1.1 Project Information Table...........................................................................................................13

3.1.2 Objectives of the project :...........................................................................................................14

3.1.3 Components :...............................................................................................................................15

3.1.4 Geographical location..................................................................................................................17

3.1.5 Project Implementation strategy.................................................................................................18

3.1.6 Project Management...................................................................................................................18

3.1.6.1 Project director......................................................................................................................18

3.1.6.2 Key Persons.......................................................................................................................19

3.1.7 Project activities :.........................................................................................................................19

A)3.1.7.1 Current Activities.............................................................................................................19

3.1.7.2 Project schemes Details List (Sylhet District) - update date-13/8/20..................................19

3.1.8 Project Field visit..........................................................................................................................36

3.1.9 Project annual work plan.............................................................................................................36

3.2 Cash Transfer Modernization Project..................................................................................................37

3.2.1 PROJECT DESCRIPTION.................................................................................................................38

3.2.3 Financing (in US$, millions)..........................................................................................................39

3.2.5 Expected Disbursements (in US$, millions).................................................................................40

3.2.6 Project Cost and Financing...........................................................................................................40

3.2.8 Project Beneficiaries....................................................................................................................42

3.2.10 Systematic Operations Risk ‐Rating Tool (SORT)......................................................................47

3.2.11 Project Team.............................................................................................................................48

3.2.12 Result chain of CTM...................................................................................................................50

3.2.14 Results Monitoring and Evaluation...........................................................................................52

3.2.16 Economic and Financial Analysis...............................................................................................54

3.3 Bangladesh Scaling-up Renewable Energy Project..............................................................................58

3.3.3 Project Financing Data (US$, Millions)........................................................................................59

3.3.3.2 Details NewFinEnh1..............................................................................................................60

3.3.4 Expected Disbursements (in US$, Millions).................................................................................61

3.3.5 Risk category................................................................................................................................61

3.3.6 Project Objective..........................................................................................................................62

3.3.7 Project Beneficiaries....................................................................................................................62

3.3.8 PDO-Level Results Indicators.......................................................................................................62

3.3.9 Project Description......................................................................................................................63

3.3.9.1 Project Components..............................................................................................................63

3.3.9.2 Project Cost and Financing.....................................................................................................66

3.3.11 Results Monitoring and Evaluation...........................................................................................69

3.3.13 Economic and Financial (if applicable) Analysis........................................................................70

3.3.14 Photo Gallery.............................................................................................................................72

3.3.15.2. The renewable energy project will help in mobilising up to $212m (£174.17m)................74

3.3.15.3 : 500MW solar power plant soon..........................................................................................75

3.4 Emergency Multi-Sector Rohingya Crisis Response Project (EMCRP).................................................76

3.4.1 Project Description......................................................................................................................77

3.4.2 Project objectives.........................................................................................................................78

3.4.3 Project development indicator....................................................................................................79

3.4.5 Project Beneficiaries....................................................................................................................87

3.4.6 Emergency Multi-Sector Rohingya Crisis Response Project influence Area...............................89

3.4.7 Project Management...................................................................................................................89

3.4.8 Geographical Coverage................................................................................................................90

3.4.9 Current Activities.........................................................................................................................91

3.4.9.1 Project Activities....................................................................................................................91

3.4.9.2 Schemes Details - (update Date -22/08/2020)......................................................................91

3.4.10 Implementing agency................................................................................................................92

3.4.10.1 Institutional and Implementation Arrangements................................................................92

3.4.11 Expected Environmental and Social Impacts.............................................................................94

3.4.11.2 Social Impacts......................................................................................................................96

3.4.13 Photo Gallery...........................................................................................................................101

 Share Their Vision

 Make Hard Decisions

 Motivate and Inspire

Source : https://en.m.wikipedia.org/wiki/Sheikh_Hasina; visit :10.30 am, 23 august 2020