Bangladesh: Urban Resilience Project

Mid Term Review Mission December

8-13, 2018
Aide Memoire

INTRODUCTION

1. A World Bank Team1 carried out a Mid Term Review (MTR) mission of the Urban Resilience Project
(URP) from December 8–13, 2018. The objective of the mission was (i) to review implementation progress; (ii)
to review the project targets and assess the results indicators; (iii) to assess the implementation challenges and
recommend remedial measures. This Aide Memoire (AM) summarizes the mission’s findings,
recommendations, and agreements reached with the relevant agencies to expedite implementation. The AM was
discussed at the wrap-up meeting on December 13, 2018 with the Senior Secretary, Planning Division, Ministry
of Planning as the chair. As agreed at the wrap-up meeting, this AM will be classified as “Public” under the
World Bank’s Access to Information policy.

OVERALL STATUS AND KEY PROJECT DATA

2. Implementation progress towards achieving the Project Development Objective (PDO) has improved
significantly and an additional US$ 60 million in critical commitments has been signed since the last mission
in May 2018. IDA disbursement is at 18.8 % and are on track to reach around 35% by end of FY19. All funds
are expected to be committed by June 2019. Out of the four implementing agencies, Dhaka North City
Corporation (DNCC) completed most of their physical works and is on track with the remaining tasks. After a
lengthy procurement process, Rajdhani Unnayan Kartripakkha (RAJUK) and Department of Disaster
Management (DDM) now have all critical procurement complete with only some goods (field and lab
equipment) and the Urban Resilience Unit (URU) for RAJUK remaining. Project Management and Coordination
Unit (PCMU) has recently engaged an M&E firm that is supporting overall project management. With all of this
in place, the Project is in a good place to achieve the PDO by the current closing date provided that: (i) the agreed
accelerated implementation plan is followed; (ii) final Information Communication Technology (ICT) equipment
procurement timeline is achieved; and (iii) restructuring is complete.

3. The key project and performance data as of December 12, 2018, are shown below:
Project Data
Board Approval: March 24, 2015 Original IDA Credit XDR 122.8 million
Effectiveness Date: August 3, 2015 (US$ 173 million equivalent)
Closing Date: June 30, 2020 GoB Contribution: US$ 6.5 million
Mid-Term Review: December 8-13, IDA Amount XDR 23.09 million
2018 Disbursed (US$ 32.56 million equivalent) (18.8%)

ACHIEVEMENT TOWARDS PROJECT DEVELOPMENT OBJECTIVE (PDO)

4. Borrower’s Commitment to the Project: As part of the MTR, the mission reconfirmed the Government’s
commitment to the Project. Senior Secretary, Planning Division, Ministry of Planning who chaired the wrap-up
meeting, the Additional Secretary, ERD as well as all senior officials met with, agreed that

1Swarna Kazi (Senior Disaster Risk Management Specialist and Task Team Leader), Ignacio Urrutia (Senior Disaster Risk Management
Specialist and Co-Task Team Leader), Haris Khan (Senior Disaster Risk Management Specialist and Co-Task Team Leader), A.N.M.
Mustafizur Rahman (Senior Procurement Specialist), Aisha De Guzman (Senior Financial Management Specialist), Nadia Sharmin
(Senior Environment Specialist), Md. Akhtar Zaman (Senior Social Development Specialist), Debashish Paul Shuvra (Disaster Risk
Management Analyst), Mohammad Rafiqul Islam (Disaster Risk Management Analyst), S M Mehedi Hasan (Disaster Risk Management
Analyst-Consultant), Md Ariful Hossain Tuhin (Disaster Risk Management Analyst-Consultant), Dewan Rakibul Islam (Disaster Risk
Management Analyst-Consultant), Md. Towshikur Rahman (STT Research Assistant), Md. Faruk Hossain (STT Research Assistant)
and Amani Haque (Program Associate).

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the Project is of importance to the Government, and all Implementing Agencies (IAs) - PCMU, DNCC, RAJUK,
DDM - confirmed their commitment to expedite Project implementation.

5. Relevancy of PDO: The PDO is two-fold: To strengthen the capacity of Government of Bangladesh
agencies to respond to emergency events and to strengthen systems to reduce the vulnerability of future building
construction to disasters in Dhaka and Sylhet. The PDO remains relevant to Bangladesh’s Seventh Five Year
Plan (2016-2020) which aims at achieving the goal of “reducing and mitigating the effects of the underlying risk
related to disaster”. The PDO fully aligns with the overall targets outlined in the section on Disaster
Management, which emphasizes “upgrade disaster management regulative framework”, “establish multi-
sectoral coordination system”, and “strengthen national capacity for response management support to local
disaster management committees”.

6. Achievement of PDO: Due to initial delays, progress towards achieving the PDO is low. However, the
initial startup delays were the primary bottleneck for the project and as those have been addressed and work is
now underway, the PDO remains achievable within the project time frame, considering an accelerated work
plan is put into place and a restructuring is undertaken to, among other things, reallocate funds across
components. Since the last mission, all the IAs have made significant progress towards achieving the PDO due
to renewed efforts to develop a robust plan for implementation and strengthen project management and
supervision. All complex consultancy services packages of RAJUK, DDM, and PCMU have been signed, all
remaining ICT technical specifications of DNCC have been finalized and are ready to tender, and much of the
construction by DNCC is complete or is near completion. Given the significant work that remains, close
monitoring of the Project will be key to ensuring the PDO is achieved.

7. Achievement of PDO Level and Intermediate Outcome Level Indicator Targets: Due to initial
delays in project implementation, several indicators are far from their final targets, but the Project has the
potential to achieve its targets if the renewed momentum is maintained, restructuring is carried out, and all IAs
deliver on their commitments to strengthen implementation and achieve their physical and financial targets. In
addition, based on the discussion with the Government, it was agreed that results indicators and targets will be
refined as part of the restructuring. The aim is to focus more on the outcome, revise the indicators to better
reflect how the project objectives will be met, and adjust targets considering changes that have occurred since
project design. The Bank and PCMU will identify the specific revisions needed as part of the restructuring
process.

8. Adequacy of Current Project Design: It was agreed during the MTR that a restructuring is required
and will be undertaken shortly. As mentioned above, some indicators and associated targets will be revised to
appropriately reflect how project objectives will be met. Re-allocation is proposed among components, as it was
noted by the MTR team that there are cost over-runs by RAJUK on priority activities and a component-wise
reallocation is necessary to address this and ensure that project objectives are met. PCMU will coordinate with
IAs a proposed reallocation plan. It was agreed that PCMU will take the initiative to coordinate among the IAs
to determine the reallocation of funds and that the formal request for restructuring be received by the Bank by
January 15, 2019. Given that 1.5 years remain until project completion, the Bank will closely monitor
implementation, and will reconfirm during project implementation whether any aspects of the project design
should be further adjusted.

9. Adequacy of implementation and management arrangements: Government and the MTR team
agreed that the implementation arrangement as per the project design is adequate. Management of the project
has improved, and most critical actions agreed in previous missions, although delayed, have now been
completed. As a result, the pace of project implementation has picked up significantly by all IAs. The team urges
PCMU to continue to take the leadership role and confirm compliance with the recommendations made during
the MTR mission.

IMPLEMENTATION PROGRESS
Component A: Reinforcing the Country’s Emergency Management Response Capacity (US$ 110 million)

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10. The overall goal of Component A is to operationalize an integrated emergency management system that
will enable the country to plan and respond to both everyday emergencies as well as major disasters in an
organized and effective manner.

11. The component will finance: (i) construction and/or refurbishment of decentralized facilities in Dhaka
and Sylhet for emergency management and response; (ii) establishing a robust communications network for all
of these facilities to operate during emergencies; (iii) providing advanced specialized search and rescue
equipment; and (iv) training for emergency operations and response. The facilities and staff include DNCC,
DSCC, SCC, FSCD, and DDM. The increased capacity will be evaluated through exercises and drills.

12. Out of the fifty-seven (57) proposed decentralized facilities: Forty-six (46) have been constructed or
renovated2, eleven (11) are in progress3. As per the discussions during the MTR, it was agreed that definitions
and targets of the facilities will be revised to reflect changes since project design. Cost of all construction
activities is around US$ 4.5 million, and they are on track for completion by credit closing.

13. Supply and installation of emergency management and communication technology are ongoing.
Equipment includes radio sets, terminals, communication towers, antennas, and mobile communication vehicle.
The sets of highly specialized equipment are being procured and delivered to the respective facilities as per
different levels of requirement and are using the latest technical specifications in the market. The cost of the
ICT equipment is around US$ 56 million (including approximation of CD, VAT), and they are on track for
being procured and delivered by the project closing date. Application for frequency allocation from the
Bangladesh Telecommunication Regulatory Commission (BTRC) has been submitted and it is expected the
necessary approvals will be in place by January 2019.

14. Specialized search and rescue equipment (SAR) is being procured and distributed to select facilities to
increase capacity for timely response in the event of an emergency. This equipment is mostly being delivered
to FSCD facilities, and some to DNCC and DSCC as per requirements and as agreed as per project design. The
first batch of equipment has already been procured and delivery is ongoing. The cost of the equipment is
approximately US$ 28 million and is estimated to be completed ahead of schedule by end 2019.

15. The Training, Exercises and Drills (TED) activity is led by one firm which was only recently on board
after a lengthy procurement process. DDM must follow up closely with the firm to ensure the baseline is
prepared on priority to determine the improvement targets for the project. It was agreed that the baseline will
be submitted by January 2019. The firm must also prepare an accelerated training and exercise program to be
completed within the project implementation period. The cost of this activity is US$ 10.2 million, and it will
require an accelerated work plan to be completed within the current closing date.
Component B: Vulnerability Assessment of Critical and Essential Facilities (US$ 12 million)
16. The objective of this component is to develop a consensus-driven analytical foundation required for
longer-term investments to reduce risk in the built environment. This is being carried out through two
consultancy initiatives led by RAJUK, B1: vulnerability assessment of critical and essential facilities and B2:
development of a risk-sensitive land use planning practice. Both consultancy contracts were signed in October
2018. There was a substantial increase in the contract price from the estimated value, and funds will be
reallocated from other project components to cover the cost over-run. Considering the remaining project period,
both activities will require an accelerated work plan, and RAJUK has agreed to move forward accordingly.
Component C: Improved Construction, Urban Planning and Development (US$ 41 million)
17. The objective of this component is to put in place the institutional infrastructure and competency to
reduce long-term disaster vulnerability, addressing both the existing built environment as well as future
development. The overall scheme covers four areas: (i) C1: create a unit (Urban Resilience Unit, URU) within
RAJUK to support the integration of risk information into development planning; (ii) C2: put up the

2
Eleven FSCD emergency management warehouses, eleven FSCD auxiliary control rooms, eight DNCC/DSCC emergency
management warehouses, eight DNCC/DSCC zonal offices, eight DNCC/DSCC disaster risk management offices
3 One EOC in DSCC, One SCC in SCC, one URU in SCC, six FSCD auxiliary control room, two FSCD Command and Control Rooms

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infrastructure and processes to ensure an efficient and integrated mechanism for land use and zoning clearance,
permitting and approval of site and building plans; (iii) C3: improve competency through a professional
accreditation program and trainings; and (iv) C4: strengthen building code implementation and enforcement.
The project design included four complex consultancy service contracts associated with this component, of
which three contracts have been signed, and one remains. After assessing the requirements during the MTR, it
was agreed that the remaining consultancy package may be dropped as a separate package and may be merged
with an ongoing contract.

18. In addition to the services associated with the operationalization of the URU, field and laboratory
equipment are to be in place and a URU facility is to be established. All technical specifications of the URU
goods have been finalized and will be tendered in December 2018. It was agreed contract signing of the field
and laboratory equipment will be by March 2019 and delivery of the goods will be by October 2019. The final
pending aspect is the establishment of the URU facility. A Design & Supervision firm has been on board since
August 2018 and is expected to finalize the design of the URU facility by January 2019. It was agreed during
the MTR the URU works contract will be signed by May 2019. An ambitious and accelerated physical works
implementation is required for timely completion within the project period, and close monitoring and supervision
by RAJUK is vital.

19. The PIU of RAJUK is in operation with a total of 39 officials including the Project Director and the
Deputy Project Director for URP RAJUK Part. The team is comprised of personnel from Civil Engineering,
Geotechnical Engineering, Architecture and Urban and Regional Planning background. For contract
management of the six consultancy packages, three (3) Engineers have been assigned for each package with
one (1) focal point per team.
Component D: Project Coordination, Monitoring and Evaluation
20. PCMU is responsible for the overall coordination and monitoring of this multi-agency umbrella project.
A key activity by the PCMU is the implementation of Monitoring and Evaluation (M&E) of all components
through a specialized M&E Firm. The M&E firm is now in place, a system is established, and the indicators are
being tracked. The M&E Firm has submitted two quarterly progress reports, M&E Framework Report and
Baseline Survey Report. As agreed earlier, PCMU has also signed a contract for the Internal Audit. Signing of
a Memorandum of Understanding (MoU) with Public Works Department was re-assessed and considered not a
priority at this time. It was agreed that PCMU will reallocate at least US$ 5 million to other components to help
fulfil project objectives. PCMU will coordinate with IAs a proposed reallocation plan and send via formal
process the request for restructuring by January 15, 2019.
Operation & Maintenance (O&M) and Sustainability
21. While state of the art equipment is being procured, emergency operations centers and an urban resilience
unit established, the project is also looking at the sustainability of operations. This is being achieved through
appropriate training of key staff, a retention and absorption plan to mainstream these human resources in the
government system and allocation of appropriate recurring budget for new systems and infrastructure. All IAs
should share a sustainability plan, which would include budget, human resources, O&M, by January 30, 2019.
Critical Path Analysis and Effective Contract Management
22. The team discussed the importance of having adequate capacity at the PIUs to manage consultant
contracts and ensure that key milestones are met considering only 18 months of implementation remain. It was
agreed that the PIUs would convert all work plans to the critical path method (CPM) which would allow for
more effective monitoring of contracts and their timely completion. It has also been recommended to have a
contract management specialist (CMS) in place as the CMS would coordinate with all departments/officials in
the PIU and other consultants / contractors for identifying issues and mitigating them before they happen and
helping the PD resolve any contract implementation bottlenecks.

FIDUCIARY COMPLIANCE
23. Procurement: All IAs have made significant procurement progress since the last mission.

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 24. As of December 2018, DNCC had eight prior review contracts, all of which have now been signed (US$
19 million). Out of these eight, three contracts: (i) Specialized Search and Rescue Equipment (Water Rescue)
for FSCD, (ii) Heavy Equipment (Crane, Wheel Type Excavator, Chain Type Excavator, Dozer) and (iii)
Specialized Search and Rescue Equipment (Emergency Tenders) for FSCD are fully complete. The remaining
five contracts are in processing stage (Letter of Credit/Pre-Shipment Inspection/Shipment). A time line for
completion (including delivery and installation) has been agreed. DNCC has included eleven new ICT
Equipment (Goods) packages, of which one of the packages, Procurement of Specialized ICT Equipment (DMR
Network and Related Installations-VHF) for FSCD, is a complex procurement with an estimated cost around
US$ 18 million. The other ten packages are in bidding/process stage. DNCC confirmed they will complete the
procurement process including signing contracts within the stipulated time. DNCC has agreed to develop an
inventory tool with unique identification numbers for key ICT/rescue/heavy equipment for monitoring these
sensitive and valuable goods through a consulting service package.

25. RAJUK has also made significant progress in signing contracts of six key service packages; (i) Design
and Supervision of URU Building; (ii) Operationalizing the URU; (iii) Assessing the Current State and
Deploying a Web-based Integrated Information Management System for the Construction Permit System; (iv)
Building Code Implementation and Enforcement Strategy for URU; (v)Vulnerability Assessment and Prioritized
Investment Plan for Critical Assets in Dhaka; (vi) Development of Risk Sensitive Land Use Planning Practice.
One of the contracts was signed in August 2018 and the other five packages were signed in October
2018. Mission has agreed that contract implementation will be closely monitored by RAJUK officers along with
project recruited staff for accomplishing the deliverables as per contract and project will maintain website for
output monitoring. All these contracts are part of the overall reform agenda for urban resilience.

26. DDM has one key consultancy contract of US$10 million which was signed on November 2018 and
mission has agreed that DDM will recruit a ‘Contract Management Specialist’ to specifically manage this key
contract including provisional sum with due financial process by January 2019.

27. All post review package documents are to be uploaded in STEP by December 31, 2018.

28. Financial Management: Key FM actions such as recruitment of FM consultants, hiring of internal
auditor and submission of required IUFRs are on-track. The project experienced initial implementation delays
and expenses are expected to increase significantly in the coming months. In as much fiduciary processes are
already established, the IAs need to further improve the FM performance given the increase in project activities.
The following actions are recommended:
i. Use of (integrated budgeting and accounting system) IBAS++ as the main accounting platform - the project
through the PCMU has been exploring the use of accounting software to record integrated transactions and has
contracted out installation of the Tally software. However, Public Financial Management (PFM) reforms by
the GoB are ongoing which included the change in the chart of accounts and roll out of the government
accounting platform IBAS++. The Tally accounting software is not yet configured for this change in the chart
of accounts and the Tally personnel was not able to reconfigure the software as per the technical requirements.
Given the PFM reforms, it is recommended that IBAS++ be used as the main accounting platform. While IAs
are transitioning to the use of IBAS++, it is recommended that the account officers continue with the use of MS
Excel sheets to maintain financial records and establish database back-up policies and procedures to ensure the
integrity of accounting records and avoid loss of information.
ii. Ensure all payment vouchers on file are duly signed by the required personnel and officers of the
government - It was noted during the review of transactions that payment vouchers had some missing
signatories. As per the FM Consultant, the project maintains a log sheet/note sheet as evidence of review by the
personnel. All comments regarding the transactions are recorded in this log sheet. IAs should ensure all
signatories including the deputized government personnel sign the Payment Voucher as evidence of review being
the official document that supports all transactions.
iii. Ensure proper segregation of duties – The petty cash fund is under the custody of the accounts
officer/computer operator. This poses a possible lack of check and balances given that the holder also prepares
the payment vouchers and maintains accounting records. Custody of the petty cash funds should be assigned to
different personnel.

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iv. Monthly preparation of bank reconciliation statements – Given the projected increase in activities, it is
recommended that reconciliation be done monthly.
v. Ensure annual physical count of inventory and project assets – The project involves procurement of many
goods. IAa should ensure an annual physical count of all assets purchased.
vi. Submission of internal audit report - M.I. Chowdury Firm has been hired by PCMU to conduct the internal
audit covering all the IAs.

29. Compliance with financial covenants:

i. Audited project financial statements –submission of audited financial statements (AFS) for the period
July 1, 2017 to June 30, 2018 will be due on Dec 31, 2018. External audit will continue to be carried out annually
by the Foreign Aided Project Audit Directorate (FAPAD) of C&AG. All IAs have confirmed that FAPAD has
recently concluded the audit field work. Submission of the AFS is expected before Dec 31, 2018.
ii. Interim Unaudited Financial Reports (IFRs) – IFRs are due for submission 45 days after the end of each
calendar quarter. The consolidated IUFR prepared by the PCMU for the quarter ended September 30, 2018 was
submitted on November 13, 2018. Reply to the bank queries were submitted on November 28, 2018.
30. Disbursement Performance - Disbursement under the project as of December 10, 2018 is XDR 23.09
million which is 18.80% of the credit. Although disbursement to date is still minimal, it is to be noted that
almost 70% of the total disbursed amount started in January 2018. A large number of high value procurement
packages are ongoing. Procurement activities will need to proceed as planned, otherwise there is a risk in
disbursement lags and delay in project implementation.
Status of Fund Utilization/Disbursement Against Allocation as of 10 December 2018

IDA 5590: Amounts in XDR

WA in process Amount
Financing Withdrawn Disbursement Utilization
Particulars for submission undisbursed from
allocation (a) from Bank (b) Rate 1 Rate 2
to WB (c) the Bank (a-b-c)
Goods , Works , CS, NonCS, Tra i ni ng a nd
I OC 122,800,000 15,273,526 - 107,526,474 12% 12%
Emergency Expens es - - - - - -
Des i gna ted Account-A DNCC - 4,403,214 - (4,403,214)
Des i gna ted Account-B RAJUK - 1,755,079 - (1,755,079)
Des i gna ted Account-C DDM 898,297 (898,297)
Des i gna ted Account-D PCMU - 755,563 - (755,563)
Total 122,800,000 23,085,680 - 99,714,320 18.80% 12.44%
1 Disbursement rate is the rate of the amount of withdrawal applications paid by the Bank divided by the IDA financing.
2 Utilization rate is the rate of the amount of withdrawal applications paid by the Bank (net of the Designated Accounts) and those in
process, divided by the IDA financing.

31. Disbursement projections are sent every month to World Bank for review. Based on the latest
projection, the project is targeting US$ 37 million annual projection up to June 30, 2019. During the mission,
a preliminary disbursement projection has been carried out for the remaining life of the project to have a more
realistic projection and to assess if there are funds to be unused. This exercise has helped determine which
components require reallocation of funds to other expenses and/or components. Finalization of the reallocation
is underway; once the necessary Government approvals are in place, the project will send a request for
reallocation and associated restructuring.
SAFEGUARD MANAGEMENT

32. Environmental Safeguards:

i. City Corporation and FSCD: The overall performance of environmental safeguard compliance is on
track. The first monitoring report includes environmental safeguard status of the activities performed by DNCC,
DSCC, SCC and FSCD. The mission suggested that implementing agencies would disclose the updated
monitoring report incorporating the mission’s observations. It was agreed that the implementing agency would
share the 2nd environmental monitoring report by December 22, 2018. The monitoring report should also
include the next six months training plan.

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 ii. DDM: DDM shared a revised environmental screening report for the refurbishment work of three floors
including setting up an office. The activities will require maintaining occupational health and safety for the
workers and the inhabitants of the building. It was agreed that DDM would prepare a labor management
procedure ensuring occupational health and safety and incorporate it in the Bid Document along with the cost.
The draft documents will be shared with the World Bank by December 31, 2018.
iii. RAJUK: The mission has been informed that the consultant for conducting the Strategic Environmental
Assessment (SEA) is on board. RAJUK agreed to share the inception report defining the work plan of conducting
the SEA with the Bank by January 15, 2019. The Environmental Impact Assessment (EIA) of the RAJUK multi-
storied building needs to be cleared and finalized before physical construction starts. The ToR for hiring an
independent consultant to conduct the EIA of the RAJUK multi-storied building was cleared by the Bank during
the last mission. RAJUK agreed to share the first draft of the EIA by February 28, 2019.
iv. All implementing agencies and field workers require training on the ESMF. Since DNCC is well
capacitated in environmental safeguard implementation, the mission suggested DNCC to take the lead to prepare
a training plan and conduct the training for all three implementing agencies.

33. Social Safeguards: The constituent PIUs have formed grievance redress committees under the project
grievance redress mechanisms (GRM) and grievance focal person has been mobilized with the PCMU. The PIUs
are aware of labor influx issues and the associated social risks. However, operationalization of GRM, and
monitoring, documentation and reporting on GRM activities as well as labor influx management by the
respective PIUs require further attention. During the mission, an exclusive discussion on operationalization of
GRM and labor influx management has been held with the PIUs, PCMU and their consultants. As agreed in the
earlier mission, all PIUs would ensure that report on labor influx management and GRM proceedings are included
in the quarterly progress reports.

KEY AGREED ACTIONS

• Dhaka North City Corporation (DNCC):
➢ Clear site for Emergency Operations Centers (EOC) in Dhaka South City Corporation (DSCC) (with
approval from DSCC authority) starting December 2018 and finishing March 2019
➢ Confirm frequency allocation from Bangladesh Telecommunication Regulatory Commission (BTRC)
for DNCC and DSCC by January 2019
➢ Float tender of all remaining ICT equipment by January 2019
• Department of Disaster Management (DDM):
➢ Complete design and renovation works in DDM by May 2019
• Rajdhani Unnayan Kartripakkha (RAJUK - Capital Development Authority):
➢ Sign works contract of URU by May 2018
➢ Sign goods contracts of the field and lab equipment by March 2019
• Project Coordination and Monitoring Unit (PCMU):
➢ Coordinate with Implementing Agencies the proposed reallocation plan and send through formal
process the request for restructuring by January 15, 2019

NEXT REVIEW: The next mission is proposed to take place May 2019.

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Annexes

Annex I: Key Agreed Actions ............................................................................................................ - 9 -

Annex II: List of People Met ............................................................................................................ - 19 -
Annex III: Procurement Details........................................................................................................ - 20 -
Annex IV: Updated Results Framework .......................................................................................... - 22 -
Annex V: Illustrations ...................................................................................................................... - 26 -

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 Annex I: Key Agreed Actions

Due Date: Dec 8 to 13, 2018

No Activity Description Actions/ Sub-Activities Comments/Status
Mid-term Review
ALL PIUs
1. Upgradation of Financial Ongoing PIUs and Bank agreed to use integrated
Management System to Multi-User budgeting and accounting system
system (IBAS++)
2. Submission of Sustainability Plan January 30, 2019 Sustainability plan includes but not
limited to budget, human resources,
O&M
3. Uploading all post review package December 31, 2018
documents in STEP
4. Adaptation of labor influx January 15, 2019
monitoring system and report
quarterly to the Bank
DDM
1. BD-DDM-29946-CS-QBS / Contract Signing Done: November 19, 2018
Consultancy Services for Training Confirmation of the Availability of Done: November 26, 2018
Exercises and Drills (TED) Program the key Personnel
Contract Effectiveness Done: December 11, 2018
Submission of Inception Report Done: December 12, 2018
Submission of Draft Curriculum April 30, 2019
and Comprehensive Course
Materials
2. BD-DDM-28928-CS-QBS / Preparation of Tender Documents January 2, 2019 National Disaster Management Research
Consultancy Services for "Design for NDMRTI and ERCC renovation and Training Institute (NDMRTI) and
and Supervision consultancy" to works Emergency Response and
outfit NDMRTI & ERCC Facilities Communication Center (ERCC)
in Dhaka Approval from DG DDM January 3, 2019
3. BD-DDM-44875-CW-RFB / Tender Floating January 10, 2019
Renovation of the facility that would Completion of Evaluation February 17, 2019
house ERCC Contract Signing February 25, 2019

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No Activity Description
4. BD-DDM-44877-CW-RFB /
Renovation of the facility that would
house NDMRTI
5. Recruitment of Contract
Management Specialist
6. Draft Bid Documents including
Clauses for Labor Management and
Occupational Health and Safety
7. Submission of Safeguard Screening
Report
1. URP-DNCC/G-1-1 / Procurement of
Specialized ICT Equipment (VHF
and HF Radio Terminals and Related
Installations) for FSCD (Lot-1: VHF,
Lot-2: HF)
2. URP-DNCC/G-1-2 / Procurement of
Specialized ICT Equipment (VHF
and HF Radio Terminals and Related
Installations) for City Corporations
(Lot-1: VHF, Lot-2: HF)
3. URP-DNCC/G-1-3 / Procurement of
Specialized ICT Equipment (UHF
RadioTerminals and Related
Installations) for DSCC
Actions/ Sub-Activities
Commencement of Works
Completion of Works
Tender Floating
Completion of Evaluation
Contract Signing
Commencement of Works
Completion of Works
Share with Task Team and
Environment Safeguard Team
Environmental Screening Report
Social Screening Report
DNCC
Contract Signing
Delivery of Equipment
Contract Signing
Delivery of Equipment
Contract Signing
Delivery of Equipment
Due Date: Dec 8 to 13, 2018
Comments/Status
Mid-term Review
February 26, 2019
May 31, 2019
January 10, 2019
February 17, 2019
February 25, 2019
February 26, 2019
May 31, 2019
January 31, 2019
December 31, 2018
Done: December 09, 2018 Bank provided comments on
December 20, 2018 Environmental and Social Screening
Report. DDM will re-submit.
Done: Lot 1: July 21, 2018
Done: Lot 2: May 30, 2018
Lot 1: January 31, 2019
Lot 2: January 31, 2019
Done: Lot 1: October 17,
2018
Done: Lot 2: October 22,
2018
Lot 1: March 01, 2019
Lot 2: March 01, 2019
Done: August 19, 2018
March 31, 2019
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 Due Date: Dec 8 to 13, 2018
No Activity Description Actions/ Sub-Activities Comments/Status
Mid-term Review
4. URP-DNCC/G-1-4 / Procurement of Tender Floating Done: November 07, 2018
Specialized ICT Equipment (Lot-01: Completion of Tender Evaluation February 15, 2019
DMR Network, UHF Radio Contract Signing March 15, 2019
Terminals and Related Installations, Delivery of Equipment September 30, 2019
Lot-02: HF Radio Terminals and
Related Installations) for SCC
5. URP-DNCC/G-1-5 / Procurement of Tender Floating January 15, 2019 Approvals done
ICT Equipment for Emergency Tender to be floated after elections
Operation Center (EOC) at SCC Completion of Tender Evaluation March 31, 2019
Contract Signing April 30, 2019
Delivery of Equipment September 30, 2019
Installation of Equipment December 15, 2019
6. URP-DNCC/G-1-6 / Procurement of Tender Floating January 15, 2019 Approvals done
ICT Equipment for Command and Tender to be floated after elections
Control Room (CCR) at FSCD, Completion of Tender Evaluation March 31, 2019
Sylhet Contract Signing April 30, 2019
Delivery of Equipment September 30, 2019
Installation of Equipment December 15, 2019
7. URP-DNCC/G-1-7 / Procurement of Tender Floating January 15, 2019 Approvals done
ICT Equipment for Command and Tender to be floated after elections
Control Room (CCR) at FSCD, Completion of Tender Evaluation March 31, 2019
Dhaka Contract Signing April 30, 2019
Delivery of Equipment September 30, 2019
Installation of Equipment December 15, 2019
8. URP-DNCC/G-1-8 / Procurement of Tender Floating January 30, 2019
Specialized ICT Equipment (DMR
Tender Evaluation Report Sent to April 30, 2019
Network and Related Installations-
the Bank
VHF) for FSCD
Contract Signing June 15, 2019
Delivery and Installation of April 30, 2020
Equipment

- 11 -
 Due Date: Dec 8 to 13, 2018
No Activity Description Actions/ Sub-Activities Comments/Status
Mid-term Review
9. URP-DNCC/G-1-9 / Procurement of Tender Floating Done: November 08, 2018
Specialized ICT Equipment (DMR Completion of Tender Evaluation February 15, 2019
Network and Related Installations- Contract Signing March 15, 2019
VHF/HF/UHF) for DNCC Delivery of Equipment September 30, 2019
10. URP-DNCC/G-1-10 / Procurement Tender Floating Done: November 08, 2018
of Specialized ICT Equipment (DMR Completion of Tender Evaluation February 15, 2019
Network and Related Installations- Contract Signing March 15, 2019
UHF) for DSCC Delivery of Equipment September 30, 2019
11. URP-DNCC/G-1-11 / Procurement Tender Floating January 15, 2019 Approvals done
of ICT Equipment for Warehouses Tender to be floated after elections
for DNCC and DSCC Completion of Tender Evaluation February 28, 2019
Contract Signing March 30, 2019
Delivery of Equipment May 30, 2019
12. URP-DNCC/G-1-12 / Procurement Tender Floating January 15, 2019 Related to construction of DSCC
of ICT Equipment for Emergency EOC. Sonali Bank will shift by
Operation Center (EOC) at DSCC February 2019. EOC construction will
start after.
Completion of Tender Evaluation March 31, 2019
Contract Signing May 30, 2019
Delivery of Equipment November 30, 2019
13. URP-DNCC/G-2-1 / Procurement of Shipment/Delivery: Phase 1 Done: August 30, 2018
Specialized Search and Rescue Shipment/Delivery: Phase 2 Done: November 6, 2018
Equipment (Emergency Tenders) for
FSCD
14. URP-DNCC/G-2-3 / Procurement of Contract Signing Done: July 5, 2018
Specialized Search and Rescue Shipment/Delivery Date February 28, 2019
Equipment (Breathing Apparatus
Tenders)
15. URP-DNCC/G-2-4 / Procurement of Contract Signing Done: June 4, 2018
Specialized Search and Rescue Shipment/Delivery Date January 30, 2019

- 12 -
 Due Date: Dec 8 to 13, 2018
No Activity Description Actions/ Sub-Activities Comments/Status
Mid-term Review
Equipment (Personal Protective
Equipment)
16. URP-DNCC/G-2-5 / Procurement of Contract Signing Done: August 6, 2018
Specialized Search and Rescue Shipment/Delivery Date Done: November 20, 2018
Equipment (Rescuer Tools- Drone)
17. URP-DNCC/G-2-6 / Procurement of Contract Signing Done:
Specialized Search and Rescue Lot-1: January 31, 2018
Equipment (Lot-1: Ambulance, Lot- Lot-2: January 31, 2018
2: Mortuary Van) Delivery of Equipment: Lot-1: January 30, 2019
Lot-1: Lot-2: December 15, 2018
Lot-2:
18. URP-DNCC/G-2-9 / Procurement of Contract Signing Done: August 16, 2018
Turn Table Ladders Tender (60m) for Delivery of Equipment Mach 15, 2019
FSCD
19. URP-DNCC/G-2-10 / Procurement Contract Signing December 31, 2018
of HazMat Tender for FSCD Delivery of Equipment June 30, 2019
20. URP-DNCC/G-2-11 / Procurement Contract Signing December 31, 2018
of Search and Rescue Equipment Delivery of Equipment June 30, 2019
(Rescue Boat)
21. Procurement of MCCV Finalize Technical Specification February 28, 2019 To be confirmed depending on funds,
and detailed estimate as it is goods procurement – time
required for processing is within 6-8
months
Include in Procurement Plan March 15, 2019
Tender Floating March 31, 2019
Contract Signing June 30, 2019
22. URP-DNCC/S-7 / GIS- Phase 1: Contract Signing January 31, 2019
Need Assessment for Implementation Completion May 30, 2019
of GIS Infrastructure in the Urban
Resilience Project
23. Contract Signing January 31, 2019

- 13 -
 Due Date: Dec 8 to 13, 2018
No Activity Description Actions/ Sub-Activities Comments/Status
Mid-term Review
URP-DNCC/S-8 / Enhancement the Completion July 30, 2019
effectiveness of DRR Emergency
Warehouses at DNCC
24. URP-DNCC/ S-9 / Preparation of Contract Signing January 31, 2019 DNCC submitted ToR and received
GIS Based Maps (Ward level) at comments.
DNCC, DSCC & SCC Completion July 30, 2019
25. URP-DNCC/ W-1-1 / Construction Contract Signing Done: May 28, 2018
of FSCD Command and Control Completion December 31, 2018
Room, Dhaka (Vertical extension of
1st & 2nd floor of newly constructed
warehouse at FSCD Compound,
Mirpur-10, Dhaka)
26. URP-DNCC/ W-1-2 / Construction Contract Signing Done: March 31, 2018
of FSCD Command & Control Completion December 31, 2018
Center including Warehouses at
South Surma, Sylhet
27. URP-DNCC/ W-2-1 / Construction Contract Signing Done: May 28, 2018
of Emergency Operation Center Construction Completion December 31, 2018
(EOC), DRM Office and Urban
Resilience Unit at SCC Sylhet
(Vertical extension of 5th floor of
SCC Nagar Bhaban, Sylhet)
28. URP-DNCC/ W-2-2 / Construction Contract Signing Done: November 18, 2018
of Emergency Operating Centre Construction Completion March 30, 2019
(EOC) at DRM Office and Urban
Resilience Unit at DSCC, Dhaka
29. Submission of Bi-Annual Second EMR Submission December 22, 2018 As of now, construction works only
Environmental Monitoring Report by DNCC. DNCC submitted first
(EMR) EMR on June 09, 2018
30. Approval of Frequency Allocation Approval for FSCD Done
for ICT equipment Approval for DNCC January 2019
Approval for DSCC January 2019

- 14 -
 Due Date: Dec 8 to 13, 2018
No Activity Description Actions/ Sub-Activities Comments/Status
Mid-term Review
Approval for SCC January 2019 Application submitted to Bangladesh
Telecommunication Regulatory
Commission (BTRC)
31. Inclusion of all proposed December 31, 2018
procurement packages
PCMU
1. URP/PCMU/S-1 / Monitoring and Submission of PMIS Dashboard December 31, 2018
Evaluation Consultancy through a Development Report
Firm Establishment of PMIS Dashboard March 31, 2019
Submission of draft 3rd Quarterly January 31, 2019
Progress Report
2. URP/PCMU/S-2 / Internal Audit Submission of Internal Audit Within June 2019
through a Firm Report
3. Initiation of formal Process for January 15, 2019
Reallocation and Restructuring of the
Project
4. 8th Project Steering Committee Within June 2019 7th PSC Meeting held on December
(PSC) Meeting 10, 2018
RAJUK
1. URP/RAJUK/S-4 / Consultancy Confirmation of the availability of December 17, 2018
Services for Vulnerability the key personnel
Assessment and Prioritized
Investment Plan for Critical Assets in Submission of Inception Report January 15, 2019
Dhaka for URU
2. URP/RAJUK/S-5 / Consultancy Confirmation of availability of key December 17, 2018
Services for Development of a Risk- personnel
sensitive Land Use Planning Practice
for URU Submission of inception report January 15, 2019

- 15 -

No Activity Description
3. URP/RAJUK/S-6 / Consultancy
Services for Operationalizing the
URU in RAJUK
4. URP/RAJUK/S-7 / Consultancy
Services for Assessing the Current
State and Deploying a Web-based
Integrated Information Management
System for the Construction Permit
System of RAJUK
5. URP/RAJUK/S-8 / Consultancy
Services for Professional
Accreditation Program in RAJUK
6. URP/RAJUK/S-9 / Consultancy
Services for Building Code
Enforcement
7. URP/RAJUK/S-11 / Consultancy
Services for Design and Supervision
of Urban Resilience Unit (URU)
Building including Research,
Training, and Testing Laboratory
facilities under RAJUK in Dhaka,
Bangladesh
8. URP/RAJUK/G-11 / Procurement of
Field and Laboratory Equipment for
URU
Due Date: Dec 8 to 13, 2018
Actions/ Sub-Activities Comments/Status
Mid-term Review
Confirmation of availability of key Done
personnel
Submission of inception report Done: November 27, 2018 Bank is reviewing inception report
Submission of inception report Done: November 18, 2018
Re-submission of inception report December 31, 2018
addressing the comments
Re-access requirement December 31, 2018
Confirmation of availability of key
personnel
Submission of inception report December 20, 2018
Re-submission of Inception Report December 20, 2018
Finalization of URU Building January 31, 2019
Design
Preparation of Tender Documents February 28, 2019
Approval in STEP of procurement Done: December 13, 2018 NoL given as follows: Based on the information
plan provided and subject to approved re-allocation
of the fund by the Government the Bank has
no objection to the Activities marked as
“Cleared” in the Procurement Plan
Tender Floating December 20, 2018
Completion of Evaluation February 14, 2019
Contract Signing March 15, 2019
Supply and Delivery October 15, 2019
- 16 -

No Activity Description Actions/ Sub-Activities
9. URP/RAJUK/G-12 / Procurement of Approval through procurement plan
Field and Laboratory Equipment for
URU
Tender Floating
Completion of Evaluation
Contract Signing
Supply and Delivery
10. URP/RAJUK/G-13 / Procurement of Approval through procurement plan
Field and Laboratory Equipment for
URU
Tender Floating
Completion of Evaluation
Contract Signing
Supply and Delivery
11. URP/RAJUK/G-14 / Procurement of Approval through procurement plan
Field and Laboratory Equipment for
URU
Tender Floating
Completion of Evaluation
Contract Signing
Supply and Delivery
12. URP/RAJUK/W-2/ Establishment Tender Floating
of URU Building
Contract Signing
Mobilization
Completion of Construction Work
Due Date: Dec 8 to 13, 2018
Comments/Status
Mid-term Review
Done: December 13, 2018 NoL given as follows: Based on the information
provided and subject to approved re-allocation
of the fund by the Government the Bank has
no objection to the Activities marked as
“Cleared” in the Procurement Plan
December 30, 2018
February 24, 2019
March 25, 2019
October 25, 2019
Done: December 13, 2018 NoL given as follows: Based on the information
provided and subject to approved re-allocation
of the fund by the Government the Bank has
no objection to the Activities marked as
“Cleared” in the Procurement Plan
December 30, 2018
February 24, 2019
March 25, 2019
October 25, 2019
Done: December 13, 2018 NoL given as follows: Based on the information
provided and subject to approved re-allocation
of the fund by the Government the Bank has
no objection to the Activities marked as
“Cleared” in the Procurement Plan
December 30, 2018
February 24, 2019
March 25, 2019
October 25, 2019
February 15, 2019
May 15, 2019
May 31, 2019
June 2020
- 17 -
 Due Date: Dec 8 to 13, 2018
No Activity Description Actions/ Sub-Activities Comments/Status
Mid-term Review
13. Submission of Draft EIA Report of February 28, 2019 MTR team will discuss with RAJUK
URU Building Bank will come up with the most
optimal solution

- 18 -
 Annex II: List of People Met

Government of Bangladesh

Planning Division, Ministry of Planning

▪ Mr. Md. Ziaul Islam, Sr. Secretary
▪ Mr. Md. Syeedul Haque, Division Chief
Economic Relation Department, Ministry of Finance
▪ Ms. Mahmuda Begum, Additional Secretary
▪ Mr. Syeda Masuma Khanam, Deputy Secretary
Project Coordinating Monitoring Unit (PCMU), Programming Division, Ministry of Planning
▪ Mr. Anjan Kumar Biswas, Director General & Project Director, PCMU, URP
▪ Mr. Khairul Hasan, Director
▪ Ms. Jahan Ara, Deputy Director
▪ Md. Abdul Matin, Financial Management Specialist
Ministry of Housing and Public Works (MoHPW)
▪ Mr. Mr. Md. Shahid Ullah Khandaker, Secretary
Ministry of Local Government Rural Development & Cooperatives (MoLGRD&C)
▪ Mr. Mr. S.M. Ghulam Farooque, Senior Secretary
▪ Mr. Md. Mahbub Hossain, Additional Secretary, Urban Development
▪ Mr. Kazi Ashraf Uddin, Joint Secretary (Director-2)
Ministry of Disaster Management & Relief
▪ Md. Faizur Rahman, Additional Secretary
Dhaka North City Corporation (DNCC), MoLGRD&C
▪ Dr. Tariq Bin Yousuf, Superintendent Engineer & Project Director, DNCC, URP
▪ Mr. Mohammad Abul Kashem, Executive Engineer & Deputy Project Director, DNCC, URP
▪ Mr. Md. Nowshad Alam, Procurement Specialist
▪ Mr. Abdul Hamid, Financial Management Specialist
Dhaka South City Corporation (DSCC), MoLGRD&C
▪ Mr. Mostafizur Rahman (Additional Secretary), Chief Executive Officer
▪ Mr. Farazi Shahabuddin Ahmed, Chief Engineer
▪ Mr. Md. Sirajul Islam, Chief Town Planner and Deputy Project Director, URP
▪ Ms. Kazi Hasiba Jahan, Geographer
Department of Disaster Management (DDM), Ministry of Disaster Management and Relief
▪ Mr. Abu Syed Mohammad Hashim, Director General
▪ Mr. Mohammad Abdul Mannan, Deputy Secretary & Project Director, URP (DDM Part)
▪ Mr. Mohammad Hasan Jahid, Procurement Specialist
▪ Mr. Md. Mosharaf Hossain, Financial Management Specialist
▪ Mr. Shyamal Chandra Shill, Accountant
Rajdhani Unnayan Kartripakkha (RAJUK) / Capital Development Authority, MoHPW
▪ Mr. Md. Abdur Rahman, Chairman
▪ Mr. Major (Engr.) Shamsuddin Ahmed Chowdhury (Retd), Member, Development
▪ Mr. Md. Mostafa Kamal, Chief Engineer
▪ Mr. Abdul Latif Helaly, Superintendent Engineer & Project Director, URP (RAJUK Part)
▪ Mr. Aminur Rahman, Executive Engineer, Deputy Project Director, URP (RAJUK Part
▪ Mr. Wahid Sadik Shuvo, Executive Engineer (Civil)
▪ Mr. Md. Shahjahan, Sr. Financial Management Specialist
▪ Mr. Md. Saifur Rahman Joarder, Procurement Specialist
Fire Service and Civil Defense (FSCD), Ministry of Home Affairs
▪ Brig. General Ali Khan, Director General
▪ Major AKM Shakil Newaz, Director
Bangladesh Telecommunication Regulatory Commission (BTRC)
▪ Engr. Md. Zahidul Islam, Assistant Director, Spectrum Division
Monitoring and Evaluation Firm (GOPA Consultants, and Services and Solutions Int. Ltd.)
▪ Mr. Richard Worden, M&E and Safeguards International Specialist
▪ Mr. Shamsul Arefin, M&E Specialist
▪ Mr. Md. Farid Uddin, Managing Director, SSIL

- 19 -
 Annex III: Procurement Details

1. Activities are on track and implementation pace allows for achievement of PDO within project period.
Local level City corporation (CC) and Fire Service and Civil Defense (FSCD) Disaster Risk Management
(DRM) facilities, and emergency management warehouses are constructed and mostly equipped with basic
operational equipment; training for the local level officials and community people are ongoing; zonal control
rooms of city corporations and satellite control rooms of city corporation agencies await the Emergency
Management and Communication Technology (ECT) equipment which are under procurement. Radio Terminals
for Ultra High Frequency (UHF), Very High Frequency (VHF), High Frequency (HF) for FSCD, DNCC and
Dhaka South City Corporation (DSCC) contracts are signed; delivery as well as training are also expected to be
completed by May 2019. Nine out of eleven Search and Rescue Equipment (SAR) contracts are signed and
mostly delivered and installed. Actions in the critical path for implementation in the next six months are: i) Tender
out six ICT packages ii) Finalize the technical specifications and procurement documents as well as tender out
the packages of ICT equipment for DDM, iii) Completion of the renovation works of DSCC Emergency
Operation Centre (EOC), iv) Completion of ongoing procurement packages, v) Confirmation of frequency
allocation approval from BTRC for ICT equipment.

2. Sub-component A2: DNCC: Build, renovate and outfit local-level City Corporation and FSCD DRM
facilities in Dhaka and Sylhet. Construction of eleven (11) emergency management warehouses for FSCD in
Dhaka completed on September 30, 2018. Construction of five (5) emergency management warehouses for
DNCC and three (3) for DSCC was completed on September 30, 2017 and June 30, 2018 respectively. DNCC
has already supplied all the basic operational equipment to the warehouses and training sessions for local level
officials and community people are ongoing (details are attached in Annex-V). Two FSCD command and control
rooms, one in Dhaka and one in Sylhet to be completed within December 31, 2018. Construction of EOC, DRM
office and Urban Resilience Unit in Sylhet (DNCC/W-2.1, US$ 0.33 million) will be completed by December 31,
2018. Contract signing of DSCC EOC construction was completed on November 18, 2018 after a long delay
due to space availability. The contract (DNCC/W-2.2, US$ 0.12 million) is expected to be completed by March
2019.

3. Sub-component A3: DNCC: Supply, install and integrate specialized Emergency Management and
Communications Technology (ECT) equipment for DRM and emergency response within national-level and
local-level agencies. Under this sub-component, procurement of six ICT packages are on-going. Three contract
packages, Procurement of VHF, and HF Radio Terminals for FSCD, VHF and HF Radio Terminals for DNCC,
UHF Radio Terminals for DSCC has been signed and waiting for the delivery and installation. Three packages:
DMR networks, UHF Radio Terminals, VF Radio Terminals for SCC; DMR networks for DNCC; and DMR
networks for DSCC are tendered out and expected to be signed by May 2019. Four goods packages, ICT
Equipment for Sylhet EOC, FSCD Command and Control Room in Sylhet and Dhaka, DNCC and DSCC
warehouses (URP-DNCC/G-1.5, 1.6, 1.7 and 1.11) are ready to be tendered out. Technical Specification and
tender documents for FSCD ICT network (URP-DNCC/G-1.8) is also in final stage,Bank team is reviewing the
proposal and will share the observations with DNCC PIU. Tender documents for DSCC EOC (URP-DNCC/G-
1.12) is also ready and expected to be floated with all other ICT packages by January next year. This was paused
due to the delay in starting of the DSCC EOC renovation works. However, all the remaining nine packages are
expected to be signed by June 2019. DNCC with consultation with FSCD shared the draft estimate for MCCV.
Upon the estimation of CD, VAT for ICT packages (G1.1-1.12) and availability of fund Bank will discuss with
DNCC PIU on future steps. Goods packages for ICT equipment for Emergency Response and Communication
Center (ERCC) and National Disaster Management Research and Training Institute (NDMRTI) of DDM and
one works package for the construction of Green Field Towers for DNCC, DSCC, and SCC will be included in
the procurement plan of DNCC PIU.

4. Sub-component A4: DNCC: Supply specialized search and rescue equipment to local-level agencies
involved in DRM. Under this sub-component, procurement of search and rescue equipment is being done for
DNCC, DSCC, and FSCD through twelve packages. Out of the twelve packages (12), contract has been signed
for ten (10) package and the remaining 2 packages (URP-DNCC/G-2-10, and URP-DNCC/G-2-11) are under
procurement. Delivery of equipment has been completed for six (6) packages (illustrations in Annex-V), and
delivery of four (4) procurement packages is expected to be completed by the first quarter of 2019. The initial
estimated value for this subcomponent was US$ 32.23 million and so far for ten (10) signed contracts totaling
US$ 23.37 million (including Customs Duty and Value Added Tax) have been committed. It is expected that
there will be a savings of US$ 5 million which can be adjusted to support the additional fund requirements for
ICT procurement of sub-component A3.

- 20 -
5. Sub-component A1: DDM: Renovate and outfit national-level DRM facilities. Under this sub-
component, one consultancy package and two works packages to be implemented for the renovation work of
NDMRTI and ERCC. DDM signed the consultancy package to design and supervise NDMRTI and ERCC (US
0.04 million) on January 31, 2018. Consultant submitted the drawings back in May this year. Delay in approval
process deferred all the related activities. However, DDM shared the Design with DNCC on December 5, 2018
and agreed to finalize the Bill of Quantity (BoQ) by January 02, 2019 and float the tender through E-GP by
January 10, 2019. Contract is expected to be awarded by February 25, 2019 and completion of work by May
31, 2019.

6. Sub-component A5: DDM: Provide TED to national-level and local-level agencies involved in DRM.
TED consultancy service package (DDM, 29946-CS-QBS, US 10.19 million) was signed on November 19,
2018. Bank provided No Objection Letter (NoL) on July 22, 2018. It took four months from receiving the NoL
to sign the contract due to internal approval process. This is the only major consultancy package DDM has under
this sub-component. Consultants mobilized the key experts on November 26, 2018. One dedicated Deputy
Project Director should be deployed as well as DDM should consider one contract management
specialist/consultant to work dedicatedly on TED contract. Procurement of this consultant should be initiated
without any delay and should be on-board within January 2019.

- 21 -
 Annex IV: Updated Results Framework

Project Development Objective Indicators

Cumulative Target Values Comments
Unit of Data Source/ Responsible for
Indicator Name Baseline Frequency Methodology
Measure YR1 YR2 YR3 YR4 YR 5 data collection

PAD DNCC, DSCC, In progress

Share of wards with decentralized 0 0 0 23 45 68 PCMU and
Targets FSCD/
emergency response services in Number Annual M&E
Actual Monitoring
Dhaka (DNCC/DSCC jurisdiction)4 0 0 0 23 45 Consultants
Achieved Reports
PAD In progress
Share of wards with decentralized 0 0 0 7 14 20 SCC, FSCD/ PCMU and
Targets
emergency response services in Number Annual Monitoring M&E
Actual
Sylhet (SCC jurisdiction)5 0 0 0 0 20 Reports Consultants
Achieved
Base Base Basel In progress
PAD Base Base DDM/ Based on
Increased capacity of officials and N/A line line line line ine + PCMU and
Composite Targets +1 +2 3 Annual the training,
emergency management response M&E
Scale exercises and
personnel6 Actual Consultants
N/A N/A N/A N/A N/A drills consultant
Achieved
PAD In progress
Systems established to reduce 0 0 0 0 1 3 RAJUK, SCC/ PCMU and
Targets
vulnerability of new buildings in Number Annual Monitoring M&E
Actual
Dhaka and Sylhet7 0 0 0 0 0 Reports Consultants
Achieved

4
Number of wards where corresponding zonal offices are equipped with ECT kits and are at least partially within five kilometers radius of at least one emergency management warehouse or one equipped FSCD control room
5 Number of wards within five kilometers of at least one emergency management warehouse or equipped FSCD control room
6Annual inter-agency exercise and drills program that tests and evaluates the skills and abilities of emergency personnel on an aggregate score of 1-10. The methodology for determining the baseline will be developed by the training,
exercises and drills consultant prior to program commencement.
7
Systems include: Urban Resilience Unit, Electronic Construction Permitting, Professional Accreditation Program

- 22 -
 Intermediate Results Indicators
Cumulative Target Values Comments/
Unit of Data Source/ Responsible for Status
Indicator Name Baseline Frequency
Measure YR1 YR2 YR3 YR4 YR 5 Methodology data collection

Component A
PAD Site selection for
0 0 2 2 2 2 ERCC and NDMRTI
Targets DDM/ PCMU and
DDM facilities renovated (ERCC, is completed. Design
Number Annual Monitoring M&E and Supervision
NDMRTI) Actual
0 0 0 0 0 Reports Consultants Consulting Firm is on
Achieved
board.
PAD In progress
0 0 10 20 29 31 FSCD/ PCMU and
FSCD facilites constructed and/or Targets
renovated8 Annual Monitoring M&E
Number Actual
0 0 0 13 24 Reports Consultants
Achieved
PAD In progress
0 0 10 15 24 26 DNCC/ PCMU and
DNCC/DSCC/SCC facilities Targets
constructed and/or renovated9 Number Annual Monitoring M&E
Actual
0 0 8 8 24 Reports Consultants
Achieved

DDM/DNCC/DSCC/SCC/FSCD and PAD In progress

0 0 0 25 53 57 DNCC/ PCMU and
Satellite Control Room facilities Targets
Number Annual Monitoring M&E
equipped with ECT suites and/or Actual
0 0 0 0 0 Reports Consultants
kits10 Achieved

FSCD emergency management PAD In progress

0 0 0 10 12 12 FSCD/ PCMU and
warehouses equipped with Targets
Number Annual Monitoring M&E
specialized search and rescue Actual
0 0 0 0 11 Reports Consultants
equipment Achieved
Multi-agency exercises and drills PAD The Training,
Number 0 0 2 4 8 12 Annual Exercises and Drills
completed Targets

8
Two fixed control rooms, 12 emergency management warehouses and 17 auxiliary control rooms
9
10 emergency management warehouses, two emergency operations centers, three disaster risk management offices, 10 zonal control rooms, one urban resilience unit
10
6 ECT suites and 51 “flyaway” communications kits

- 23 -
 (TED) activity is led
by one firm which
DDM/ PCMU and was recently brought
Actual on board. Project is on
0 0 0 0 0 Monitoring M&E
Achieved track to complete the
Reports Consultants target exercises and
drills by project
closing.
Component B
PAD In progress. Will be
0 0 50 100 100 100 RAJUK/ PCMU and revised during upcoming
Identification of critical and essential Targets restructuring.
facilities and lifelines for Dhaka11 Percentage Annual Monitoring M&E
Actual
0 0 0 0 0 Reports Consultants
Achieved
PAD In progress. Will be
Vulnerability of prioritized critical 0 0 0 25 75 100 RAJUK/ PCMU and revised during upcoming
Targets restructuring.
and essential facilities and lifelines Percentage Annual Monitoring M&E
Actual
assessed for Dhaka 0 0 0 0 0 Reports Consultants
Achieved
Component C
Base Basel In progress. Will be
PAD revised during upcoming
Targets N/A 0 0 0 line ine RAJUK/ PCMU and restructuring.
E-Permits for construction issued by set +30% Annual Monitoring M&E
Number
RAJUK12 Reports Consultants
Actual
N/A 0 0 0 0
Achieved
PAD In progress. Will be
0 0 20 80 100 100 RAJUK/ PCMU and revised during upcoming
RAJUK Urban Resilience Unit Targets restructuring.
Percentage Annual Monitoring M&E
facility constructed Actual Reports Consultants
0 0 0 0 0
Achieved
PAD
Percentage 0 0 0 50 75 100 Annual
Targets

11
Consulting firm will first identify all critical and essential facilities and lifelines for Dhaka, then prioritize a limited list to survey and assess for the following stage
12
Baseline will be set one year after system is publicly launched

- 24 -
RAJUK Urban Resilience Unit RAJUK/ PCMU and
Actual
facility equipped with laboratory and 0 0 0 0 0 Monitoring M&E
Achieved
field testing equipment Reports Consultants
Will be revised during

Consultation process with

Outreach and Educational

education and training to
upcoming restructuring.

Research and analytical

stakeholders completed

formulation completed

Platform for continued

Campaign completed
Accreditation board
established
PAD
Targets N/A

Professional Accreditation Program RAJUK/ PCMU and

for Engineers, Architects and N/A Annual Monitoring M&E
Planners established Reports Consultants

N/A s
Actual

N/A

N/A

N/A
Achieved

Component D
In progress. Target will
PAD
0 4 8 12 16 20 be revised during
Targets upcoming restructuring.
PCMU and The M&E Firm has
Monitoring Reports produced Number Quarterly PCMU M&E submitted two quarterly
Actual Consultants progress reports, M&E
Achieved 0 0 0 0 2 Framework Report and
Baseline Survey Report.

- 25 -
 Annex V: Illustrations
Emergency Management Warehouses and Search and Rescue Equipment procured by DNCC under Component A2 and A4

Newly Constructed Warehouse and DRM Office in Procured Specialized Search and Rescue Equipment Procured Heavy Equipment (Wheel Type Excavator)
Zone-4 (Mirpur) of DNCC (Rescuer Tools- Drone) for FSCD

Procured Heavy Equipment (Chain Type Excavator) Procured Heavy Equipment (Dozer) Procured Specialized Search and Rescue Equipment for
FSCD

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 A Training on Disaster Risk Reduction (DRR) for Emergency Management Team took place on October 04, 2018 at Emergency Management Warehouse,
Zone -3, DNCC.

Understanding Urban Disasters and Community Based Ms. Miharu SATO, the project coordinator of SEEDS Group wise task on Emergency kit preparation is
DRR Asia sharing the experience and challenges faced of required in an emergency situation
Kobe earthquake with DRR communities.

Hands on training on first aid techniques by FSCD Hands on training on emergency rescue techniques by Basic firefighting tips and practical usage of fire
FSCD extinguisher

Similar trainings took place in the DNCC zones, some other trainings will also be conducted in DSCC zones too

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 Implementation Workshop of the Six Technical Consultancy Packages of RAJUK held on December 8-9, 2018

Project Implementation Workshop: Presentation of Inception of S4 and S5 Project Implementation Workshop: Stakeholder
Inaugural Session RAJUK (Vulnerability Assessment and Participation
Risk-Sensitive Land Use Planning)

Panel Discussion of S6 Presentation of Inception of S7 and S11 The Chief Guest, Special Guests and Project Director
(Operationalization of URU) (E-construction Permitting System and after inaugurating the Workshop
URU Building Design and Supervision)

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