82937 CLEAN AIR AND SUSTAINABLE ENVIRONMENT PROJECT (CASE) Credit 4581-BD Implementation Support Mission September 22- October 3, 2013 Aide Memoire I. Introduction and Acknowledgements 1. A World Bank team1 carried out the 7th implementation support mission of the Bangladesh Clean Air and Sustainable Environment (CASE) Project between September 22 and October 3, 2013. The main objectives of the mission were to: (i) undertake a comprehensive review of all project components and activities with the three implementing agencies; (ii) review progress in implementing the action plan agreed upon during the Mid Term Review; (iii) organize a roundtable discussion on the Bus Rapid Transit systems highlighting global lessons learnt and relating them to Dhaka’s urban context on September 22, 2013, and; (iv) organize, jointly with Stanford University, a Brick workshop focusing on Brick Manufacturing and Public Health on October 1, 2013. The mission would like to express its appreciation for the efforts, dedication and professionalism of the three Project Directors, all Project Implementation Unit (PIU) staff and relevant divisions, including DoE Air Quality Management Wing. The list of people met during the mission is attached in Annex 7. 2. This draft Aide Memoire was formally discussed in a wrap-up meeting on October 3, 2013 chaired by the Secretary of MoEF in the presence of all three PIUs and representatives of the relevant ministries. As agreed at the meeting, this Aide Memoire will not be classified as a public document under the World Bank’s Access to Information policy. II. Key Project Data Project Data Project Performance Ratings Board Approval May 12, 2009 Summary Ratings Last AM Now Effectiveness Date Aug 19, 2009 Project Development Objective MS S Original Closing Date Dec 31, 2014 Implementation Progress MS S Revised Closing Date Dec 15, 2016 Environnent Component (DOE) S S Mid-Term Review (MTR) Date Jan 17, 2013 Transport Component (DCC) MS S Original IDA Cr. Amount SDR 42.2 million Transport Component (DTCA) S S ($62.2 m at signing) ($64.8 m in Oct, 2013) Amount Disbursed $28.5m (44%) Performance Trend*: improving Ratings: HS=Highly Satisfactory; S=Satisfactory; MS=Moderately Satisfactory; MU=Moderately Unsatisfactory; U=Unsatisfactory; HU=Highly Unsatisfactory; NA=Not Applicable; NR=Not Rated *improving, stable, deteriorating III. Achievement of Development Objectives: 3. The project development objective is to improve air quality and safe mobility in Dhaka through the implementation of demonstration initiatives in urban transport and brick making. Project Outcome Indicators at this moment are on track with the target for 2013: 1 The team comprised Messrs/Mmes: Maria Sarraf (Task Team Leader), Shakil Ahmed Ferdausi (Co-TTL Environment), Shige Sakaki (Co-TTL Transport), Jie Li, M. Khaliquzzaman, Nadia Sharmin, Andres Pizarro, Shehab Uddin, Sayeed Mohammad, Mohammad Reaz Chowdury, Marghoob Bin Husain, T.K. Barua, Ke Fang, and Janet Bably Halder. 1 a. Number of brick kilns adopting cleaner technology and decreasing (i) particulate emissions by 20% and (ii) GHG emission by 20% by end of project (Baseline=0, Final target = 12 kilns, 2013 target=2, completed = 3) b. Increase of vehicular traffic in location of interventions (Baseline=217,700, Final target=239,500, 2013 target=217,700 ongoing construction works) c. Pedestrian using Foot Over Bridges in locations of intervention (Baseline=0, Final target=75%, 2013 target=20%, achieved=26%) d. Pedestrian using sidewalks in locations of intervention (Baseline=0, final target=75%, 2013 target=42%, achieved=63%) 4. PDO rating. The mission concluded that the PDO remains achievable. With the progress made by the implementing agencies in the last months, the PDO rating was upgraded from Moderately Satisfactory (MS) to Satisfactory (S). 5. The monitoring and evaluation framework was reviewed during the mission, and remained adequate to capture project achievements. The status of the achievement of the Results Framework was updated. (Annex 1). IV. Current Implementation Status: DOE COMPONENT (US$ 16.8 MILLION, 39% DISBURSED, 65% COMMITTED) 6. The Environment component is progressing well, especially with regard to Air Quality Monitoring. Progress in piloting cleaner and energy efficient brick technologies remain slow. In order to speed up the piloting, the mission and DOE agreed to include an incentive in the contract to encourage entrepreneurs to opt for cleaner technologies. The bids for the building are currently under evaluation and the contract is expected to be signed by December 2013. Once this contract is signed, commitment will increase to 95%. 7. The major development in Air Quality Monitoring is the Air Quality Management Wing (AQMW, earlier called Air Quality Cell), which is gradually taking the responsibility of the air quality management activities including operation of the Continuous Air Monitoring Station (CAMS). Additional progress was made on the Air Quality Index (AQI) which was approved by the MOEF on September 22, 2013. The proposals for the revision of Ambient Air Quality Standards and Vehicular Emission Standards have now been submitted to MOEF for their promulgation. The design and cost estimation of the DOE building have been reviewed and endorsed by the independent consultant. The tender for the 5-story building (with 2 basements) has been issued and was closed on September 19, 2013. The 3 bids received are being evaluated with support of the DSM consultant. 8. The Brick Burning Act, now called Brick Manufacturing Act has been revised to adopt emission-based standards, with a focus on energy-efficient cleaner technologies. The revised Act has been approved by the Cabinet Committee and is awaiting approval in parliament. Progress in Piloting cleaner and energy-efficient brick technologies is still slow, mainly due to delays caused by a slow response from entrepreneurs because of limited access to credits. In view of this response, the mission recommends 2 to introduce an incentive (BDT 10 laks) for each entrepreneur2 in the ongoing contracts (DOE S9, S9A) as well as the new contract (DOE-S8A) which is to be arranged through contract revision. The introduction of such a revision in the consultancy contracts is aligned with World Bank procurement guidelines. It is hoped that this incentive will bring a better response from the entrepreneurs. To improve the institutional capacity of the brick sector, a Brick Technology and Information Centre (BTIC) has been established. As the contract for the BTIC consultancy will expire soon, in order to ensure the sustainability of this initiative, a couple of alternatives were discussed during the mission: (i) bringing the BTIC under the AQM wing, and (ii) seeking the support from other donors, namely ADB and UNDP. 9. Legal support for Cleaner Production. The mission would like to raise the issue of the timeline for banning the Fixed Chimney Kiln (FCK). The timeline for shutting down FCK was September 30, 2013. Given that the majority of the existing brick kilns are still FCK, the deadline is not feasible. Furthermore, the conversion of the traditional Zig-Zag under time pressure, without proper technical support, could be even more polluting. Moreover, a recent notification (published on February 18, 2013) by Customs and Excise fixed the tariff value of BDT. 5,184 (per thousand brick production) for perforated bricks which save energy, reduce pollution emissions, and save top soil, compared to BDT. 1950 (per thousand brick) for solid bricks. Such a move contradicts the purpose of environmental protection and undermines the positive effects of ongoing initiatives, which seek to introduce cleaner and more environmental friendly technologies. The mission urges that DOE takes up this issue with Customs and Excise and seeks the revision of the tax policies on bricks. % COMMITTED 10. Overall progress. DCC continues to actively implement this component and has made great progress in disbursement; the rate increasing from 30% in January to 46% in September. This shows that the project has reached its “cruising” disbursement rate, as all but two work contracts have been procured. It is expected that this speed of disbursements will continue. The PIU must be commended for the progress of works in a challenging urban context, and in particular overcoming challenging issues faced in the W3B contract that halted its progress in the last six months. The progress of the sidewalks and road improvement works is a testament to the efficient management of the component. It is unfortunate that small coordination issues have delayed the procurement of one of the last two remaining contract packages. However, given the increased disbursement rate, the overall progress of this component is rated “Satisfactory”. 11. Significant progress in Sidewalks and Road Improvement contracts. Two of the six contracts were completed, providing 36 km of reconstructed or repaired sidewalks, drains and road improvements in Mohammedpur and Tejgaon. In Khilgaon, progress is visible and will be completed in the following months. The delays in contract W3B were a set-back this year with respect to the initial plan. This has now been resolved and normal progress is expected. In addition, two master drain-pipes will be included in the W2A and W3B contracts and will have a tremendous impact in the neighborhoods. In all cases, the works have a considerable positive impact; a preliminary analysis shows that sidewalks are being extensively used. 2 The incentive will be used to purchase some of the equipment needed for the piloting and/or any measures to improve environment and social conditions. 3 12. 6 FOBs completed and 17 under construction. Six FOBs have been fully completed, and another 7 FOBs are likely to be completed by December. These last 7 FOBs are all constructed with exception of the guardrails, which are being erected at the moment. The relocation of 2 FOBs was seen to be needed, and the PIU will provide alternative sites by the end of October. A third case arose, that may need relocation, due to the opposition of a nearby school. It was decided that if the school continued its opposition in the next 10 days, this site would also be relocated. It was agreed that the airport road presented several potential sites for the FOBs. 13. Road intersection improvement and traffic signaling should be the focus in the next six months Good progress has been made since the last mission on the intersection works. Most of the intersections have been completed in the W8A contract, and W8B is progressing adequately. The G1 contract is fully underway and will be completed by December, and G2 is progressing adequately. More importantly, the DSM consultants are more actively onboard and are looking capable of coordinating the contracts with the required timing phasing and synchronization plans. The challenges that remain are the quality of the timing, phasing and synchronization plans, which must be guaranteed by the DSM consultants even if some work is done by the S10 consultant. But more importantly, the PIU must now effectively coordinate with the Metropolitan Police to develop a workable plan from now until putting online the new signals, which should involve an adequate strategy, feedback from the Police and training. In the next three months close cooperation between DCC and the Police is paramount. Close attention is needed to the traffic signalization study, works related to intersection improvements, the progress of the contracts dealing purchase and installation of traffic signals. 14. DSCC/DNCC Institutional Issue: o Office Order. An office order was issued on March 20, 2012 requiring that all invoices (before payment) be forwarded through the Additional Chief Engineer, Chief Engineer and the Chief Executive Officer to be approved by the Mayor/Administrator. The office order created unnecessary delays in the payment of contracts and the issue was raised in the previous mission. Since then the order has been maintained but payment speed has improved. The WB team raised the issue again with the DNCC Administrator who assured the team that payments speed will continue to be high. DTCA continues to make very satisfactory progress in the implementation of this component, and in particular has completed an important milestone by completing BRT Feasibility Study (DTCA-S1), and obtaining necessary government approval to sign Detailed Design Study contract (DTCA-S2). The Detailed Design study will be undertaken in parallel to the engineering and operational design studies for the northern section of the same corridor, financed by the ADB. Enhanced coordination with the ADB’s team will become more necessary for the north and south sections, as both sections must have a single operation. All contracts have been committed except for one new contract to study bus stopover terminal. 16. Request to fund construction of BRT Line 3. The mission was informed that ERD is in the process of issuing an official letter to request the funding of BRT Line 3, which is expected to arrive in early October. The mission recognizes the importance of this project for the sustainable development of the country, suffering from unorganized and chaotic urban transport situation in the capital city. The request 4 will be evaluated as the Detail Design study clarifies its positive impact as well as the risks, including those related to safeguard guidelines. Preliminary study has identified areas needing attention, such as 4 ha of private land acquisition for Keraniganj Depot and restructuring of existing bus routes and their operators, in addition to resettlement of a large number of sidewalk vendors and cutting down of trees in road median. 17. Bus Restructuring Study (DTCA-S3): The study addresses a significantly sensitive issue, which is of extreme importance for the modernization of all the public transport system in Dhaka: the restructuring of the existing bus routes and operators. For the success of this activity DTCA and the other relevant agencies must take strong ownership of discussions with the Transport Operator Associations and give guidance to the consultant and PIU on what are the actions it is willing to undertake regarding the existing operators. Dhaka BRT Roundtable Discussion. The task team organized this workshop on September 22, at the World Bank Office of Dhaka. This event was funded by AusAID and planned to foster a better understanding on the planning, construction and operation of BRT, among the various stakeholders of the planned BRT lines in Dhaka. The event was well attended by about 30 participants from organizations relevant to the proposed BRT project, including from the client (DTCA, Roads Division, LGED, DCC), international donors (ADB, AfD, JICA), consultant teams for both north and south sections of the BRT line, and academics. V. Fiduciary and Safeguards: Procurement 19. Rating. The mission reviewed the updated procurement plans of DOE, DTCA and DCC and summarized the performance during the review period. Most of the major contracts planned under this project (except for the DOE building) have already been awarded. Overall procurement performance of the project is "moderately satisfactory". 20. Procurement Plans. DCC and DTCA submitted their procurement plans at the beginning of the mission and DOE submitted during the end of the mission. The review of the plans is summarized in the table below. 21. Procurement Capacity. A formal capacity assessment update of DCC and DTCA will be done in the second week of October 2013, after the mission and prior to the generation of the CASE’s Implementation Status Report (ISR). This assessment was carried out for DOE during the mission, associated risk and mitigation measures have been listed in Annex 4. 22. Post-Review. Post-review was done in FY 2012-13 and a major observation was found for package G15 of DOE. Though the contract amount is very low, the Bank may need to exercise remedial measures in accordance with the Procurement Guidelines and the Financing Agreement of the CASE Project. Furthermore, DOE needs to improve its record-keeping, including shifting to electronic record-keeping. Financial Management 23. FM performance rating in ISR: IUFR submission delays for both DCC and DoE components occurred during the period, due to the delay in hiring a FM specialist for DCC. This has now been resolved 5 and no future delays are expected. There has been long outstanding audit observation relating DUTP, which is still unresolved. But the documents required for its resolution have been sent to FAPAD and await their verdict. Despite the abovementioned issues, the project FM rating is Moderately Satisfactory (MS) as the PIU have taken necessary action during the period to improve performance. Environmental Safeguards 24. DOE Component: A consultant has been engaged for the EIA for the DOE building project. Although EIA report has not been formally submitted or approved, the major environmental concerns have been integrated in the bid document. For the brick kiln component preliminary investigations show that no land acquisition is required, nor any displacement of people anticipated. However, the mission stressed that other social issues such as maintaining labor standards (no child labor to be allowed; living conditions of labor camps to be monitored, maintenance of minimum wage) should be addressed adequately in the completed and on-going piloting. 25. DNCC and DSCC Component: Limited environmental assessments (LEAs) have been done for a number of project interventions (i.e., 11 works contracts W1, W2A, W3A, W3B, W4, W5, W7A,W7B, 8A, 8B) under the DCC component and shared with the WB Team. The WB team carried out visits to selected work sites. Only a few minor environmental, health or safety issues were noted. The DCC team readily agreed to remedial action to meet the concerns. Further details regarding the DCC work site visits are given in Annex 2. Social Safeguards 26. DNCC and DSCC Component: Roads and Sidewalks Improvement. As requested in the MTR mission, DCC has revised the social screening report in response to some clarifications sought about documentation of consultations and the post-implementation status of the squatters who were temporarily displaced during construction of the sidewalks on the four roads (Codes: 01, 06, 07 and 27) under DCC-W4 contract. The Bank reviewed the report and visited the sites. The findings are as follows: (i) Although DCC and the contractor consulted the affected squatters before and during implementation of the civil works, DCC did not keep any records or prepared minutes; (ii) The 18 residential and 21 shop owners came back to the spots they were displaced from; (iii) After completion of the civil works, the number of sidewalk shops has more than doubled, with 24 in newly built premises; and (iv) All squatters -- residential and commercial -- on all roads kept paying rent to the anonymous “owner(s)”, who were said to be very influential. There were no written rental agreements between the owners and squatters; all such businesses are always based on verbal agreements. 27. It was noted that the improved sidewalks contributed to an increase of illegal structures, which would certainly become encumbrances for future works on these roads. In this regard, the mission recommended that, (i) DCC should pay careful attention not only to the physical condition of the roads that they select for improvement, but also to the issues regarding socio-political conditions and law enforceability in the project localities; and (ii) As to consultation and temporary displacement of squatters, DCC should make certain that the would-be affected persons are discussed well in advance and keep records of those who would be displaced, to ensure their return to the spots they are displaced from. 6 VI. Agreed actions to address issues: Contract Number Contract Description Agreed Actions and Dates DOE Component DOE-W1 Construction of DOE building PIU to complete bid evaluation by Oct 31, 2013, and award the contract by Dec. 15, 2013. DOE-G4 Enforcement Monitoring PIU and DOE will initiate procurement of spares and supplies Equipment for CAMS transferred to DoE from the overall O&M budget by Dec. 31, 2013. DOE-S8A, S9, Demonstration of new PIU will amend contract by introducing incentives for S9A technologies – conversion of FCK entrepreneurs, by Dec 31, 2013. to Zig-Zag, mini tunnel, and improved Zig-Zag DOE-S11 Establishing of a Brick PIU and DOE will initiate action to integrate Brick Technical Technology Center Information Centre into the AQM Wing by Dec. 30, 2013. Air Quality Management DOE will complete pending appointment of Focal Point for: (i) air quality data generation and analysis; (ii) data quality control and quality assurance; (iii) O&M of central instrumental laboratory; (iv) O&M of the field level CAMS; and (v) vehicular emission program by Jan. 31, 2014 DOE will pursue the appointment of full time Deputy Director in AQM Wing, by Dec. 31, 2013 PIU and DOE will continue providing training and capacity building to DOE/AQ Wing staff in air quality monitoring. AQM Wing to become a member of the Brick Advisory Committee by Nov 30, 2013. Brick Policy DOE of MoEF will discussion with Customs and Ministry of Finance for equalization of VAT between handmade and machine made bricks and between solid and perforated bricks, by Nov.30, 2013. DCC Component DCC-W2B1 Construction of Sidewalks and This contract (subject to post review) will be prepared for an Road Improvement with One-Way estimated amount of US$600,000. The bidding documents will Streeting in Old/Southern Dhaka be amended to substitute the roads repaired by DSCC and carry out the tender; by February 2014 DCC-W2B2 Construction of Sidewalks and This contract (subject to post review) will be prepared for an Road Improvement with One-Way estimated amount of US$1.4 million. The bidding documents Streeting in Old/Southern Dhaka will be prepared straightaway; the contract will be tendered once the DPP is revised, by February 2014 DCC-W5 Lane separation of NMV and MV The PIU should pay the contractor the full amount of the on two corridors contract by October 30,2013 DCC-W7B Construction of 10 Foot Over The PIU should send the Bank documentation regarding the two Bridges (FOBs) in Dhaka City or three (if the school does not agree) new sites for this contract by November 30,2013. DCC-W8A&8B Improvement of 40 Intersections The PIU will send the Bank team the documentation regarding the intersections chosen for the installation of traffic signals in replacement of those dropped by November 15, 2013. DCC-S10 Traffic Synchronization Study The PIU and DSM consultant shall provide the Bank with a work plan on how they will interact and when each product will be provided and by whom by October 30, 2013. DCC-G1 Supply and Installation of Solar The PIU should analyze the new sub-itemization proposed for 7 Contract Number Contract Description Agreed Actions and Dates Panel Frames the solar panel frames and installations and decide whether to pursue the purchase with this contractor, the G2 contractor or carry out the purchase with new suppliers, by October 30, 2013. DCC-G1 Supply and Installation of cabling The PIU should analyze the new cabling variation and present the G1 contract variation by October 30, 2013. DTCA Component DTCA-S1 BRT and Corridor Restructuring The PIU will make sure it receives revised final report from the Study Consultant by October 31, 2013. DTCA-S2 Detailed Design BRT Line 3Study The PIU will sign the contract by October 30, 2013. DTCA-S3 Bus Network Study The PIU will decide on the work schedule regarding the consultation and implementation strategy by October 31, 2013. DTCA-S5a Local Regulatory and Institutional The PIU will give recommendations on changes in Bengali Consultant version of draft RTTA by October 18, 2013, and help consultant hold workshop by November 30, 2013. DTCA-S5h National Transport Advisor The PIU will send the evaluation of received EOIs by October 30, 2013. VII. Proposed timing of next mission 28. It was tentatively agreed that the next consultations would be held in March 2014. 8 Annex-1 Results Framework Bangladesh: Clean Air and Sustainable Environment Project The PDO is to improve air quality and safe mobility in cities through the implementation of demonstration initiatives in urban transport and brick making. Project Outcome Indicators Responsibility Cumulative Targets Data Source/ Core Unit of Frequency Methodology for Data Project Outcome Indicators Baseline at the End of Calendar Year Collection Measure 2013 2014 2015 2016 Number of brick kilns adopting Number 0 Target 2 7 10 12 Yearly DOE-S8 DOE cleaner technology and DOE-S9/S9 Achieved 3 completed; decreasing (i) particulate a/S9b 9 in progress emissions by 20% and (ii) GHG emission by 20% by end of project period Increase of vehicular traffic in Number 217,700 Target 217,700 217,700 239,500 239,500 Once DCC-S3 DSCC/DNCC location of interventions counts3 Achieved construction ongoing Pedestrian using Foot Over Percentage 0 Target 20 40 60 75 Yearly DCC-S3 DSCC/DNCC Bridges in locations of Achieved 26 intervention Pedestrian using sidewalks in Percentage 0 Target 42 55 65 75 Yearly DCC-S3 DSCC/DNCC locations of intervention Achieved 63 3 In 16 hours period for both directions 9 Intermediate Outcome Indicators: Environment Responsibili Cumulative Targets Data Source/ Core Intermediate Outcome Unit of Frequency Methodology ty for Data Baseline at the End of Calendar Year Collection Indicators Measure 2013 2014 2015 2016 At least 2 cities with updated Number Crude Target Data collection 1 2 2 Semi-annu DOE-S13 DOE source / emissions profiles profiles continues al exist for Dhaka& Achieved Data collection Chittagong continues Air quality monitoring Number 0 Target 6 6 6 6 Monthly DOE-G1 DOE stations installed Achieved 6 DOE-W2 Brick Burning Act drafted Text None Target Submitted to Brick Burning Yearly DOE for Cabinet’s approval Law Ministry Act submitted to Cabinet Achieved Vetted by Law Ministry; awaiting endorsement of Cabinet Division Vehicular Emission Text None Target Draft prepared &Vehicle Emission Yearly DOE-S4 DOE Standards updated consultations Standards DOE-S5 held approved Achieved Completed; VES finalized and sent to the MoEF for gazette notification Communication campaign Text None Target Strategy Campaign Campaign Campaign Yearly DOE-S12 DOE implemented completed. continued continued continued Campaign launched in local media. Achieved Completed 10 Intermediate Outcome Indicators: Transport Cumulative Targets Responsibility Core Intermediate Outcome Unit of at the End of Calendar Year Data Source/ Measure Baseline Frequency Methodology for Data Indicators Collection 2013 2014 2015 2016 Foot over bridges constructed Number 0 Target 5 18 20 25 Yearly DCC-W6/W DSCC/DNCC 7A Achieved 6 /W7B 70 kms of new sidewalks with Km 0 Target 20.5 40 70 70 Yearly DCC-W1 DSCC/DNCC surface drainage constructed Achieved 35 /W2A/W2B 1/W2B2/W3 A/W3B/W4 3 traffic safety campaigns Number 0 Target 1 2 3 3 Yearly DCC-S1 DSCC/DNCC Achieved 1 2 corridors for separation of MV Number 0 Target 2 2 2 2 Yearly DCC-W5 DSCC/DNCC and NMV traffic Achieved 2 39 traffic signals newly installed Number 0 Target 9 20 30 39 Yearly DCC-G2, DSCC/DNCC or fixed Achieved 9 DCC 40 intersections improved Number 0 Target 6 21 40 40 Yearly DCC-W8A/ DSCC/DNCC Achieved 8 W8B Studies for (i) rationalization of Number 0 Target 1 2 2 Yearly DTCA-S1/S DTCA bus route network (ii) BRT on a Achieved 1 2/S3 pilot corridor Text Revision Target Passed by Yearly DTCA DTCA Revised DTCB Act empowering initiated Parliament and DTCB presented to the Cabinet Published in for approval the Gazette Achieved Achieved Revised MVO Act for Text None Target Revisions Presented Yearly DTCA-S5a DTCA reduction in emissions recommend to Cabinet submitted to Cabine9 ed for approval Achieved Consultations on draft held, revised draft submitted to MoC. BRTA to further review. 11 Annex-2 Detailed Implementation Status by Component & Fiduciary Assessment ENVIRONMENT (US$ 16.8 MILLION, 39% DISBURSEMENT, 65% COMMITTED) 29. Significant progress has been made since the last mission in January 2013 30. Capacity building for air quality management. DOE has now renamed the former Air Quality Cell (AQC) as the Air Quality Management (AQM) Wing. The mission expressed its satisfaction on the commitment of the DoE management for strengthening AQM wing. The Director has been performing proactively and one Assistant Director and one Instrument Engineer are providing full time support to the AQM. The organizational structure, staffing, and capacity in the AQM to take over the CAMS, operate them successfully, and use the data generated for providing policy support on air quality management remain a challenge. Some progress on the action plan proposed during the MTR has been made. The updates on agreed actions at MTR for sustainability of the Air Quality Management Activities are shown in the table below. Actions Timeline Present Status 1. Appoint a motivated & dedicated Feb 15, 2013 The director of the AQM wing is now pursuing matters director to ensure dynamic more proactively. leadership of the AQC 2. DOE currently has an overall For FY13-14 DOE has taken initiatives to incorporate a separate budget O&M budget; it is recommended to line for O&M of CAMS. Efforts are being made to include create a separate budget line to fund budget for Civil and electrical maintenance of CAMS the O&M of the CAMS to ensure housing and utilities bills initially. Gradually budget for their proper operation beyond the total O&M of CAMS will be included. project closing date 3. Develop a core group staff on the March 31, A core team has been formed and office order has been air quality management 2013 issued (dated Feb. 24, 2013), to assimilate the technical capacity developed under CASE so that the AQM activity can be continued after closing of the project. ToR of Core Team include: a) Monitoring of the AQ network; b) Data retrieval; c) Data screening; d) Data analysis and preparation of different reports. 4. Appoint Focal Point and June 30, 2013 The process of appointing Focal Point and Alternate Focal Alternative Focal Point for different Point is underway. Office order will be issued by 1st week aspect of air quality management: (i) of October 2013. It was agreed to appoint the Focal Point air quality data generation and and Alternative Focal Point on the following areas: (i) air analysis; (ii) data quality control and quality data management (data generation, analysis, quality assurance; (iii) O&M of quality control and quality assurance); (ii) O&M of central central instrumental laboratory; (iv) instrumental laboratory and field level CAMS; (iii) O&M of the field level CAMS; and vehicular emission program. (v) vehicular emission program 5. Involve field level Assistant/ March 31, The CAMS handed over to DoE are now operated by the Deputy Directors on periodic 2013 staff of the Divisional offices and an office order to this monitoring and supervision of the end has been issued. The overall activities are being CAMS through an office order supervised by the designated officers. 6. In order to motivate and retain June 30, 2013 DoE has taken initiatives to rotate the staffs for operation AQC staff, especially field staff of CAMS on a regular basis. Several office orders have posted in remote areas to monitor been issued. CAMS, the DOE proposes to rotate the staff on a regular basis, to give additional technical tasks and provide them a sustainable career 12 Actions Timeline Present Status path. Prepare broader plan to rotation 7. Operation of 3 CAMS has been June 30, 2014 5 stations already handed over to DOE and 3 more will be successfully handed over from handed over by November 2013. CASE project will CASE project to AQC staff; it is continue to operate the remaining 3 stations until end of recommended to pursue this effort the project. and gradually hand over the management of all remaining CAMS to DOE staff 8. Reassess the human resources Dec 31, 2013 AQC currently has 19 positions approved. 8 positions needed and fill vacant positions were already filled and DoE is under process of recruiting immediately in AQC (already 8 more staff to fill the remaining positions. Request letter positions have been filled) was already sent to PSC for recruitment. A study under CASE-PP recommended that in the interim 62 personnel of different categories would be needed. The approval of an ideal-sized AQC is in process as part of DOE’s overall staffing reform. For implementation of the project the core staff of the AQC under revenue budget is assisted by additional staff recruited under the project. DoE will further reassess the human resource need and take step to incorporate them in its revenue setup. 9. Continue providing training and Continuous A number of training programs (both home and abroad) capacity building to DOE/AQC staff and exposure visits have been arranged for the DoE/AQC in air quality monitoring staff and officers aiming at capacity building. The training programs covered operation and routine maintenance CAMS, QA/QC practice of air quality data, air Quality Data analysis and reporting, Emission Inventory, Dispersion modeling, operation of air samplers and vehicular emission testing equipment, etc. 10. Hand over the data collection Dec 31, 2014 Currently 5 CAMS are operated by the DoE staff and and analysis from CASE consultant collecting AQ data. The data are retrieved regularly at the to an AQC staff Central Data Station located at the DoE Head Office. The core group members are working with CASE staff to take over capacity developed under the project. The group members are now capable of retrieving data from the CAMS and screening AQ data, calculating basic statistics. They are now working on preparing reports. 31. Progress in air quality management: A major development is the approval an Air Quality Index (AQI) by the MOEF and availability of AQIs on CASE website from September 22, 2013. Regular publication of Monthly Air Quality Monitoring Reports on CASE website is being continued. Ten out of the 11 Continuous Air Monitoring Stations (CAMS) are now functioning and producing real time data. The air conditioning system at the Shangshad Bhaban CAMS which was more than 10 years old failed recently and it was found that it can no longer be economically repaired. The CAMS has been closed and actions are being taken to procure a new air conditioning system. 32. Recommendations for alternative approach on AQM to ensure long-term sustainability. The organizational structure, staffing, and capacity of the AQC to take over the CAMS, operate them successfully, and use the data generated for providing policy support on air quality management remain a challenge. Some progress on the proposed actions during the MTR has been made. DoE needs to see that sufficient resources are available to ensure the sustainability of the CAMS and the Labs beyond the project closing date. The mission is pleased to note that action has been initiated for new budget line for Air Quality Management in the regular yearly budget of DoE. One other alternative to consider can be to outsource the 13 operation and maintenance the CAMS. This model has been adopted in other countries for the smooth operation and maintenance of CAMS. This will ensure data generation by CAMS albeit at higher cost. DoE will further assess the possibility of the outsourcing of CAMS and take action accordingly. 33. Bangladesh National Ambient Air Quality Standard (BNAAQS): The existing Bangladesh National Ambient Air Quality Standard (BNAAQS) 2005 was reviewed by an international consultant engaged under CASE Project, who suggested a few changes. The revised BNAAQS (Annex 6) has been sent to MOEF to publish the proposed revised version as gazette notification. The proposed standard reduced the annual average of lead (pb) from 0.5 µg/m3 to 0.15 µg/m3 and PM2.5 (24 hour average) from 65 µg/m3 to 35 µg/m3. 34. Revision of the Brick Burning Act (now called Brick Manufacturing Act). The revised Brick Manufacturing (Control) Act 2013 has been prepared to adopt emission-based standards and focus on energy efficient cleaner technologies. The proposed Brick Manufacturing (Control) Act 2013 has already been vetted by the Ministry of Law, Justice & Parliamentary Affairs. It is in the process of receiving a final endorsement of the Cabinet Division before it is sent to Parliament as a bill. The AQ Management wing of DOE has drafted the Brick Manufacturing Rules based on the proposed Brick Manufacturing Act. DOE will use the project resources for hiring a legal expert as well as wider consultation with the stakeholders. 35. International Brick Consultant (DoE – S6): The Mission and DoE agreed that the brick piloting needs further supervision to ensure that the desire result are achieved and a short-term (3 to 6 man-months over 2 years) international consultant would be hired soon. The PIU will conduct an expeditious search for a qualified consultant for this assignment to oversee activities under DOE-S8a, S9 and S9A contracts. 36. Piloting cleaner and energy efficient brick technologies (DOE-S8, S8A, S9, S9A). Progress in piloting new technologies is still slow mainly due to delays in the responses from entrepreneurs who are capable of investing in the new technology (as the investment is solely the responsibility of the entrepreneur). Commercial banks and other financial institutions are also reluctant to finance small-scale brick entrepreneurs due to the risk associated with the brick piloting- (i) remote locations of brick kilns; (ii) small scale operations comparing other industries; (iii) new technologies. The WB team visited a kiln of redesigned traditional Zigzag kiln and alternative building materials under Contract S-8. The piloting of new design Zigzag and mini-tunnel kiln (Horizontal Shaft Brick Kiln-HSBK) are behind schedule. In view of the slow response from the entrepreneurs, the mission agreed to the introduction of a small incentive (for partial cost automatic back processing, cost of social and environmental management) for the entrepreneurs in all the three piloting contracts (S9, S9A and S8A), which is possible through a contract revision and possible within the resource available. It is hoped that this incentive will bring a better response from the entrepreneurs. Considering (i) the progress made on tunnel kiln by private entrepreneurs; (ii) low response of potential consulting firms at EOI stage; and (iii) time required for loan processing, construction and trouble-shooting of the kiln, DoE and the mission agreed to drop the DoE-S9b contract 37. Features of Improved-zigzag kiln (IZZK). In the traditional Zigzag kilns, it is estimated that a large fraction of heat (i.e., probably much as 20- 30% of the total) is lost from the top of the kiln and only limited options are available to stop this loss. In order to greatly reduce this top loss, in the I-zigzag a closed top design has been adopted as in HHK and Tunnel kilns. The induced draft fan in this kiln is a pusher, which provides lower temperature working condition for the labor. The kiln employs water based flue gas scrubber which greatly reduces PM emission. The scrubber will function as a FGD (Flue gas desulfurizer) if lime is used with water, thus reducing SOx emission to a great extent. The design has a production capability almost equivalent to tradition Zigzag kiln (i.e., 30,000 per day). This kiln has advanced design features of HHK at a much reduced cost making it affordable for the traditional kiln owners. With the addition of a dryer, the kiln can be adapted for year round operation. The year round production will eliminate migratory labor and the kilns to proper to SME with year round employment. 14 38. Features for Mini-Tunnel (HSBK) kiln. In this design of the kiln fire zone is fixed and the brick trolleys move through fire zone. It is essentially a mini-tunnel kiln with the production capacity which is somewhat more than half the traditional FCKs (i.e., 17,000 per day). The kiln also comes with greatly reduced PM emission features. Thus, this kiln has all the advanced features of modern Tunnel kilns at a comparable cost to traditional kilns affordable for small entrepreneurs. With the addition of a dryer, this kiln can also be adapted for year round operation. 39. Legal support for Cleaner Production: The Mission would also like to raise the issue of the timeline for banning the Fixed Chimney Kiln (FCK). Although the timeline for closing the FCK was September 30, 2013, a significant part of the brick kilns are still FCK and the conversion of the traditional ZigZag without trained technical staff will further damage the air quality. Furthermore, a recent notification (published February18, 2013) by Customs and Excise fixed the tariff value of BDT. 5,184 (per thousand brick production) for perforated bricks compared to BDT. 1950 (per thousand brick) for solid bricks. Such a move is negative for the environment, as perforated brick production saves both productive soil and energy. The mission recommends that DOE takes up this issue with Customs. Table 1: Summary of Piloting Cleaner Brick Technologies Proposed Technology Contract Package Status VSBK (1) ESMAP funding 1 completed linked to CASE Retrofit FCK into Zigzag (1) Assignment completed DOE-S8 And Alternative Material (1) Retrofit FCK into Zig-Zag DOE-S8a RFP distributed to three bidders New Zigzag (7) DOE-S9a Consultant hired, Design completed, 7 brick entrepreneurs selected, one construction started and another is scheduled to start Mini-Tunnel (HSBK) (5) DOE-S9 Consultant hired, Design completed, 5 brick entrepreneurs selected. Tunnel Kiln (2) DOE-S9b Now dropped. Brick Exhibition DOE S22 Now dropped. 40. Training and Capacity Building in Brick sector — Establishment of a Brick Technology and Information Center in Bangladesh (DOE- S11). The Center was designed to promote cleaner technologies and provide information to entrepreneurs about service providers and different aspects of technologies. The contract was signed in April 2012. A draft business plan for the Brick Technology and Information Centre (BTIC) was submitted during the mission. All planned information documents (i.e., leaflets, brochures) are now ready. Five workshops were organized in different parts of the country. The BTIC is now receiving various service requests from the entrepreneurs. The website of the BTIC is back to operation and needs continuous updating. Given that ADB and UNDP are also supporting similar activities, a meeting was conducted during the mission and consensus was reached among the three organizations to collaborate on the work supporting the BTIC. 41. Business Plan for BTIC. The ultimate objective of the BTIC is to transform itself into an independent and self- sustaining center of excellence, managed by a board to create an Enabling Environment for the Sustainable Deployment of Clean technologies in the Brick Sector. The current operation of BTIC is supported by the CASE project and it does not currently generate any income from the advisory services provided to the entrepreneurs. Thus, the center can’t sustain itself beyond the current contract period. While different donors have expressed some interest in the continuation of the BTIC, there is no concrete offer yet. Thus, the currently viable option is either continued support from CASE project or its adoption in the DOE (AQM). 15 42. Communication campaign, analytical studies and clean air initiative facility (DOE-S12). Most of the assignments on this contract have now been completed. An 18 minutes docudrama produced under the project was shown to the mission. Although, the production was appreciated, the mission recommended a shorter version of the production for more effective dissemination. The only remaining activity in the contract is the organization of the 2014 Environment Day. Although there was no formal assessment on the impact of the communication awareness campaign, the general impression is that the communication activities played a significant role in creating general awareness for air pollution improvement and adopting cleaner technologies. The Annex- 5 provides a summary of the activities already completed and in process. 43. Studies on Emission Inventory, Source Apportionment, Dust Management, and Industrial Emissions (DOE-S13). Discussions on the progress of this contract were held through a video meeting with Mr. Scott Rendal of NILU. The overall progress has been slower than anticipated throughout 2013 because of prevailing unfavorable situation, as it greatly hindered the efficiency of field data collection. This has directly affected Task 1, 4 and 5 – and indirectly affected Task 2. A NILU team is scheduled to come to Bangladesh for the project work between 19 and 22 October 2013. The Bank team explained that that the outcomes of the studies should feed into policy making for improved the air quality in the country. To this end the consultant needs to prepare a synthesis report on the finding of the studies. In response, NILU representative informed that each report will contain a summary containing important findings and that can be used by the policy makers. Moreover, it was also stated that it may be possible to include a policy note as a separate chapter in each of the reports. 44. The summary of the tasks under the study are: Task 1-Emission Inventory: Screening Study for both Dhaka and Chittagong for NO2, SO2, O3, and POPs using passive sampling completed February 2013. Draft Report will be submitted by 1 October 2013. Data collection for Emission Inventory work has already started. Traffic counting in Chittagong (in cooperation with CU) started on 18 September 2013 and in Dhaka (in cooperation with BUET) will begin on the 6 October 2013. Draft Emission factors developed for each vehicle class, which will be finalized by 15 October 2013. All sources (traffic, industrial, agricultural, area) will be entered into emission model, and run a baseline scenario by 15 January 2014 and run future emissions scenarios for various sources from 1 February, 2014. The emissions from diesel generators and emission factors for different categories of vehicles were discussed at some length. Task 2 – Dispersion Modeling: It was stated that AirQUIS software developed by NILU will be used for dispersion modeling and that necessary GIS files for Dhaka and Chittagong were incorporated into the dispersion model. A modeling grid has also been established. Meteorological data has been obtained for Dhaka and Chittagong using TAPM model. On enquiry, it was stated that hilly terrain issue in Chittagong will be addressed in the model. Task 3 – Source Apportionment: Particulate matter (PM) samples analysis completed. A database has been prepared with sampling dates, PM mass, elemental, BC and delta carbon concentrations as well as their uncertainties; reconstructed mass has been calculated and data screening has been completed. Meteorological data was also collected. The source apportionment study will soon be completed for Dhaka city, the remaining cities will be completed by January 2014 and a comprehensive report will follow. Task 4 – Dust Control Measures: Major activities under the task involve field work, which needs cooperation between different agencies including the Police. Moreover, the field work can only be done during the dry season, therefore this task could not be started last winter and will have to wait until the dry season begins. All necessary equipment and logistics have already been 16 arranged. Sampling sites for the dust management study have been established, and the first test site will be on a small side road in BUET campus. Sampling will begin in November 2013. Task 5 – Industrial Emissions: The CASE PIU assisted this task by providing a request for cooperation letters to 6 industries, of which 3 industries complied. As of now, 2 industries (steel plant and ceramics plant) have been sampled and two of the other selected industries have been visited, but ruled out for sampling due to technical difficulties. Access to additional industries is currently being sought after for site visits to determine possible sampling. Calculations for these 2 sampling campaigns will be completed by November 2013. The draft report for this task will have to wait until all sampling is completed and calculated. 45. DOE Building construction: (DOE-W1): The design of the DOE building has now been completed. The independent consultant, BUET, reviewed and endorsed the design and cost estimation. The bid was closed on September 19, 2013 and the 3 bids received are being evaluated with support from the DSM consultant. Given the need to maximize land use, originally, DOE proposed a 13-story green building (with 2 basements) at an estimated cost of US$10 million. However, due to resource constraints, the current bid is limited to a 5-story building with 2 basements. 46. DCC continues to pro-actively implement this component and made progress on various levels. To date 46% of the funds have been disbursed and it is estimated that by December 30th, 2013 an additional 8% will be disbursed as the project has reached its “cruising” disbursement rate. The mission found that all but two contracts in the Procurement Plan had been committed. Given that no work contract is longer than 15 months, the mission believes that project implementation is on track. The following presents a detailed update of the progress under each contract. 47. Construction of 20.5 km of Sidewalks and Road Improvement at Mohammedpur Area- East (DCC-W1). This contract has been completed satisfactorily and in the time stipulated in the previous mission. 48. Construction of 10 km of Sidewalks and Road Improvement at Mohammedpur Area- West (DCC-W2A). The works in this contract began in March 2013. The physical progress is 25% and financial 20%. In this contract it was decided that with funds from savings due to roads constructed by DNCC and deducted from the original works scope, a master drain would be added. It is 1.5 km long. To this end a time extension until September 2014 is required for this contract along with a variation to include fencing to ensure the safety of the drainage work. 49. Construction of 3 km of Sidewalks and Road Improvement with One-Way Streeting in Old/Southern Dhaka (DCC-W2B1). The tender for this contract was not carried out as planned because, apparently, DSCC repaired some of the roads in the project without coordination with the CASE project. As a result, some roads have to be taken out of the original design and new ones will have to be added. Therefore additional work has to be carried out to prepare the design. The DSM consultant is working on this. The WB team stressed that the PD should improve coordination within DSCC to avoid this occurring in the future. 50. Construction of 10 km of Sidewalks and Road Improvement with One-Way Streeting in Old/Southern Dhaka (DCC-W2B2). No progress has been made on this contract, as the DPP has not 17 been approved. It is estimated that the tender can be ready for early 2014, and that the beginning of works may start in June 2014 and end in June 2015. 51. Construction of 12.5 km of Sidewalks and Road Improvement at Khilgaon- I (DCC-W3A). This contract began execution in October 2012 and has 50% physical progress, and presents no particular difficulties. The mission team carried-out a field visit to the works, and found them to be satisfactory. This contract will need a time extension until March 2014. The time extension is required due to delays caused by strikes during 2013. 52. Construction of 12.5 km of Sidewalks and Road Improvement at Khilgaon- II (DCC-W3B). This contract ran into significant difficulties since the last mission. The contractor suffered threats from local residents and left the work site during months. No progress was made since the last mission. The situation has been resolved and the contractor has set-up again and is working. The WB team visited the site and saw ongoing works that are satisfactory albeit not much advanced. In this contract a master drain will also be added. 53. Construction of 14.5 km of Sidewalks and Road Improvement at Tejgaon (DCC-W4). This contract has been completed and is in the defects liability period. The sidewalk along the Government Press was successfully constructed. 54. Lane separation of NMV and MV on two corridors (DCC W5). This contract has been completed but no yet fully paid. The PD argued that he had retained 25% payment until the Metropolitan Police confirmed in writing that they had received the plastic cones, which were used for the lane separation, from the contractor. The WB team believes this is not part of the contract and that withholding payment from the contractor for this reason is not contractual. The WB team urges the PD to finalize payment and to find another way to ensure that the police provide the confirmation of reception of material from the contractor. 55. Construction of 5 Foot Over Bridges (FOBs) in Dhaka City (DCC-W6). The construction of the first five FOBs was completed and the defects liability period has ended. Preliminary results of the post implementation social assessment show that almost 80% of pedestrians who used to cross the road at grade are now using the FOB. This is an important contributor to reducing road accident and increasing traffic flow. 56. Construction of 8 Foot Over Bridges (FOBs) in Dhaka City (DCC-W7A). The construction of these 8 FOBs is underway and 75% physical progress has been made. All the foundations have been laid and the superstructure is under fabrication. In one of the FOBs a provision an escalator will be installed. It will arrive in November therefore this contract will not be completed before the end of December and will need a time extension. The WB team visited several FOBs and saw satisfactory progress on the ground. 57. Construction of 10 Foot Over Bridges (FOBs) in Dhaka City (DCC-W7B). The construction of these 10 FOBs is underway and 25% physical progress has been made. But difficulties had arisen in 5 out of the 10 FOBs in the previous mission. The issues were the following: - Mirpur Road- Mazar Road at Gabtoli: a request for relocation by a local MP, representing the feeling of local shopkeepers; - Sobhanbag Mosque on Mirpur Road: a request for relocation from owners of a newly under-construction building; - In front of Lab Aid Hospital: a request for relocation by an individual; - Teacher Training College on Mirpur Road: a request for relocation by the owner of a corner building; 18 - Shahbag Intersection on Elephant Road: DSCC is planning to construct an underpass at a nearby location. 58. Requests for such modifications should have been raised and noted during the social screening process. As they were not, it was recommended that all locations be maintained if possible with accommodations at minimal distance from the original points. In the previous mission it had been agreed that only the locations of two FOBs would be changed: Teacher Training College on Mirpur Road location and Shahbag Intersection. These two sites were effectively changed for sites at Azimpur and Baily Road. However, in this mission, the PD informed the WB team that the Mirpur Road-Mazar Road location could not be confirmed, due to the continued opposition by one MP and that problems arose at the Moddya Badda on Progati Saroni site, which had not previously shown difficulties. This site is now a problem because of high rise buildings built in proximity. In addition, there is recent opposition by a school at the Pirjongi Mazar Road at Kamalapur location. The school had originally agreed with the FOB and had expressed it in the social screening, and now opposes the project. Thus, potentially, three new sites for these FOBs have to be proposed in replacement. The WB team visited two proposed new sites and did not find them suitable. In both cases, these were rather narrow streets with low speed traffic, and in one case very near an intersection that could become signalized in the future. 59. It was agreed with the DSCC Administrator, that the school be approached one more time and given 10 days to respond, if it continues opposing the FOB, the contractor should be paid for what he has done and the contract closed without the FOB. A new site can be chosen and added to the W7B contract to replace the Pirjongi Mazar Road at Kamalapur location. All new sites should be chosen on wide streets, where traffic flows are at above average speeds and where intersections are far apart. In this respect, and following the field visit, the team believes that many sites would be justified on the airport road near Uttara. 60. The PD has requested that an escalator be installed in the FOB at the Baily Road, in this respect the WB team was informed that the pedestrian daily counts on this FOB could be up to 9,000, as opposed to the more frequented FOBs which cater for demands as high as 28,000 pedestrians per day. The WB team visited the site, and it is on a fairly narrow road, which is easily crossed at grade. The team feels that this site does not warrant an investment such as an escalator given the low pedestrian counts for the bridge and the relative ease for crossing the road at grade. The WB team discussed the issue with the Secretary of LGD and it was agreed to include the necessary provision within de FOB for an escalator, but that is would not be financed by CASE project. 61. Improvement of 40 Intersections (DCC-W8A&8B). Both of these contracts are underway with physical progress of 78% and 15% respectively. The mission team visited a sample of intersections and saw the work progress. They saw much more coordination between these contracts and the G1 and G2 contracts with respect to the previous mission. In this respect, the mission strongly suggests the continued input of the DSM traffic engineering expert, so that the coordination continues and even adjustments to the intersections are suggested. 62. In the W8A contract two intersections were dropped because a flyover was built, and another two were destroyed after completion by another flyover. The contract package will be complete without these intersections. At Ramna Thana intersection, the design requires the widening of the street at the intersection approach of one of the roads, this needs the uprooting of a row of trees and the movement of a informal plant nursery that has developed on the sidewalk. The delays in obtaining these approvals have delayed the completion of the contract package. After the site visit and in discussions with the DSM traffic engineer, the WB team does not feel the widening of the street is strictly necessary, therefore suggests finishing the intersection without its widening. Nonetheless, if the PIU continues with the widening of this road, it must prepare the corresponding environmental screening. 19 63. These contracts are scheduled to be completed by December 2013 and May 2014, respectively. 64. Campaign for Clean & Safe Mobility (DCC-S1). This contract is being implemented very successfully. Awareness campaigns using various communication tools (posters, leaflets, newspaper, tee shirt, caps, etc.) is being undertaken to accompany the FOB and sidewalk work and encourage pedestrian to use FOB, underpasses, and sidewalks as for their own safety and to reduce traffic accident. Radio and TV-Spots have been designed to air in October. The PD has suggested the extension of this contract until the end of the project, to which the WB team has no objection. The WB team suggests that in the case of extending the media campaign that it should focus on the respect of signals at intersections, and the behavior of pedestrians at intersections. 65. Design Supervision and Monitoring (DSM) Consultant (DCC–S3). The WB team has observed an improvement in the DSM team work, and much greater presence and involvement in the coordination of contracts. Nonetheless, issues arose in the relationship with the DCC team. These disagreements could be summarized as: (i) occasional disagreements regarding contractual scope of work; (ii) lack of clarity of the communication channels and who is directly responsible for giving instructions to the DSM consultant; (iii) payment delays. 66. The WB team participated in a very productive and amenable meeting between the DSM team and the DCC team, and several agreements were achieved to clarify misunderstandings and disagreements. First of all, the contractual nature of the scope of work was stressed and in particular the role DSM has to play in the traffic synchronization, timing and phasing plans. In this respect, however, and in order to not repeat the work carried out by the S10 contract, it is suggested that the DSM consultant work with and guide the S10 consultant to achieve the desired results rather than reproducing the same output. 67. It was clarified that the PD is the only person that can contractually give instructions to the DSM consultant and it should not undertake any task without the PD’s instructions. If given instructions by any other person it should communicate this to the PD. At the same time, the DSM consultant should communicate solely with the PD, but it can copy communications to the WB team if desired. 68. The payment delays have been sorted out, and they have been mainly due to bureaucratic delays due to the beginning of the fiscal year, and to activities that the PD cannot pay because of lack of provision in the contract. In particular, DSM time out of Dhaka. 69. All of the above matters were discussed and agreed on, and on this basis the DSM contract will be amended and extended a further two years to cover the remaining credit. In the process, it was decided that in order to avoid a gap that may exist between the existing contract and the amendment, the PD will extend the existing contract for 7 months. This time extension will allow the DSM consultant to continue working because the contract still has available funds. The amended contract will also include time out of Dhaka for selected activities, and a firm commitment from the DSM management to provide the key experts to Dhaka in a timely manner. 70. Traffic Accident Data Processing Consultant (DCC- S4B). The Consultant has completed his task of collecting information on road fatalities and injuries from over 40 police stations. The final report was sent to the WB for review and for clearance for publication. In the last mission it was agreed that this work would be continued and a new consultant would be hired, and this is awaiting approval of the new DPP. 71. International Traffic Signal Timing and Synchronization Specialist (DCC-S5). The TORs for the hiring of this consultant are with the WB. The WB will issue its comments by October 5, 2013. 20 72. Procurement Consultant (DCC- S6 and S6A). The PIU is now actively looking to recruit a Procurement Specialist and this is awaiting approval of the new DPP. 73. Financial Management Specialist (DCC 7A). The recently recruited FM consultant has been working very successfully. 74. Environmental and Social Consultant (DCC-S8). As these services are being provided by the DSM consultants, they have been dropped from the procurement plan (during previous missions). 75. Financial and Operational Audit (DCC-S9). The consulting firm was successfully engaged in November 2012. The progress to date is 30% and a variation and time extension will be required. 76. Traffic Synchronization Study (DCC-S10). The second report by the consultant was sent to the Bank for comments a few days before the mission. During the mission, the WB team held two meetings with the S10 team in the presence of the DSM consultant to review the work progress. The Bank team remains concerned with the quality of this study as the presentation by the consultant lacks information and the language barrier is great. The WB has requested that two typical intersections be fully analyzed and sent to the WB to better gauge the consultants capabilities and quality of the final product. On the basis of this information, the degree of involvement of the DSM consultant in the traffic synchronization will be decided. While the S10 consultant’s capabilities and the degree of involvement of the DSM consultant is defined, the WB team suggest that payments to the S10 be retained. 77. Supply and Installation of Solar Panel and Count Down Timer at 70 existing traffic signal intersections (DCC-G1). The contract is underway. The goods are all procured and the civil works are at 50%. The contract can be completed by December 2013.The WB team saw several installations on the site visit and confirmed the progress of the contract. 78. An issue has arisen however. There has been a need to adjust the original designs of the set-up to ensure more potency in some intersections therefore more solar panels will have to be installed. This poses a problem in one contract item: solar panel frame installation. The problem is that this item was not fully subdivided in the bidding document, thus it includes other activities and the resulting quoted price is deemed to be above market prices. The WB has stressed to the PD, that quoted prices cannot be negotiated and the contractors’ prices have to be respected. If the item price is too high as suggested, these solar panels frames should be purchased from another supplier. In this respect, this was made clear to the G1 contractor, and he proposed to send a finer sub-itemization. If the sub-itemization for the frames is within a reasonable price, their contract could be extended to include the additional frames. If not, a request would be made to the G2 contractor, and if their price is not within a reasonable margin, then the additional frames would be procured from a new supplier using shopping procurement method. 79. Additionally in the original design, the cabling was not to be changed, however it has been found that the existing cabling has deteriorated and is not functioning. Therefore the DSM consultant has suggested that new cabling, where needed, is added. So the G1 contractor provided a variation cost that included changing all the cables. In the meeting, this was deemed excessive and it was requested that they carry out a finer analysis and provide an alternative cost for the variation where only the faulty cables are replaced. The G1 contractor will provide this analysis by October 30, 2013. 80. Supply and Installation of Traffic Signal and Solar Power Systems at 30 Intersections (DCC- G2). This contract has been effective since December 2012. The goods are partly ready for pre-shipment; the CD has to be allocated by the government. Twenty-four out of thirty foundations have been completed. In the case of this contract, the solar panel design is adequate and no adjustment is needed. There was an over design as a factor for dust proof was adopted by the consultant that the DSM 21 specialist feels is unwarranted and an adjustment will need to be made. A time extension is likely to be needed, and in order to better coordinate with the intersection improvement works a work plan was requested from the contractor. 81. Supply of Traffic Timing and Synchronization Software (DCC-G9). The PIU established that it will purchase two copies of the Vissum software. In this respect, it must provide justification for a sole source purchase. 82. Supply of Accounting Software. The PIU requested the purchase of accounting software, following the WB FMS recommendations. This purchase will added to the procurement plan. 83. Maintenance of traffic signals and solar panel equipment: The G1 and G2 contracts will provide two years of maintenance of the equipment installed. During this period, their maintenance will include only the items installed, but DSCC and DNCC must maintain the existing signals. So it must make provisions to hire a traffic signal maintenance company with their own budgets, this was discussed and agreed with both DSCC and DNCC Administrators. 84. Customs duty: No provision covering the customs duty was left in the tender documents or contracts. As a result, the customs duties will have to be covered by the GOB budget but this was not included in the Annual Development Program of fiscal year 2013-14. So the WB kindly requests the Ministry of the Environment and the Secretary of LGD ensure that budget allowances are obtained to cover these costs. 85. Meeting with Metropolitan Police: The WB team met with the Metropolitan Police, in the presence of the PIU team and the DSM team. The WB team stressed the need of the project to coordinate and seek help from the police as, ultimately, they operate the signals at the intersections. At the same time the need for the police to either turn-off the signals or to do their manual management in –line with the signals. At present, the signals that exist and that work are not respected by the police. The police offered full cooperation with the project. In this respect, the WB requests that the PIU set-up an close working team with the police for the next three months in order to arrive at a successful strategy to put on-line the new signals and to ensure that the police enforce them. The WB team would like to see a work plan on how the PIU will work with the police in the next three months, and what the strategy will be to put the new signals on line. 86. DTCA continues to make very satisfactory progress in the implementation of this component with the completion of the BRT Feasibility Study (DTCA-S1) and obtaining necessary government approval to sign Detailed Design of the BRT Line 3 Study contract (DTCA-S2) being major steps forward for this component. The Detailed Design of the BRT Line 3 Study will be undertaken in parallel to the engineering and operational design studies for the northern section of the same corridor, being financed by the ADB to Roads and Highways Division (RHD), Bangladesh Bridges Authority (BBA) and Local Government and Engineering Department (LGED). Enhanced coordination with the ADB’s team will become more necessary for the north and south sections as they will have a single operation. All contracts have been committed except for one new contract to study bus stopover terminal. 87. Request to fund construction of BRT Line 3: The mission was informed that ERD is in the process of issuing an official letter to request the funding of BRT Line 3, which is expected to arrive in early October. The mission recognizes the importance of this project for the sustainable development of the country, suffering from unorganized and chaotic urban transport situation in the capital city. The project 22 will be evaluated as the Detailed Design for the BRT Line 3 Study clarifies its positive impact as well as the risks, including those related to safeguard guidelines. 88. BRT and Corridor Restructuring Study (DTCA-S1). The feasibility study has been completed, leaving only minor revisions before the submission of the final report. As per the comments from the task team on previous reports by the consultant, the main recommendations are to favor a simple approach in the design and with technology proven elsewhere in the world. The mission held a meeting with the consultant with DTCA PD and staff, in which the content of the final report was discussed. The final report will present a system with the following features:  Corridor length: 22.4 km  Stations: 16 stations (from Airport Railway Station in the north end to Keraniganji Station in the south end)  Operation: Operation will be integrated with the northern section being designed with ADB’s assistance, from Airport Railway Station to Gazipur Station. Stations up until Kakoli will have passing lane to allow express service from the north. Some of the buses will terminate at Mohakhali Bus Terminal and Paltan Station to adjust to the demand pattern.  BRT lane: One lane per direction at median-side, physically separated from other traffic  Elevated section: BRT runs at grade most of the corridor except for five flyovers to avoid disruption by intersections and railway crossings. One at Banani Rail Crossing has been constructed, one at Moghbazar is being constructed by LGED, and the other three are at Airport Railway Station, Mohakhali, and Kakrail VIP road will be constructed by the project.  Vehicle selection: Articulated (18m) with capacity of 140 passengers/vehicle  Platooning: After initial operation, two buses will form a platoon and run together to pass at grade intersections with minimum time period  Capital investment: About USD 278M (USD 12.4M/km) including USD 33M for rolling stock. 89. The mission advised DTCA and the consultant the following points:  It should be clarified in the report that the design aims to use a simple, robust, and proven system that is more suitable in the difficult traffic condition in Dhaka. By doing so, it is anticipated that the proposed system will not be able to carry all the passenger demand for the BRT, however, the total demand can be carried by standard buses in the other bus routes  The proposed underpath access to stations has to be double checked so that all land acquisition required at the entrances be dimensioned and specified in the report. 90. Through the discussion with DTCA and the consultant, it became clear that coordination with ADB’s team will be one of the tasks with significant importance for DTCA and the detailed design consulting team. As also discussed at Dhaka Roundtable Discussion (see details in paragraph 108 and Annex 3), the coordination efforts have to be strengthened from this moment on, as ADB has recently mobilized the design consultant teams. The issues to be coordinated include: Institutional arrangement of construction of infrastructure, and operation and management of BRT; Operation plan enabling BRT to run through both sections; Fare scheme and collection system; Compatibility of ITS and communication system; Design of connecting Airport Railway Station; Location and function of depots; Specification of BRT vehicle, and; Station design. 91. The mission was informed that DTCA and the consultant team have been in discussions with LGED regarding the lane allocation of Moghbazar flyover, which is on the BRT corridor and being constructed by LGED. The flyover has two lanes for each direction, and DTCA’s request for LGED to allocate space for a station on the flyover has not been incorporated.. The mission held a meeting with the 23 Secretary, Local Government Division, MoLGRD&C, to discuss and resolve this issue. The Secretary agreed that the BRT should be allocated space on the flyover, and advised that DTCA should write a letter to the Secretary so that it will be forwarded to LGED. 92. Detailed Design of BRT Line 3 Study (DTCA-S2). A draft contract has been signed with Sunjin Engineering and Architecture Co. Ltd of South Korea. Since the budget allocated in the DPP for this contract was less than the amount of the negotiated contract, DTCA was not able to sign the contract. DTCA has sought to sign the contract before the DPP is revised, and managed to obtain approval from the Cabinet Committee on Government Purchase with two conditions: 1. Additional budget required for the contract needs to be reflected in the revised DPP, and: 2. Payment of more than approved DPP cannot be made to consultant before DPP revision. DTCA has informed the mission that it will start the process of contract signing immediately. This contract with duration of 16 months is scheduled to be completed in July 2015. 93. The mission held a meeting with the representatives of the consultant, along with DTCA. Issues discussed in the meeting include, overall schedule, tasks to be taken up in the first stage, composition of the consultant team, and coordination with ADB’s section. The WB team expressed serious concern to the consultant and DTCA regarding the key experts of the consultant team since the person attending the meeting lacked good command of English. As recommended by the mission, DTCA is going to request replacement of such expert in writing. 94. Bus Network Restructuring Study (DTCA-S3). The mission held a meeting with the consultant along with DTCA to review the progress of this study. Although certain progress was made from what was presented during the last mission in January, it was not at a level expected by the mission. The presentation by the consultant included the technical aspects of the route restructuring, but did not include the implementation strategy. The consultant has not yet assessed the structure of the industry, political consequences of proposed restructuring, and the level of government commitment to the restructuring. In other words, the most delicate and salient part of the consultancy work has not been addressed. 95. However, in order for the consultant to progress in his work DTCA must also provide certain guidelines for this process, which is politically sensitive and must be conducted by the government. Although the consultant can provide a strategy, it must be framed within the political options the government would like to face, as the transitioning of existing operators to newer forms can have significant political consequences. Thus, it was agreed that DTCA has to analyze the political options and limitations the government is willing to face in the restructuring of the bus network and in particular, regarding the existing operators. The DTCA ED indicated that consultations within the government and with the operator associations should be held to be able to assess options and give the political guidance necessary for the consultant to conceive a feasible implementation strategy. Therefore DTCA must provide a realistic idea on the timeline it can provide these guidelines to the consultant and view the consequences this may have on the scheduled execution of this contract, given that Bangladesh is entering an election period. 96. Public transport advisor services (DTCA-S4a): A contract has been signed with an international consultant on public transport, Mr. Frits Olyslagers, who has been providing extensive technical expertise in guiding the activities of DTCA including DTCA-S1 and S3 studies. DTCA intends to modify the contract to add more months to have him over the duration of DTCA-S2 study. 97. Local regulatory and Institutional Consultant (DTCA-S5a): The contract was signed on March 29, 2010, for tasks to update and rewrite the Motor Vehicle Ordinance of 1983 renaming as Road Transport and Traffic Act (RTTA), and to write relevant rules and regulations of the chapters including road transport administration, driver licensing, vehicle registration, and operation of public transport services. After the 24 discussion with the consultant and DTCA, the mission found the consultant has fulfilled most tasks under the contract, with the exception of production of regulations and the holding of a workshop on the final report, and thus recommended DTCA to move towards the finalization of the contract. DTCA will inform the consultant of areas of improvement in the Bengali version of the draft RTTA, and the consultant will hold a workshop after incorporating recommended changes in Bengali version to present relevant stakeholders the final product of the consultant work. 98. Junior Technical Consultant (DTCA-5f and DTCA-5g): These two consultant contracts will expire in November 2013, and February 2014, respectively and need to be extended until the end of the Detailed Design of BRT Line -3 Study. 99. Proposed RTTA: The consultant has submitted draft RTTA first in June 2011, followed by revised versions in June 2012, December 2012, and January 2013. Through the process, the draft bill was evaluated at a committee chaired by Joint Commissioner of Dhaka Metropolitan Police in 28 meetings, presented to the Finance Minister and Communication Minister, circulated to all concerned ministries, departments, transport workers and owners associations, and NGOs for comments, and finally presented to MoC after incorporating the comments received. However, recently a new committee chaired by the chairman of Bangladesh Road Transport Association (BRTA) was set up by Roads Division of MoC to further evaluate the draft and this committee is having reservations on the draft RTTA. However, the WB team mentioned that these reservations had not been voiced earlier and therefore it was impossible for the consultant to continue making modifications. Therefore it was decided that the January 2013 version of the RTTA will be the final product produced by the consultant under WB finance. 100. National Transport Advisor (DTCA-S5h): EOIs have been received just recently by DTCA for this consultant position to manage DTCA-S2 and S3 contracts to assure the quality of deliverables. The consultant is expected to provide support to DTCA in terms of reviewing operational plan of the BRT, restructuring of regular bus network, engineering drawings for civil works, and etc. The EOIs will be evaluated by the committee shortly. 101. Awareness Campaign (DTCA-S6): The contract was signed in April, 2013 and is scheduled to be completed in July 2014. The campaign is aimed at creating awareness of the BRT as a sustainable mode of transport as well as the correct understanding of the bus network restructuring. The consultant made a presentation to the WB team on the proposed activities and shared drafts of materials for the awareness raising campaign, and feedback was given from the mission. The consultant agreed to submit English translation of scenarios being prepared for TV spot messages. 102. Feasibility Study of City Stopover Bus Terminal at Nimtali Babupura Slum (DTCA-S7): Due to the lack of space in existing bus depots, buses not in operation are parked on roads blocking the traffic flow. This study will examine the feasibility of a city bus layover terminal on a land in Gulistan area owned by railway. Major activities include traffic survey and modeling, concept design and feasibility analysis, soil condition assessment, utility survey, and Environmental Impact Assessment (EIA). Because the proposed land faces a legal dispute of ownership and is being encroached, a Land Acquisition Plan (LAP) and Resettlement Action Plan (RAP) will also be prepared in this study. DTCA has decided to single source this contract to Bangladesh University of Engineering and Technology (BUET) due to the fact that the need for this study has come up through DTCA-S3, bus restructuring study, and BUET has been hired under DTCA-S5c to peer review this study. The mission agreed in principle that single sourcing can be justified as a natural continuation of preceding contract and requested DTCA to submit justification for clearance. 103. Dhaka BRT Roundtable Discussion: The task team organized this workshop on September 22, at the World Bank Office of Dhaka. This event was funded by AusAID and planned to foster a better 25 understanding on the planning, construction and operation of BRT among the various stakeholders of the planned BRT lines in Dhaka. International best practices on BRT system will be introduced to bring about knowledge and lessons for organizations involved in the project. The event was well attended by about 30 participants from organizations relevant to the proposed BRT project, including from the client (DTCA, Road Division), international donors (ADB, AfD, JICA), consultant teams for both north and south sections of the BRT line, DCC, and academics. The detail of the workshop is in Annex 3. 104. Gender and Transport Study: As a part of the broader Bus Network Restructuring study (DTCA-S3), the Bank financed an additional component through trust fund to examine the demand for, potential routing and financial viability of a women-only bus service. Women-only services have been growing worldwide in cities where women face particular mobility constraints. Examples from places such as Guatemala City, Mexico City, Lahore, Kuala Lampur and Sao Paulo are some examples of these services. Funded by the South Asia Gender TF (SAGE) under AusAid, the study focused on identifying the particular constraints of female passengers in Dhaka City, the experiences with women-only services to date (both globally and within Dhaka city), and possible ways to improve women's security and mobility. The study found there is a great demand for improving services for women, who face particular constraints with overcrowded buses, harassment, and difficulty traveling, particularly during peak hours. The study also identified the main corridors that women travel in, as well as the timing of the travel, and made specific suggestions for (i) improving women's comfort on existing travel routes; and (ii) piloting a women-only service on five prominent routes in Dhaka city. DTCA was very interested in the findings of the study, and has requested that the World Bank help to identify a program in the short term to implement the findings of the study. 108. Meeting with ADB: A meeting was held with the ADB team for Greater Dhaka Sustainable Transport Project (GSUTP), the BRT project in the northern section of Line 3. The organizations that participated in the meeting were, other than the ADB and WB teams, RHD, DTCA, AfD, and the consultant teams for both north and south sections. - Update on GSUTP is as follows: o Three consulting teams have been mobilized on the project, namely, Package 1: Project Management, Coordination and Capacity Building (PMCCB); Package 2: Engineering, Procurement and Construction Management (EPCM); Package 3: Operational Design and Business Model (ODBM). The consultant for the Package 3 is the same one that conducted the feasibility study of the WB section (DTCA-S1). o GSUTP has three implementing agencies: 1. Roads and Highways Department (RHD) for at grade road construction; 2. Bangladesh Bridges Authority (BBA) for elevated structures, and; 3. Local Government Engineering Department (LGED) for Gazipur depot and other small works. Project Director positions are being filled. o Special Purpose Organization (SPO), named Dhaka BRT Company, which oversees the BRT’s operation, has been established. The SPO will recruit 40 to 50 staff when the BRT starts the operation. The board of the SPO is chaired by the Secretary, Roads Division, MoC, and the Executive Director of DTCA is a member. Performance based contracts will be made with the operators of the BRT. o Detailed design works will take about a year, followed by another year for procurement, and two more years will be needed for the construction. - Main issues discussed in the meeting are as follows: o Common operational plan: An operational plan for the whole section shall be developed jointly by WB, ADB, and the two teams of consultants. This plan will be the basis for all other issues to be coordinated for the two sections, such as type of service, vehicle selection, station design, depot design, ITS and communication system specification, design of the 26 connecting station (Airport Railway Station), operating company, fare collection system, branding, and etc. It was proposed that ADB’s ODBM consultant and DTCA-S2 consultant will establish a joint team for operation planning, led by ODBM consultant with nominations of experts by both. DTCA-S2 consultant will take over other tasks from ODBM consultant, such as fieldwork to collect physical information of the corridor, in exchange of not doing operation planning. ADB and WB teams will analyze any contractual implications of this arrangement. o Coordination of tasks: In order to move forward the coordination between the two projects, it was agreed that TORs for ADB and WB’s consultants will be shared. ADB’s PMCCB consultant will compare them to identify tasks in both TORs that can be jointly undertaken, and additional tasks to be added to fill the gap, if any. o Regular coordination meeting: It was proposed to hold regular meetings between both teams, such as monthly, to ensure progress and problems are shared. To start with, DTCA was requested to coordinate with ADB’s team to arrange a meeting with DTCA-S2 consultant when they come to Dhaka and start the study. o Operating company: If Dhaka BRT Company is to operate for the whole corridor, an administrative action may be necessary to allow the company to operate outside the territory it was originally envisioned when established. ADB will look into the article of association and find out the solution. 109 Meeting with JICA: A meeting was held with the JICA team for Dhaka Mass Rapid Transit Development Project, which assists in the construction of MRT (Mass Rapid Transit) corridor from Uttara Newtown to Motijheel. The key findings are as follows: - JICA loan for MRT: The 1st of the phased loan for the project, of USD 107M, has been signed in February 2013. The approximate schedule for the project is as follows: 2014-15 design, 2016 procurement, 2017-2021 construction. The operation is scheduled to start at the beginning of 2022. This 1st phase loan covers the consulting services consisting of three contracts: o Engineering and procurement: The contract is being negotiated and the consultant is expected to be mobilized shortly. The consultant will undertake the preliminary design and detailed design, which will take three years in total, and provide tender assistance and project management services. o Institutional development: A public corporation under Roads Division, MoC, Dhaka Mass Transit Company Limited (DMTC), was established in June 2013, to serve as the implementing agency of the project. Recruitment is in process for both senior officials and junior staff. Out of 26 official positions, 3 have been filled. Managing Director position has not been filled. This contract will help develop the capacity of DMTC, among other related tasks. o Resettlement assistance: The procurement of this contract is also under process and expected to be finalized in December 2013. No major land acquisition is foreseen for the MRT corridor since the viaduct for this rail based system will be constructed on the road median. However, the depot planned in Uttara will have to purchase 22 ha of land, which is currently scarcely inhabited. - Technical assistance: JICA is providing three Technical Assistance programs in the transport sector. o Revision of Strategic Transport Plan (STP): STP was developed in 2005 by Dhaka Urban Transport Project funded by the World Bank. As almost 10 years have passed since the study was completed, and considering many road improvement projects that were not in STP are being undertaken, MoC has requested JICA to revise the STP. JICA is now procuring a 27 consultant for this assignment, which JICA expects to start in the beginning of 2014 with duration of more than a year. DTCA is the counterpart for this project. o Traffic management: Through building capacity of DTCA, this TA program aims to enable a better coordination of transport projects, which are being proposed and undertaken by various institutions with little coordination among relevant institutions. o Urban MRT Act: In support of the MRT project, this TA is given to draft an act governing the MRT system. Currently, there is no legal framework to support this new transport system in the country. - Smartcard pilot: JICA has been supporting the piloting of the smartcard system, SPASS, since 2011. The benefit of the smartcard system is to improve passenger convenience, to reduce time for passenger boarding and alighting, and to secure fare revenue from corrupt conductors. The project started with BRTC buses in 2011, and the Bangladesh Railways (BR) also joined this pilot in 2012, which allows rail and bus passengers use the same card to ride these two different transportation modes. About 24,000 SPASS card have been distributed by now. Currently, two major routes in BRTC are equipped with card reader, and it is roughly estimated that about 20% of passengers use the smartcard. MoC has shown strong endorsement to expanding the use of this smartcard, expecting to have BRT and MRT adopt this system being piloted when these projects start operation. The project is conducting the concept design of the clearinghouse to allow multiple operators to use the system. One of the key challenges in further expanding the usage was shared, which is to have more charging stations/machines at locations convenient to passengers. 105. Other training: The mission was informed that trainings on the following topics have been conducted under this sub-component after the last mission: - Traffic Impact Assessment (TIA) organized by BUET was held for officials from DTCA, DSCC, DNCC, RAJUK, RHD, and Police. - Minister of Environment and Forests has made a visit to Brussels in the context of learning and exchanging knowledge on green urban transport systems.. 28 PROCUREMENT DOE DTCA DCC Goods 1. All major contracts 1. Only 5 contracts need 1. Only 2 new contracts have been procured. to be procured including remain to be procured office equipment furniture which have resulted from 2. G-2 and G-3 have been etc. exchange rate savings, and merged with G-1 are awaiting he approval 2. These procurement of RDPP. 3. Procurement of 12 small packages can be packages remain to be completed after approval procured in the project, of the RDPP and DOE should increase efforts to complete procurement. Works 1. DOE still has 3 out of 9 No works contract 1. All major contracts contracts to procure. The have been awarded. main one being the DOE building. The remaining 2. Only 4 contracts remain ones are small contracts to be procured which have for repair or maintenance resulted from exchange and post-review. rate savings, and are awaiting the approval of RDPP Services 1. S8a and S21 are two 1. All major contracts 1. All major contracts large consultancies yet to have been awarded. have been awarded, but be procured. The there are 2 which have procurement process of S8a 2. Only 2 consultants are been dropped/deleted. is under way. yet to be selected 2. The procurement (national transport advisor 2. The status of S15 needs and feasibility study forconsultant position is still to be updated. city bus terminal. vacant, but will be procured when the RDPP is approved. Mission's advice for timely 1. Maximum allowable variance/deviation between planned and actual procurement implementation processing schedule (from advertisement to signing contract) will be 5%. 2. There will be monthly or fortnightly meetings involving all three agencies for monitoring progress of procurement plan, identifying bottlenecks and mitigation measures. 3. DOE must be proactive in pursuing approval of the revised DPP, otherwise not only in DOE, but also in DTCA and DCC there will be procurement delays. 29 FINANCIAL MANAGEMENT DOE Component: 106. Interim Un-audited Financial Reports (IUFR): DoE have submitted IUFRs in the format acceptable to the Association. Only a minor modifications were required to get these presented in the agreed upon formats. However, there was a delay of more than 45 days in submitting IUFRs for the quarter ended June 30, 2013. The Association will look forward to receive IUFRs on time henceforth. 107. Accounting system: The DOE component is using accounting software namely “Tally” in maintaining books of accounts of this project with limited scope of report generation. This software does not generate all the required report/statement except ledger and cash book. The mission recommends DOE to customize the existing accounting software to ensure timeliness and accuracy of financial reporting. 108. Internal and Operational Audit: DoE has successfully signed and awarded contract to the auditor to conduct Internal and Operational Audit of the project. The audit firm has completed internal audit in March 2013. But the project has not received any deliverables from the auditors except for an inception report. It is expected that the project will submit the final internal audit report to the Association as soon as possible but not later than October 30, 2013. 109. FM staffing: The FM team comprises of a Financial Management Consultant, an Accounts officer and an Accounts Assistant. The FMS has resigned from his position recently; therefore the project will have to recruit a FMS as soon as possible. The mission recommends the project to share shortlisting of candidates along with their CV’s for the Association’s review and concurrence before making any final decision of recruitment. 110. External audit: Foreign Aided Project Audit Directorate (FAPAD) has started the audit of the project for the FY 2012-13. The mission recommends the project to submit final audit report by December 31, 2013. DCC Component: 111. Interim Un-audited Financial Reports (IUFRs): DCC have submitted IUFRs in the format acceptable to the Bank. However, it was noted that the project had delays in submitting IUFRs for the quarters ended on March 31 and June 30, 2013. IUFRs for the quarter ended March 2013 were submitted on September 15, 2013 with a delay of 153 days. We understand these delays were mainly due to not having the FMS in place and the Bank will look forward to receiving the IUFRs on time henceforth. 112. Internal and Operational Audit: DCC has successfully signed and awarded a contract to the auditor to conduct Internal and Operational Audits of the project. According to the contract, the audit will be carried out in two phases over the project life: (i) Internal Audit for the financial years 2009-10, 2010-11 & 2012-13 and (ii) Operational audit for the financial years 2011-12 & 2013-14 or up to the end of the project. The consultant had submitted an inception report dated November 2012. It is expected that the project will submit the final internal audit report to the Bank as soon as possible but not later than November 30, 2013. 113. FM staffing: The FM team comprises of a Financial Management Specialist (FMS) along with an Accounts officer and an accountant. 114. Accounting system: The DCC component is using a manual system in maintaining books of accounts of this project. The mission recommends DCC to procure and operationalize an off the shelf accounting software in order to maintain project’s books of accounts, which i n turn will help in preparing timely and accurate IUFRs. 30 115. Outstanding audit issues of DUTP: An audit observation of previously Bank-funded Dhaka Urban Transport Project (DUTP) remains unresolved. This was communicated to the project director of DUTP several times, but the project has not resolve the issue with FAPAD yet. 116. External audit: Foreign Aided Project Audit Directorate (FAPAD) has started the audit of the project for the FY 2012-13. The mission recommends the project to submit final audit report by December 31, 2013. DTCA: 117. Interim Un-audited Financial Reports (IUFR): The Bank has been receiving the IUFRs from DTCA components in due time and have found them satisfactory based on the desk review. 118. Accounting system: The DTCA component is using manual system in maintaining books of accounts of this project. 119. FM staffing: The FM team comprises of an Accounts Officer and Accounts Assistant. Support from FMS of DCC component will be rendered in case the Accounts Officer faces any difficulty. 120. External Audit: Foreign Aided Project Audit Directorate (FAPAD) has started the audit of the project for the FY 2012-13. The mission recommends the project to submit final audit report by December 31, 2013. Environmental Safeguards 121. DOE Component: A consultant has been engaged for the EIA for the DOE building project. Although the EIA report has not been formally submitted or approved, the major environmental concerns have been integrated in the bid document. For the brick kiln component preliminary investigations show that no land acquisition is required, nor any displacement of people anticipated. However other social issues such as maintaining labor standards (no child labor to be allowed; living conditions of labor camps to be monitored, maintenance of minimum wage) should be addressed as required. 122. DNCC and DSCC Component: Limited environmental assessments (LEAs) have been done for a number of project interventions (i.e., 11 works contracts W1, W2A, W3A, W3B, W4, W5, W7A,W7B, 8A, 8B) and shared with the Bank Team. The Bank team carried out visits to selected work sites. Only a few minor environmental, health or safety issues were noted. The DCC team readily agreed to remedial action to meet the concerns. Further details regarding the DCC work site visits are given in the table below. Contract Location Comments Foot Over Bridges (FOBs) W7B Near Monipur high Foundation of the FOB complete and no debris was found. There are no school road at outstanding environmental safeguard issues currently. Shewrapara W7A Near RAJUK Uttara Work on the main span is in progress. Work on the FOB is likely to be Model college completed by December and progress is estimated to be about 85%. Adequate protective measures are not in place to protect vehicles and pedestrians on this very busy road from falling debris especially during welding. DCC engineers agreed to install adequate safety measures as advised. There is a garbage dump close to the east ramp of the FOB. DCC engineers informed that this will be shifted 50 meters from the current site. 31 Contract Location Comments W6 Norda Bus Stand This FOB is now complete. Many people were found to be using it. W7A Uttar Badda Bazar Work on the main span is in progress. Work on the FOB is likely to be completed by Deeember and is estimated to be about 85% complete currently. Adequate protective measures are not in place to protect vehicles and pedestrians on this very busy road from falling debris especially during welding. DCC engineers agreed to install adequate safety measures as advised. W7A Motijheel government Work is almost completed. School W7A Near Motijheel This FOB is almost complete except for paint and protective guardrails both Shapla Chattar on the stairs and the main spans. People are already using the FOB. As the use of FOB without guardrails is unsafe, the DCC was advised the close the FOB until the guardrails are installed. The DCC engineers agreed to comply. W7A East Curzon Hall Work on the FOB is completed. There are no outstanding environmental safeguard issues. W 7B Pirjongi Mazar Road Work is stopped due to opposition of officials from Motijheel Ideal School. Intersection at Kamlapur W7A Rasulbag Work on the FOB is estimated to be 80% complete. There are no outstanding environmental safeguard issues. Road Intersection Improvements W8A Mirpur Intersection Work on the junction is estimated to be 90% complete only some drainage work are to be done. There are no outstanding environmental safeguard issues. W8A Shialbari, Rupnagar Work on the junction is estimated to be 90% complete. Only some drainage Junction and road marking work are to be done. There are no outstanding environmental safeguard issues. W8A Proshika Junction Work on the junction is largely complete except for some drainage and road marking work. W8A Mirpur Thana Work on the junction is largely complete except for some drainage and road marking work. Some pavement improvement (i.e., fitting of pavement tiles for about 50m length) works are also to be completed. There are no outstanding environmental safeguard issues. W8A Mirpur-10 Works on the junction are largely completed except for some drainage and Intersection road marking work. There are no outstanding environmental safeguard issues. W8A Gulshan Link Road Work on the junction is estimated to 70% complete. There are no outstanding Intersection environmental safeguard. W8B Arambag Intersection The work on the junction is still at the early stage (about 40% complete). There are no outstanding environmental safeguard issues currently. W8B Janata Bank, The work on the junction is also at the early stage (about 40% complete). Motijheel Intersection There are no outstanding environmental safeguard issues currently. W8A Dainik Bangla The work on the junction is estimated to be 90% complete and only road Intersection markings are due. There are no outstanding environmental safeguard issues currently. W8A Baily Road The work on the junction is estimated to be 95% complete. Further work is Intersection contingent upon removal of some trees. The issue is being pursued and is likely to be resolved in a month. There are no outstanding environmental safeguard issues currently. Social Safeguard observations DNCC/DSCC Component 32 123. Construction of Foot Over Bridges (FOBs). The initial number and location of the FOBs have been revised somewhat due to unanticipated conflicts with some transport projects undertaken by other GOB agencies. As of MTR, the target number of FOBs stood at 23: 5 under DCC-W6, 8 under DCC-W7A and 10 under DCC-W7B. Construction of all 5 FOBs under W6 has been completed and operational; and most of those under W7A are nearing completion. It was reported during MTR that there were objections about the location of 5 under W7B. The one at Shahbag intersection has been dropped in favor of an underpass which was planned earlier. Meanwhile, 2 new FOBs at Baily road intersection and Azimpur have been identified. Location of the one near a mosque has been modified to address the concern raised by the mosque users, and location of the other 2 has been tentatively fixed. 124. In keeping with the ESMF guidelines, DCC has screened all FOBs to identify any adverse social safeguard impacts that might be associated with the selected locations. None of them required private land beyond the existing sidewalks that belong to DCC. At a few locations some vendors were seen to sit in the open selling fruits, vegetables and the like. As provided in the ESMF, they were temporarily moved to make room for the construction works and could still keep their businesses open. The Bank reviewed the screening reports and visited the sites of all FOBs, and cleared them all for implementation. DCC will undertake safeguard screening of all new locations and share them with the Bank for review and clearance. 125. Roads and Sidewalks Improvement. As requested by the MTR mission, DCC has revised the safeguard screening report in response to some clarifications sought on an earlier version. The requested clarifications were about documentation of stakeholder consultations and post-implementation status of the residential and commercial squatters, who were temporarily displaced during construction of the sidewalks of the following 4 roads under DCC-W4 in Tejgaon: (i) BRTC Lane (Code 01); (ii) Nabisco Main Road – Nakhalpara Road (Code 06); (iii) No. 37 Ward Commissioner’s Office – Niketan Road (Code 07); and (iv) Baitus Salam Jame Masjid – Railway Gate (Code 26). The Bank reviewed the report and the findings are as follows:  Stakeholder Consultation: DCC did not keep records or prepared minutes, even though there were consultations with the affected squatters before and during implementation of the civil works.  Displaced Squatters: All of the residential and commercial squatters came back to the spots they were temporarily displaced from. They numbered: 18 residential from 2 roads (BRTC Lane & Baitus Salam Jame Masjid – Railway Gate) and a total of 21 shops from all 4 roads. The 10 residential squatters on BRTC Lane were reported to have started businesses in the newly built rental premises.  New Commercial Squatters: After completion of the civil works, the number of shops has more than doubled. Now a total of 45 persons were reported to have started to operate as many businesses in the new rental premises built on the improved sidewalks of all 4 roads.  Rent & Rental Agreement. All squatters -- residential and commercial -- on all roads paid rent to the anonymous “owner(s)” even before they were displaced. The owners, who were said to be very influential, built the new premises after completion of the sidewalk improvement works, where the 45 businesses were housed. There were no written rental agreements between the owners and squatters; all such businesses are done on verbal agreements. 126. It is not known how the general users, who do not live there but go to work in the area, feel about the inconveniences created on the sidewalks. But it is important to note that the improved sidewalks have contributed to an increase of illegal structures, which would certainly become encumbrances for future works on these roads. In this regard, the mission recommended that, 33  DCC should pay careful attention not only to the physical condition of the roads that they select for improvement, but also to the issues regarding socio-political conditions and law enforceability in the project localities.  As to stakeholder consultation and temporary displacement of squatters (as seen in these roads), DCC should make certain that the would-be affected persons are discussed well in advance and keep records of all consultations and agreements that may have been reached with the affected persons, and lists of those who would be displaced, to make sure that they could return to the spots they are displaced from.  DCC and the concerned consultant should review the following ESMF provisions stated in the section on Guidelines for Using Private & Public Lands: “Impact Mitigation Principles”; “Eligibility for Compensation/Assistance”; and “Community/Stakeholder Consultation”. 127. One-way Streeting in Old/Southern Dhaka. The Bank reviewed the Stakeholder Consultation Report and Environmental & Social Screening Report and communicated its comments and suggestions to DCC in a letter on October 9, 2012. However, considering the various difficulties in enforcing one-way streeting in old Dhaka, DCC requested, and the Bank agreed during the MTR in January 2013, to reduce the length from the initial 80 km to 5 km. The DSM Traffic Engineer will assist DCC to select the roads that could be realistically made one-way and effectively reduce traffic congestion at the same time. Along with the stakeholder/community consultations about one-way streeting, these roads will be screened (or rescreened, if done earlier) to identify any social issues that might be associated with the civil works required for sidewalk and road improvement. In this regard, DCC and the consultant would make sure to take into account the Bank’s comments and suggestions given on the previous report. The mission requested DCC to have the road selection (5 km), stakeholder consultations and social screening completed by end-December 2013. DTCA Component 128. BRT Corridor Restructuring: Social Impact Assessment (SIA) & Resettlement Plan (RP). As requested earlier, DTCA has revised the SIA and preliminary design RP clarifying some of the safeguard issues raised by the Bank on earlier reports. Now the SIA provides a much clearer understanding of the major impacts the BRT Line-3 is likely to cause. The civil works will require (i) acquisition of some 4 hectares of private land from more than 25 owners for the bus depot at the end of the corridor across the Buriganga river in Tegoria mouza in Keraniganj (where the corridor meets the Dhaka-Mawa road); (ii) use of RHD land that could affect parts of its staff quarters and boundary walls; (iii) resumption of a parcel of public land near the Airport Railway station that has been under lease for a restaurant to the Freedom Fighters’ Association (FFA); (iv) some lands belonging to the Bangladesh Railway (BR); (v) strips of public land in the Banani area where private entrepreneurs have been growing potted plants; and (vi) possible removal of a two-storied wooden structure called “Bangabandhu Hawkers’ Market” near the Golap Shah Majar. In addition, the SIA found a large number of sidewalk vendors, most of whom were however mobile, and two kacha Bazaars/haats (at Chunkutia Chowrasta & Hijaltala) that meet once a week in the older part of the city (These haats were not there during the visit of a Bank representative; they were reportedly evicted by RHD). 129. DTCA also drafted a preliminary design level RP in view of the impacts found in the SIA, which the Bank reviewed and considers acceptable at this preliminary stage. In the next stage of design, detailed design, a full fledged RP will be carried out, based on the final detailed design and in view of the actual impacts that are to be mitigated. To help with RP preparation, the Bank has provided DTCA with a list describing the major process tasks required for RP preparation and a detailed outline for the RP. In this regard, there are some issues that are to be resolved on a priority basis:  Availability of the lands from other GOB agencies: The consultant reported to have discussed the land availability issues with RHD, DCC, FFA and Railway, without any definitive outcome. 34 In the Bank’s view, there is an absolute need to discuss and resolve this issue at levels where officials are empowered to make decisions.  BRT Corridor Implementation: The BRT Line-3 corridor reportedly belongs to RHD (Uttara to Banani Railway Station, and Buriganga Bridge to Keraniganj); DNCC (Banani to Moghbazaar); and DSCC (Moghbazaar to Tanti Bazaar up to the Buriganga Bridge). In the Bank’s view, there should be a decision about which of these agencies would implement the restructuring activities, or they would do this separately. In any case, it is most likely that the selected implementing agency would also be responsible for land acquisition and RP implementation. As such it is imperative that the designated agency becomes aware of the social safeguard issues, including the impact mitigation provisions adopted in the ESMF, and takes active part in the RP preparation process.  Bangabandhu Hawkers’ Market: A proposal is said to be there to build a multi-storied hawkers’ market and a station for un-franchised buses at the site of the existing “Bangabandhu Hawkers’ Market” near the Golapshah Majar. This will require demolition of the existing two -storied wooden structure that belongs to DSCC, which will displace 500 businesses and, as a result, would also affect 500 employees. Reportedly, the consultant discussed the issue with DTCA and DCC, but there was no indication of any outcome. In any case, DTCA and the design consultant should examine the proposal, as removal of the market could potentially give rise to significant resettlement issues. 130. Project website. The project website called “case-moef.gov.bd” has been developed, but it has yet to post financial information relating to the project on. However, it is expected that the project financial information will be posted on the website as soon as possible but not later than October 30, 2013. 131. Project Audit Committee (PAC). No audit committee has been formed by the project, but according to the PAD a project audit committee had to be established with the Project Coordinator as the Chair and all the Project Directors as members. The concerned wings overseeing audit matters in the Road and Railway Division of Ministry of Communications and the Local Government Division would comprise the other members of the PAC. 132. PIU staff. According to Bank guidelines if an individual consultant is hired for more than 18 months, the monthly rate should be reviewed annually to adjust for market inflation. Since the PIU consultants have been hired for over 18 months, but there was no provision of annual adjustments, it is becoming difficult to retain qualified staff. In order to overcome this issue, the mission recommended reviewing the remuneration of PIU consultants and adjusting them to the market rate. It was also agreed to extend the contract period given the extension of the project closing date. 133. Vehicle purchased under DCC component: The PIU informed the WB team in the previous mission that one SUV (Jeep No Dhaka Metro Gha 13-4179) purchased with the project funds for the PIU’s use is currently being used by a DNCC official. The PIU PD is facing challenges due to non-availability of transport. The mission kindly requested the DNCC officials to look into this issue and find a suitable solution as soon as possible so that the CASE PIU team is not impaired by lack of transport and that goods are used for the purpose they were purchased. 134. DCC component PD reminded the WB team that the PIU revenue staff allowances are paid with the project funds. 35 Annex-3 Dhaka BRT Roundtable Discussion 135. The workshop was planned to assist the implementation of DTCA component, specifically the feasibility and detail design studies of the BRT Line 3, by bringing international best practice examples of BRT and present them to the stakeholders of the BRT system, aiming to create a common understanding of what is expected from a good BRT system. The funding for the preparation and holding of the event was granted by AusAID. The event was well attended by about 30 participants from organizations relevant to the proposed BRT project, including from the client (DTCA, Roads Division, LGED, DCC), international donors (ADB, AfD, JICA), consultant teams for both north and south sections of the BRT line, and academics. 136. In the first session, presentation on international examples of BRT from Latin American countries, China, and South Korea were made by bank staff and consultants. Topics covered in the presentations include history and current status of BRT development in several countries, basic components, unique features of each system, and challenges and lessons. The presentations were followed by discussion sessions, where participants actively raised questions to understand the difference of environment that Dhaka is in compared to countries in presentations, and to find out ways to incorporate some of the strong points into the proposed BRT in Dhaka. 137. The second session was dedicated for a presentation on a World Bank study on women-only-bus system in Dhaka. The consultant team engaged in the study presented a summary of the study, which shed lights on an area which is receiving growing attention in the South Asia region. Women’s travel behavior and concerns on public transport services were surveyed, potential women only bus service was designed with routes, headway, and fare, and recommendation was prepared. 138. In the third and last session, presentations on BRT projects on Dhaka’s line 3 in northern and southern sections were made by ADB and DTCA, respectively. The current status was discussed with all participating stakeholders. It was collectively understood that coordination between the two teams has to be enhanced, and this is the right time to do so since the consultant teams for ADB’s section have recently been mobilized. 139. The workshop was closed with a summary of discussions and a word of thanks to the speakers and participants. The participants expressed their general satisfaction with the workshop. The agenda and the participant list are provided below. Agenda Date: Sunday, September 22, 2013 Time: 13:30-17:15 Venue: Jamuna Conference Room, The World Bank Office in Dhaka Plot E 32, Sher-e-Bangla Nagar,Agargaon, Dhaka 1207, Bangladesh Objective: This roundtable is planned to foster a better understanding on the planning, construction and operation of BRT among the various stakeholders of the planned BRT lines in Dhaka. International best practices on BRT system will be introduced to bring about knowledge and lessons for organizations involved in the project. Schedule: 13:30 Lunch 14:00 Opening 1) Introduction – Maria Sarraf, TTL of CASE Project 14:10 Session 1: International Examples – Moderated by Andres Pizzaro 36 2) From Latin America – Andres Pizzaro, WB 3) From China – Ke Fang, WB 4) From South Korea – Yoo Sang-Chu, SUNJIN Engineering & Architecture Co. Ltd 15:40 Tea Break 16:00 Session 2: Pink Bus Study – Moderated by Shige Sakaki 5) “Pink Bus Study” – Sergi Tió, ALG 16:30 Session 3: Dhaka BRT Line 3 – Moderated by Shige Sakaki 6) South Section: Feasibility Study Final Report – Md. Anisur Rahman, DTCA 7) North Section: Project Design and Status – Md. Nazrul Islam, ADB 17:00 Closing Followed by coordination meeting on North and South sections of BRT Line 3 (only by concerned parties) Participant List Name Designation Organization 1 Md. Anisur Rahman PD, CASE DTCA 2 Shajia Sultana Transport Modeler Consultant DTCA 3 Md. Aminul Islam Junior Transport Consultant DTCA 4 Md. Afil Uddin PD (BRT Gazipur-Airport) RHD, MoC 5 Noor-E-Alam Project (BRT Gazipur-Airport) RHD, MoC 6 Mst. Rokeya Begum Joint Chief RHD, MoC 7 S.K. Amzad Hossain PD (BRT Gazipur-Airport) LGED 8 SR Khan M&E Specialist, CASE-PCV MOEF 9 Md. Shaehab Ullah PD,CASE DSCC Team Leader, BRT 10 Martin Kerridge SMEC Package 1, PMCCB Team Leader, BRT 11 Chris Smith SMEC Package 2, EPCM Team Leader, BRT 12 Ernesto Mata ALG Package 3, ODBM 13 Sergi Tio Transport Consultant ALG Deputy Team Leader, Bus Network 14 Md. Ashraful Islam ALG Study, DTCA ACE Consultants (BRT 15 Gholam Mostofa Managing Director Line-3) Consultancy 16 C.W.Park Bangladesh Representative Sunjin Eng. & Arch. 17 Yi Jeong-Ho Director Sunjin Eng. & Arch. 18 Yoo Sang Chun Managing Director Sunjin Eng. & Arch. 19 Park, Jung-Hun Executive Managing Director Shin Sung Eng. 20 Md. Nofil Tamim Khan Consultant BNF 21 A.F.G. Mohiuddin Sr. Advisor Pathmark Associates 22 Dr. Hasib Mohammed Ahsan Professor of Civil Engineering BUET 23 Md. Nazrul Islam Senior Project Officer ADB 24 N. Hazeyama Senior Transport Specialist JICA 25 Sybillin Marion Project Coordinator AFD 26 Maria Sarraf Sr. Environmental Economist WB 27 Ke Fang Lead Transport Specialist WB 28 Shigeyuki Sakaki Sr. Urban Transport Specialist WB 29 Andres Pizarro Consultant WB 30 Md.Shehab Uddin Consultant WB 31 Janet Bably Halder Program Assistant WB 37 Annex- 4 Risk and Mitigation Measure Summary Department of Environment Risk Factor 1: Accountability for Procurement Decisions in the Implementing Agency or Agencies Risk Mitigation Measure Lack of clarity on who is accountable for which Ensure that a system of accountability for procurement decision making procurement decisions is established that is covers all steps of the procurement process and has timeframes for the decision, including the time allotted to make them Risk Factor 2: Internal Manuals and Clarity of the Procurement Process Risk Mitigation Measure Staff have no practical guidance on the steps of Organize capacity building with emphasis on understanding and the procurement process and do it wrongly application of procurement process Inability of agency staff on actual application Organize mentorship or pupilage programs to build confidence and skills procurement process correctly and consistently in application of manuals Tentative or incorrect application of procurement process resulting in delays. Risk Factor 3: Record Keeping & Document Management Systems Risk Mitigation Measure Record-keeping totally manual Implement record security and backup program as early as possible in the project Risk Factor 4: Staffing Risk Mitigation Measure Improper implementation of procurement Agree on a plan to acquire the necessary procurement expertise (e.g. activities under the project (in terms of through hiring, outsourcing etc) efficiency, competition, transparency) Implementation delays and poor quality of Develop and implement formal recruitment system that ensures contract deliverables competition and a competitive compensation No proper HR planning to mitigate staff turnover Risk Factor 5: Procurement Planning Risk Mitigation Measure Poor quality procurement and outcomes due to Revise plan based on realistic timing of contracts and cash flow limited procurement and contract administration constraints. Repackage contracts in an efficient way to increase capacity of Agency competition and reduce costs. Build Anti-corruption control plan into project design. Delay to project processing and implementation Establish a clear relation between the project needs and the procurement due to lack of proper planning plan with a credible substantiation of estimated quantities and timetable and estimates consistent with market rates Require periodic reviews to identify/remove the cause of the variances between planned and actual and agree on recommendation to avoid occurrence into the procurement and delivery schedule - intensify supervision Risk Factor 6: Bidding documents,(pre-)qualification, shortlisting, and evaluation criteria Risk Mitigation Measure Bidders not qualified for the specific assignment Market survey needed to assess the potential of a move to non-fire energy efficient green brick technology Risk Factor 7: Advertisement, Pre-bid/proposal Conference and Bid/Proposal Submission Risk Mitigation Measure Reduced competition, incomplete or defective Improve bidding environment and dissemination bids 38 Risk Factor 8: Evaluation and Award of contract Risk Mitigation Measure Leakage of evaluation information Agree on selection criteria for members of the evaluation committee, including technical expertise and review EC formation regularly Many iterations resulting in delay and loss of good bids Risk Factor 9: Review of Procurement Decisions and Resolution of Complaints Risk Mitigation Measure N/A N/A Risk Factor 10: Contract Management and Administration Risk Mitigation Measure No control over project pace, delays Establish CM system Risk Factor 11: Procurement Oversight Risk Mitigation Measure N/A N/A 39 Annex- 5 Progress Report on Media Campaign of DOE Component N Activities Status Downstream Assignment Task 1 Website Providing technical support in maintaining, updating and uploading project Maintenance related information on the developed website [www.case-moef.gov.bd ] over a period of 24 months [March 2013 to February 2015]. Task 2 Reprinting of The following materials for awareness rising on air quality improvement were developed reprinted and distributed during the Environment Fair’13 (5 to 12 June 2013). materials  leaflet [2 categories]………. 5000 copies  Poster [2 categories] ……….5000 copies  Brochure[2 categories]………..5000 copies  Sticker………………………………. 5000 copies Task 3 Advertisement in 4 insertions (2 in Bangladesh Protidin & 2 in Daily Star) were published on 4 th National Daily and 5th June’ 2013 to celibrate World Environment Day’ 2013. Newspapers Task 4 Airing of two Total 195 spots were aired in pick hour from 1 to 15 June 2013 on Channel i, TVCs in private ATN Bangla, Ekattor and Somoy TV to celebrate World Environment owned TV channel Day’2013 Information on channel-wise spots airing  Spot’s duration : 40 sec  Total Spots : 195 Task 5 Celebration of  Participated in 7 day-long (5 to 12 June) Environment Fair’13 World organized beside the Bangabandhu International Convention Environment Centre; Day’2013  Branded stall was built on using jute fibre (considering environment friendly its nature)  Equipments using for air quality monitoring in Air Quality Monitoring Station [AQMS] were demonstrated in the stall all through the fair ;  Information was disseminated through distribution of posters, leaflets, brochures and sticker ; and  Docudrama and TVCs produced were displayed at stall on World Environment Day’2013 (5 – 12 June) at Bangabandhu International Convention Centre; Initial Assignment Task 1 Website Technical support was provided in maintaining, updating and uploading project development and related information on the developed website [www.case-moef.gov.bd] over a maintenance period of 24 months [March 2013 to February 2015].  CASE website was launched on 15 January, 2012 Task 2 Materials The following materials for awareness rising on air quality improvement in development and Dkaka City were developed, printed and distributed during assignment period. printing leaflet [2 categories]………... 15000 copies Poster [2 categories] ………….10000 copies Brochure[2 categories]………..1000 copies Sticker…………………………10000 copies 40 N Activities Status Task 3 Advertisement in Total-24 insertions (12 in Prothom Alo & 12 in Daily Star) were published for National Daily awareness raising Newspapers Published date  Prothom alo 15 Feb, 22 Feb, 27 Mar, 6 Apr, 8 May, 25 May, 5 Jun, 15 Jun, 6 Jul, 17 Jul, 24 Jul, 10 Aug, 2012  The Daily Star 15 Feb, 10 Apr, 20 Apr, 27 Apr, 18 May, 29 May, 5 Jun, 22 Jun, 10 Jul, 20 Jul, 3 Aug, 28 Aug, 2012 Task 4 Production and  2 TVCs were produced and delivered airing of two  Spot’s duration : 40 sec TVCs in private  Total 360 spots were aired in pick hour from September’ 2012 to owned TV March 2013 in Desh TV & BTV Channel Task 5 Organize and  2 workshops were conducted at Keraniganj and Basila facilitate 2  200 participants were participated workshops Task 6 Production of Produced and delivered docudrama Docudrama Task 7 Celebration of  Participated in 3 day-long (5 to 7 June) Environment Fair’12 -13 World organized at Bangabandhu International Convention Centre; Environment Day  Branded stall was built on using environment friendly materials ;  Equipments using for air quality monitoring in Air Quality Monitoring Station [AQMS] were demonstrated in the stall all through the fair ;  Information was disseminated through distribution of posters, leaflets, brochures and sticker ; and  Produced docudrama and TVCs were displayed from branded stall on World Environment Day’2011-12 (5 – 12 June) at Bangabandhu International Convention Centre. Note: According to the revised contract only World Environment Day’2014 to be organised and and some TV spots to be aired in private owned TV channels. 41 Annex-6 Recommended revision to Bangladesh National Ambient Air Quality Standard AIR EXISTING AVERAGEING SUGGESTED AVERAGEING POLLUTANT STANDARDS TIME RVISION TIME 1 2 3 4 5 10 mg/m3 Carbon 8-hour Unchanged Unchanged (9 ppm) (Ka) Monoxide 40 mg/m3 (CO) 1-hour Unchanged Unchanged (35 ppm) (Ka) Lead (Pb) 0.5 µg/m3 Annual 0.15 Annual Oxides of 3 100 µg/m Nitrogen Annual Unchanged Unchanged (0.053 ppm) (NOx) Suspended Particulate 200 µg/m3 8-hour Removed Not applicable Matter (SPM) 50 µg/m3 (Kha) Annual Unchanged Unchanged PM10 150 µg/m3 (Ga) 24-hour Unchanged Unchanged 15 µg/m3 Annual Unchanged Unchanged PM2.5 65 µg/m3 24-hour 35 µg/m3 24-hour 235 µg/m3 1-hour Unchanged Unchanged (0.12 ppm) (Gha) Ozone (O3) 157 µg/m3 8-hour Unchanged Unchanged (0.08 ppm) 80 µg/m3 Annual Unchanged Unchanged Sulfur di Oxide (0.03 ppm) (SO2) 365 µg/m3 24-hour Unchanged Unchanged (0.14 ppm) (Ka) Abbreviation: ppm : Parts Per Million Notes: *In this schedule Air Quality Standards means Ambient Air Quality Standards (Ka) Not to be exceeded more than once per year (Kha) Annual average value will be less than or equal to 50 microgram/cubic meter (Ga) Average value of 24 hours will be less or equal to 150 microgram/cubic meter for one day each year. (Gha) Maximum average value for every one hour each year will be equal or less than 0.12 ppm. 42 Annex-7 List of People Met by the Mission4 Ministry of Environment and Forest (MOEF) Mr. Md. Shafiqur Rahman Patwary, Secretary, MOEF Dr. M. Nasiruddin, Joint Secretary (Development), MOEF and Project Director, CASE DOE Mr. Quzi Munirul Islam, Deputy Chief (Planning), MOEF Department of Environment (DOE) Mr. Md. Golam Rabbani, Director General Mr. Md. Shajahan, Additional Director General Mr. A.M. Monsurul Alam, Director (Admin) Mr. Mahmood Hasan Khan, Director, AQM Wing Mr. Quazi Sarwar Imtiaz Hashmi, Director (Planning) Mr. Mohammed Solaiman Haider, Deputy Director Mr. Shah Rezwan Hayat, Deputy Director (Program & Planning), CASE project Mr. AKM Rafiqul Islam, Deputy Director, AQM Wing Mr. Md. Tajminur Rahman, Assistant Director, AQM Wing Ms. Shahanaj Rahman, Assistant Director, AQM Wing Mr. Shamshur Rahman Khan, M&E Consultant, CASE-PCU Mr. Swapan Kumar Biswas, AQM Consultant, CASE Project Mr. Shamim Hasan, Brick Consultant, CASE Project Mr. Md. Masud Rana, Senior Coordinator, CASE Project Mr. Md. Abdul Jalil, Scientific Officer, CASE Project Mr. Md. Golam Saroar, Scientific Officer, CASE Project Mr. Md. Abdul Jalil, Scientific Officer, CASE Project Ms. Sabera Nasreen, Data Quality Assurance Officer, CASE Project Dhaka South City Corporation (DSCC) Mr. Mohammad Nazmul Islam, Administrator Mr. Md. Ansar Ali Khan, Chief Executive Officer Mr. Md. Zahangir Alam Chief Engineer Mr. Md. Shehab Ullah, Project Director (DCC Component) Mr. Kohndkar Nazir Ahmed, Financial Management Specialist, CASE PIU Dhaka North City Corporation (DNCC) Mr. Akhter Hussain Bhuiya, Administrator Mr. Syed Qudratullah, Additional Chief Engineer & Chief Town Planner Dhaka Transport Coordination Authority (DTCA) Mr. Md. Aftabuddin Talukdar, Executive Director Mr. Anisur Rahman, PIU Project Director Ministry of Local Government, Rural Development and Cooperatives (MOLGRD&C) Mr. Abu Alam Md. Shahid Khan, Secretary, Local Government Division Dhaka Metropolitan Police (DMP) Mr. Mir Rezaul Alam, Joint Commissioner of Police (Traffic) Asian Development Bank (ADB) Mr. Lloyd Wright, Sr Transport Specialist, Sustainable Infrastructure Division, Regional and SD Department Mr. Mohammad Nazrul Islam, Senior Project Officer (Transport), Bangladesh Resident Mission Mr. David Margonsztern, Urban Development Specialist (Transport) –via VC JICA Mr. Yushi Nagano, Representative, JICA Bangladesh Office Mr. Suman Das Gupta, Senior Program Manager, JICA Bangladesh Office Mr. Nobuo Hazeyama, Senior Transport Specialist, JICA Bangladesh Office Mr. Tsuyoshi Kano, Representative, JICA Bangladesh Office Mr. Shah Mohammed Zahid Hossain, Programme Officer, JICA Bangladesh Office 4 The list does not include all attendees in meetings with the mission and also the consultant team members. 43