BDC Inception Report - PDF

8/3/2019 BDC Inception Report - PDF

1/71

CPWF BDC Inception Report

Basin: Ganges

Basin Leader: Dr. Nowsher Ali Sarder

Date: 31 October 2011


2/71

Contents

Guidance ..................................................................................................................................... 3 1.1 Achievements ................................................................................................................ 3

1.2 Bottlenecks .................................................................................................................... 4 1.3 Insights and learning ...................................................................................................... 5 1.4 Partnerships ................................................................................................................... 5 1.5 Needs from the CPWF ................................................................................................... 6 1.6 Other feedback .............................................................................................................. 6

2. Evaluation of BDC technical projects ................................................................................. 7 3. High points ............................................................................................................................... 9

3.1 Project 1 .......................................................................................................................... 9 3.2 Project 2 .......................................................................................................................... 9 3.3 Project 3 .......................................................................................................................... 9

3.4 Project 4 ........................................................................................................................ 10 3.5 Project 5 ........................................................................................................................ 10 4. Issues and remedies .............................................................................................................. 11

4.1 Project 1 ...................................................................................................................... 11 4.2 Project 2 ...................................................................................................................... 11 4.3 Project 3 ...................................................................................................................... 12 4.4 Project 4 ...................................................................................................................... 13 4.5 Project 5 ...................................................................................................................... 14

5. Overall project performance ................................................................................................... 16 6. Annexes .............................................................................................................................. 18 Annex 1: Project 1 Inception Report ........................................................................................... 19 Annex 2: Project 2 Inception Report ........................................................................................... 25 Annex 3: Project 3 Inception Report ........................................................................................... 35 Annex 4: Project 4 Inception Report ........................................................................................... 44 Annex 5: Project 5 Inception Report ........................................................................................... 60


3/71

Guidance Throughout this template there are links to relevant sections in the on-lin e CPWF M&E Guide , CPWF Handbook

and CPWF Standard Clauses and Procedures that provide guidance, templates and examples.Submit the report to your Basin Leader (or MT lead in the case of the coordination project) by e-mail.

1. Progress made during BDC inception:

1.1 AchievementsPlease describe your major research and process achievements and how they contribute to the BDC

The GBDC has almost completed staff recruitment with few exceptions, and subsequent hiring of consultantswill proceed as per need of each project. Formal agreements with most of the partners have been completed.

All BDC projects have started activities in the field in collaboration with their partners.The G1 project produced preliminary land cover maps of boro, aus and aman 1 seasons in October 2011. Alltest sites geo-referenced and characterized and started to exchange data with Institute of Water Management(IWM) and Local Government Engineering Department (LGED).

The G2 project established research trials in July, 2011, in three polders with high (polder 3), medium (polder30) and low (polder 43/2F) salinity. The trials target a) appropriate variety selection of aman rice consideringwater depth and production of rabi crops, b) aman- rabi cropping systems, and c) aman-boro croppingsystems. Due to heavy rains and high water depth, the anticipated numbers of plantings could not be made atpolder 30, of the 3 planned; only one was implemented. In polder 3 (high salinity), a good harvest of aman rice

is expected and to be followed by shrimp culture. In polder 30 and 43/2F, aman rice is successfully establishedwhich will be followed by rabi crops or boro rice as per design of the trials. The aman rice crop is currently inthe field and in good condition.

The G3 project has begun monitoring water governance and management in 5 polders of BWDB (polder 43/2F,30, 31, 24G, 3) and 4 polders of LGED (Jain kati, Latabunia, Bagerchara) .The LGED polders were added to theoriginal set of research po lders in order to extend the research to include not only farmers initiatives infostering community management, but also how organizational structure and attitudes of implementingagencies enable or constrain communities from fostering these structures. Till inception workshop few focusgroup discussions have been conducted with the existing water user groups in polder 30 to understandpresent water management systems being followed in the folders including the opportunities and limitations

of community management organizations in the e locality.

Using secondary data and primary information being generated by regular monitoring of salinity, water level,water flow etc. and working with some FGDs and a preliminary survey, project G4 has successfully identified anumber of external drivers that influence decision-making in water resource management and governance in

1 Boro is a rice season extends from mid Nov to mid march when dry-seasoned irrigated rice (high yield potentials) is grown. Aus is another rice seasonextends from mid March to mid July when pre-monsoon rice (moderate yield potentials) crop is grown. Aman is traditional rice season extends from midJuly to mid Nov when monsoon rice (moderate yield potentials) is grown.
https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/site/cpwfhandbook/homehttps://sites.google.com/site/cpwfhandbook/homehttps://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0https://sites.google.com/site/cpwfhandbook/homehttps://sites.google.com/site/cpwfhandbook/homehttps://sites.google.com/site/cpwfhandbook/homehttps://sites.google.com/site/cpwfhandbook/homehttps://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/


4/71

the Ganges basin. Of the external drivers, population growth has been identified as primary. Sea level rise dueto climate change, change in water management practices, water sharing practices between ripariancountries, and water infrastructure development have been identified as other key drivers. G4 will conduct in-

depth investigation to assess the effects of these drivers on water resource and management issues in thecoastal Ganges basin for sustainable increases in productivity of crops and improvement of livelihoods of thecoastal people.

1.2 BottlenecksPlease describe any process and research bottlenecks (and how they were / are being addressed)

Both Project G1 and Project G2 identified the delay in availability of funds provided from CPWF, that hasdelayed their activities and milestones and request a 6 months no cost extension of the project. Lack of fundshas impeded IRRI NARES partners to implement planned activities for the aman 2011 crop. Hiring a PDF to bebased in Dhaka was initially difficult; however a suitable candidate has now been selected. Delay in finalizingLoA between IRRI and WorldFish Center has slowed process of recruitment of WorldFish staff and activities of BFRI and CIBA to some extent. Heavy rains and flooding this year, 2011, resulted in delays in transplanting of some trials by G2. One out of three target transplanting dates on polder 30 was only possible due to deepflooding.

Since the village roads and embankments are still wet and muddy, the Project G3 team finds the selectedpolders and sub-project areas are still inaccessible and indicate that the conditions may delay fieldwork for ashort while. Socio-consult Ltd., a partner of G3, finds it difficult to receive funding from IWMI Colombo,because of introducing value added tax (VAT) on remittance by bank at very high rate. IWMI is requested toexplore how to overcome this situation through its Finance Department.

The available of water resources data, land use and demographic information from the Indian part of theGanges basin and knowledge of their future water resources plan have been identified as the key challenge byProject G4 . IWMI, a partner of G4, is expected to provide available data on water flow, rainfall, water-use,land-use, population, water plans and policies in the upstream region of the Ganges basin and its futureperspectives.


5/71

1.3 Insights and learningPlease share your main insights and lessons learned during the inception period

The inception period may be treated as a 6-month pre-project stage, which would then be followed by athree-year project period. The Ganges basin is a complex environment as the research team needs to work inlow, medium and high saline water and soils. Besides salinity, flooding conditions within polders andacross the polders varies, and variable scenarios between seasons and years, besides the difference intopography. There are complex social and economic circumstances of households and between genders thatpose a significant challenge in developing simple solutions to cropping system/production technologies rather there is a need for a flexible approach. For successful community management of coastal polders, it isnecessary to bring about organizational changes in implementing agencies as recognized by Project G3 .

The external drivers as preliminarily identified by Project G4 include increased population, water pollution,inadequate planning and management of trans-boundary waters; climate change and inefficient water

management projects-all these may cause reduced availability of usable freshwater. Therefore, it is necessaryto assess the availability and productivity of water for agriculture and aquaculture purposes in Bangladesh. Itis learned that only one crop i.e. transplanted aman was grown in the pre-polder conditions and in the post-polder conditions rabi crops like vegetable, oilseeds and boro (limited area) are grown along with aman crops.However, there is a general trend of reducing the usable area inside the polders due to subsidence, silted uprivers & canals, inefficient and inadequate water management .

1.4 PartnershipsPlease describe partnerships entered into and their relevance to BDC goals

Project G1 has signed agreements with LGED and IWM, which will give access to expertise and spatialinformation required for the objectives of G1. SRDI has agreed on terms and will sign the agreement soon.Each of these partners has expertise in key thematic areas for the G1 project to deliver important spatialinformation to the project and feed back on the extrapolation domains and landuse maps that G1 willproduce.

Project G2 has signed agreements (LOA) with BRRI, BRAC, WFC and the Indian Council of Agricultural Research- Central Soil Salinity Research Institute (ICAR-CSSRI). As a partner of Project G2 , BRRI will be responsible forcarrying out all the rice varietal evaluation work in Bangladesh. This is essential for the identification of improved varieties for different water conditions across the coastal zone, including varieties with shortduration which allow cropping system intensification. BRRI is expected to play a critical partnership role in the

design and evaluation of intensive triple rice and rice-rice-rabi cropping systems on-farm and on-station (BRRIexperimental stations). WFC will provide expertise and be actively involved in aquaculture and homesteadproduction system activities. WFC have technologies for brackish and fresh water systems aquaculture,including rice + aquaculture, rice in rotation with brackish water aquaculture, year- round brackish wateraquaculture, and homestead ponds. CSSRI will be responsible for all similar rice varietal evaluation andcropping system work in West Bengal, India. BRAC will bring experience and expertise to Project G2 on thesubjects of production of high value rabi crops and cropping system intensification (triple rice, rice-rice-rabi) inBarisal, where they are based locally and therefore able to play an important role in the on-farm work in


6/71

polder 43/2/F. BFRI & CIBA will provide research outputs under a subcontract with WFC. BFRI will be activelyinvolved in aquaculture research in consultation with WFC, starting in the winter season 2011/2012. CIBA willlead the aquaculture research in the brackish water part of the Ganges delta in India. It is expected that CIBA

will also play a role in outreach to policy makers and development actors within India to facilitate uptake of research and achievement of BDC goals.

Socio-consult Ltd. is the main partner in Project G3 and is scheduled to undertake most of the fieldwork underthe close supervision of an IWMI scientist. They have experience working in BWDB polders and alsoimplemented the IPSWAM project. IWM will provide GIS maps and help with participatory mapping exercises.Project G3 is expected to sign an agreement with the Bangladesh Agricultural University regarding the role of students and will finalize an MOU by December 2011.

Project G4 is led by the Institute of Water Modelling (IWM) in partnership with IWMI, IWFM-BUET and BWDB.The International Water Management Institute (IWMI) is a major player in water management research in the

Indus- Ganges Basin, with the goal of contributing to the vision of A Food Secure World for All. The Institute of Water and Flood Management (IWFM) of Bangladesh University of Engineering and Technology (BUET) is apremier institute for the advancement of knowledge and development of human resources in water and floodmanagement. Bangladesh Water Development Board (BWDB), a government institution under the Ministry of Water Resources, is a major stakeholder for water management and governance in Bangladesh. BWDB willoffer knowledge on agriculture, water governance, water and crop management, policies and strategies underthe MoU (already signed) with IWM.

Project G5 has signed an agreement with BRAC the largest NGO of the country to scale out of researchproducts and to advocacy in policy change of the Government. The World Fish Center, the implementingagency of G5 has strong collaboration with many major partners involved in agriculture and aquaculture in

Bangladesh, including DoF, DAE, BWDB, BARC, BARC, BARI, LGED, SRDI etc. WorldFish has close relations withthe BFRI, which is the leading national research institution on fisheries development. It has been doingresearch on brackish water aquaculture for the last 20 years. The institute has developed improved culturetechnologies of shrimp, bi-culture of shrimp and fish, fish culture in the coastal seasonal ponds. Under CPWF10 project, the institute developed rice cum shrimp/ fish culture technique and rice in rotation with shrimp/fish culture in the farmer s field.

1.5 Needs from the CPWFIs there anything that the CPWF can help you with in terms of support to the BDC Program-of-Work? Pleasespecify where you think the help should come (e.g., from CPMT, CPWF KM team, CPWF Research team, TWGs,

elsewhere)

KM: TWGs, particularly the Resilience group, to include/ invite Ganges team members to participate in theTWG activities and meetings. The aquaculture group of G2 is keen to join the Resilience TWG.

1.6 Other feedbackPlease give any other feedback you would like to share, positive or otherwise


7/71

The excitement of the farmers at research site on polder 3 (land was used only for shrimp culture due to low rain &salinity,) was noticeable, when they saw an excellent growth of rice seedlings in nursery in 2 ghers as demonstrated byProject G2 .

The delay in the formation of the GBDC Advisory Committee has been a concern, as expressed by Project G3 . ProjectG5 has now initiated formation of a common advisory committee for all CGIAR projects in the country with provision of sub-committees as appropriate for each project. The ToR of the committee has been drafted and being shared amongproject leaders of Ganges BDC. The members of earlier CSISA committee are to be included in addition of members fromwater sector and policy planning. The formation process is expected to be completed by December 2011. A consultativegroup/advisory committee that meets twice a year to interact, exchange and share experience/ knowledge generatedmay be helpful. During inception workshop all concerned supported regular bi-monthly skype/online meeting in whichall PLs (based in or outside Bangladesh) share experience, discuss and provide guidelines / inputs. GBDC research is anoutcome based program and its success requires proper integration among all projects from Projects G1 to G5 as well asproper up-scaling strategies.

2. Evaluation of BDC technical projectsPlease evaluate the BDC technical reports on the basis of the evaluation questions given below. Carry out a self-evaluation for your own coordination and change project. Cut and paste in the following symbols to register your level of agreement to the statementsin t he table below. Refer to Section 2 of the respective projects Inception Report while doing so.

= exceeds expectations

= meets expectations

= barely satisfactory good enough not to hold up next tranche payment but there are issues that needdealing with by time of next progress report

= unsatisfactory -- serious issues exist that require discussion with MT before release of next tranchepayment

2.1 Compliance with contracting requirements

Checklist of whether projects have provided thedocuments required by the CPWF to finalizecontracting

P1 MT P2 MT P3 MT P4 MT P5 MT

a. The project has made intelligent and appropriatechanges to its project proposal reflecting what it haslearned during the inception phase in negotiationswith partners and elsewhere

b. The projects outcome logic model is plausible,

realistic, understandable and consistent with the


8/71

project proposal

c. The project has developed a milestone plan inwhich it has identified 8 to 12 acceptable milestonesfor delivery in the next year

d. The project has provided baseline plan, outcometargets and identified measurable outcome indicatorsfor two to four of its main outcome pathways

e. The project has updated its Gantt Chart to reflectchanges to its project proposal and the Gantt chart isconsistent with the milestone plan

f. The changes (if any) that the project has made to

its budget are acceptable to project partners

g. The project has provided the signed MOUsnecessary for the project to deliver on its work plan

h. The project has provided a 3 rd party intellectualasset audit

NA NA NA NA NA


9/71

3. High pointsThis is your opportunity to highlight anything particularly worthwhile, noteworthy or significant that a project has done.It is space to explain how projects may have exceeded expectations.

3.1 Project 1

High points, significant achievements, expectations exceeded

BL: Project G1 has formulated agreements with important partners that will bring expertise to keythematic areas and deliver important spatial information and feedback on the extrapolation domainsand land use maps that it will produce.

MT: G1 is well designed and clear. Despite having little time on the project the PL has been able toattend key meetings and provide the required leadership. Long may it continue!

3.2 Project 2


Project G2 has established strong partnerships to deliver its research products. Variety testing andevaluation are well underway. Farmers are excited over the prospects of using new varieties in an areawhere only shrimp has been produced in recent years due to low rainfall and subsequent increasedsalinity. Important insights and lessons have been learned regarding the complexity of the environmentin the research area.

MT : G2 to be complimented on their fast start despite funding issues and for organizing field trips andinviting others along. G2 provide a positive demand pull on the GBDC as a whole and have been very

supportive to G5 in particular and the BL in particular.

3.3 Project 3


BL: Project G3 has been able to extend its research from studying farmers initiatives in fosteringcommunity management to include how organizational structures and attitudes of implementingagencies enable or constrain communities from fostering community-based organizations. This providesan opportunity to learn what research initiatives work best and to evaluate research inputs. Theopportunity to participate with all the Ganges projects in joint fieldwork has been a very positive aspectof the program.

MT: G3 appears to be settling down to do some quality research. The challenge for the project will beto move beyond research into ensuring the use of the insight it will generate and the policies it willrecommend or support.


10/71

We welcome the change in research direction in response to learning and reflection from a field trip inMay. Key will be to continue to negotiate changes and the understanding of what G3 is doing with theother Gs, especially G5.

3.4 Project 4


BL: Strong partnerships have already been established by Project G4 . The drivers that affect water resources in the studyarea have been identified and substantial work has been carried out to date. Research has provided opportunity toincrease knowledge about the research area and the cropping systems there. This project is providing ampleopportunities to interact with other experts at home and abroad and to share knowledge, experience and technologies.The bi-monthly meeting is also appreciated as an effective tool.

MT: G4 has some profound insights into polder management issues - of great relevance to water governance and farmsystem improvement. If G1, G2 and G3 don't know about some of these issues, they should hear about them. G4 hasmade very good progress.

3.5 Project 5

High points, significant achievements, expectations exceeded. This is a self-evaluation to help the MT-lead

Project G5 is building robust partnerships that include initiatives for capacity building. Knowledge and progress sharingmeetings have been instituted to enhance communication among the Ganges projects and serve as a forum for

feedback. This will enable sharing of cross-cutting information and timely adaptation. Initiation of new channels of communication for the G projects that included a wiki site, and use of the e-letter of CPWF will enable the rapid sharingof relevant information and strengthen ties among the Ganges projects. Streamlining can be achieved through theestablishment of a single advisory committee that replaces individual advisory committees for various related projects.

MT: We echo the self-assessment above. The bi-monthly meetings are welcome initiative. The advisory committeeissue needs to be resolved to the satisfaction of G2. Not sure whether Gs are asking for individual advisory committeesso much as for one of the appropriate size and scale to be interested in what the GBDC is doing.


11/71

4. Issues and remediesProvide details of issues flagged in the table above and describe any other known issues.

4.1 Project 1Please explain the issues that need dealing and suggest solutions

BL: Project G1 needs to come in immediate agreement with SRDI to facilitate detailed field survey toproduce essential salinity mapping. PL of G1 is to release fund against SRDI by Jan 2012 so that SRDI cancomplete the soil survey for salinity mapping by April 2012.

MT: G1 is suggesting incorporating a 6-month inception period in the project schedule, meaning theproject will officially start its activities after 6 months. Due to the delayed release of funds, G1 was

unable to implement some of its deliverables for the first six months.

Action Points

No. Action Point Assigned person Deadline

1 Respond to BLs point above Project leader Completed soilsurvey by April 2012

2 MT to consider request for 6-month extension MT February

2 Submit a revised milestone plan and Gantt chartassuming that a 6-month no-cost extension isgranted

Project Leader After Feb beforenext report

3 Prepare financial report and invoice for the 2 nd payment

IRRI Finance ASAP

4 Submit other documents that were not included inthe inception report: CVs of other team members,signed LOA

Project Leader By next report

5 Submit third-party IP audit Project Leader By next report


BL: Cropping systems research need collaboration with BARI (Bangladesh Agricultural Research


12/71

Institute). BRRI (Bangladesh Rice Research Institute) is partner of G2 but BARI is not. So G2 couldestablish collaboration with local BARI station (Benerpota, Satkhira) by Feb 2012 through MoU,workshop, knowledge sharing etc. BARI can supply seeds of the latest suitable varieties of pulse,

oilseeds, maize etc. to be planted after wet-seasoned rice in Polder 30 and 43/2F. Seed productionprogram can be supported by BARI and BRRI

MT: Role of BSMRAU not clear from the report

Action Points


1 Respond to BLs request to establish collaborationwith BARI

Project Leader By Feb 2012

2 Clarify role of BSMRAU Project Leader By next report

3 Update project workbook (contact sheet) to includesome project team members


4 Prepare financial report and invoice for the 2 nd payment

IRRI Finance ASAP

5 Submit other documents that were not included inthe inception report: CVs of other team members,signed LOA


6 Submit third-party IP audit Project Leader By next report


BL: Project G3 has too many partners; an appropriate mechanism for dealings with them should beexplored by G3. The field data collection (FGD and KII) on water governance and management is to beexpedited. Selection of research partner is to be completed by Jan 2012. FGD and KII report is to beproduced by partner by Feb 2012.

MT: One of the options to explore to reduce the transaction cost of transferring funds to a Bangladeshiinstitution is to make either WFC or IRRI as G3 partner and ask them to administer funds or serve asconduit of funds (if this is legally accepted within the CG system). Compare first the overhead cost


13/71

versus the VAT on overseas remittance.

Action Points


1 Respond to BL points above Project Leader By next report

2 Respond to MT suggestion above Project Leader By next report

3 Update project workbook: OTIP is incomplete;Camelia is not in the time allocation, therefore itsnot clear in the budget summary where her budget

would come from


4 Submit other documents that were not included inthe inception report: CVs of other team members,signed LOA, 3 rd Party IP audit



BL: Long term water flow data in upper Ganges basin (Indian part) is needed for modeling of waterresources in the Ganges basin. IMWI is to take action to collect long term water flow data preferably fromresearch stations, and other development organizations by May 2012 if not possible from Governmentsources.

MT: Regarding the OLM, suggest the farmers or the respondents in the focus group discussions andconsultations should also be included as actors. Focus group discussion is a two-way learning process weget information from them, and they learn from our analysis of their responses. The change is they willbecome more aware of the effects of external drivers to their sources of livelihoods.

Action Points


1 Respond to BL points above Project Leader By next report



14/71

3 Update project workbook: write the status of progress in the milestone plan


4 Prepare financial report and invoice for the 2nd

payment if not done so already IWM Finance ASAP

5 Submit other documents that were not included inthe inception report: CVs of other team members,signed LOA, 3 rd Party IP audit


6 Tighten up the OTIP Plan with implementation inmind


4.5 Project 5Please explain the issues that need dealing and suggest solutions. This is a self-evaluation to help the MT-lead

BL: The projects (G1 -G5) calendar/Gantt chart has been extended in majority cases for three monthsconsidering the delayed start of the projects and as per output of inception workshop. Accordingly themilestone plan has been updated and CPWF is requested to please consider the extension and approve it aswell by Dec 2011. Furthermore, the Inception workshop participants have requested that a six month no-cost extension to the Ganges program be considered by CPWF management. Ganges project 5 thereforerequests that CPWF management consider their request, and circulate the extension by Mar 2012.

MT: G5 is about coordination and enabling change which is a different sort of project requiring differentskill sets its staff than the normal CG project. This has been well understood. Nevertheless appointing theright people for the jobs has proved difficult and has delayed G5 growing into the leadership role requiredof it. Sorting this out must be the main priority for next reporting period.

Should share the T OR of the other consultants with other teams so that theres a common understandingon what we are asking them to do for us. This is also to ensure that the Indian part of the BDC is notcompromised.

Action Points


1 Resolve any outstanding personnel issues in G5 WorldFish mmgt By next report

2 Find a way of meeting PLs request to be included inregular planning meetings

Basin Leader By January


15/71

3 Resolve issue over GBDC Advisory Committee toG2s satisfaction

Basin Leader By February

4 Approve change to milestone plan MT ASAP5 Approve a cross-the-board six-month no-cost

extension for GBDCMT March 2012


7 Update project workbook: write the status of progress in the milestone plan


8 Submit other documents that were not included inthe inception report: CVs of other team members,signed LOA; 3 rd Party IP audit


9 Tighten up the OTIP Plan with implementation inmind

M&E officer By next report


16/71

5. Overall project performanceBased on Sections 2, 3 and 4 please make give each project an overall rating. Cut and paste in the following symbols toregister your level of agreement to the statement in the table below. In the P5 space, do a self-evaluation.

= exceeds expectations

= meets expectations

= barely satisfactory good enough not to hold up next tranche payment but there are issues that needdealing with by time of next progress report

= unsatisfactory -- serious issues exist that require discussion with CPMT before release of next tranchepayment

P1 P2 P3 P4 P5

The project is making good progress and performing well

Final remarks can be an explanation of an overall rating or anything else

Overall, the Ganges program has moved forward significantly in the Inception Period, with good progress in mostprojects, despite the lack of formal agreements and funds in some cases. The different project teams are also generallyworking effectively, and increasingly as a good team within an integrated Ganges program. Project G2 set all designedexperiments in the field without receiving funds from CPWF. Project G3 completed the agreement with partners exceptwith BAU although only one FGD has been conducted out of a targeted 70. Project G4 completed the agreement withrelevant partners, has conducted FGDs and consultations to identify the drivers. T


17/71

Date: October 25, 2011 Basin leader: Dr. Nowsher Ali Sarder

Date: December 15, 2011 MT lead: Dr. Boru Douthwaite


18/71

6. Annexes


19/71

Annex 1: Project 1 Inception Report

CPWF Project Inception Report

Project Title: Resource profiles, extrapolation domains, and land-use

patterns

Project Number: G1

Project Leader: Andy Nelson

For submission to the

Date: October 20, 2011


20/71

1. Progress made during project inception

1.1 Achievements

- Agreements signed with two national partners, third agreement pending.

- Preliminary land-cover maps of Bangladesh developed for the 2010-11 boro, aus, and aman seasons.

- Test sites geo-referenced and characterized.

1.2 Bottlenecks- No funds were provided from CPWF during this period, which has delayed all activities and milestones under objectives1 and 2 by 6 months.

- Difficulty in hiring a PDF to be based in Dhaka. After receiving 40 applications and two rounds of review, we have finally

identified a suitable candidate and are about to make an offer.- We have not been able to agree on terms with BWDB. We will discuss this with IWM, since they have a long-standingcollaboration with BWDB, and investigate options for contracting to BWDB through IWM.

1.3 Insights and learning- Lack of funding has stymied progress to date.

- I would suggest that future projects treat the inception period as a 6-month preproject stage, which would then befollowed by a three-year project when work can be expected to take place.

- This inception meeting will be the third related to this project and yet little has been achieved to date to merit threeinternational meetings, which seems like an unnecessarily high transaction cost.

1.4 Partnerships- We have signed agreements with LGED and IWM, which will give us access to expertise and spatial informationrequired for the objectives of G1. SRDI has agreed on terms and we will sign the agreement with them in the comingdays. Each of these partners has expertise in key thematic areas for the G1 project and they will also deliver importantspatial information to the project and feedback on the extrapolation domains and land-use maps that G1 will produce.

1.5 Other feedback- The delay in funding, approximately 6 months, necessitates a no-cost extension of the project to allow us to complete

delayed activities. The lack of funds has meant that almost no progress has been made on the first two objectives thatwere due to be reported on.

- I would like to request a no-cost extension of 6 months to accommodate this delay and to adjust the milestonesaccordingly, in line with expected delays in the other G projects.

2. Compliance with contracting requirementsDocuments required to finalize contracting requirements Where to find Updated and / or


21/71

and for next tranche payment it annexed?

1. Updated proposal reflecting changes negotiated with partners

during the inception period (if any) and cover note explainingwhat has changed

Annex 1 to this

report

No change, not

annexed

2. Updated Project Workbook reflecting changes negotiatedduring the inception period:

Annex 2 to thisreport

Updated

Completed contact sheet Annex 2 to thisreport

Contact details forLGED updated

Updated outcome logic model Annex 2 to thisreport

No change

Milestone plan developed for the duration of the projectwith particular emphasis on the next year)


No change, butincludes a request tomove all milestonesback 6 months toaccommodate thedelay in funding.

Baseline plan, outcome targets and outcome indicators for projects main two outcomes


No change

Updated Gantt Chart Annex 2 to thisreport

No change, but seeabove for milestoneplan delay

Updated budget worksheets (CPWF will not increase yourbudget; all changes beyond moving 5k must explainedand justified as comments in the respective budgetworksheets and in the financial report below)


No change.

3. Signed MOUs corresponding to your proposal Annex 3 to thisreport

LoAs with LGED andIWM attached

4. Third-Party Intellectual asset audit Annex 4 to thisreport Not attached, third-party IP has not yetbeen determined.

3. Needs from the CPWFQuicker release of funds in the future. This delay is the major reason for the lack of activity to date.
https://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/outcome-pathways-and-outcome-logic-modelhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/outcome-pathways-and-outcome-logic-modelhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/outcome-pathways-and-outcome-logic-modelhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/milestone-planhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/milestone-planhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/indicator-and-milestone-planhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/indicator-and-milestone-planhttps://sites.google.com/site/cpwfhandbook/files-1/CPWF_Partnership_MoU_BDC_Mar10.DOC?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Partnership_MoU_BDC_Mar10.DOC?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Partnership_MoU_BDC_Mar10.DOC?attredirects=0https://sites.google.com/a/cpwf.info/handbook/files-1/CPWF_Annex5_ThirdPartyIPAuditForm.doc?attredirects=0&d=1https://sites.google.com/a/cpwf.info/handbook/files-1/CPWF_Annex5_ThirdPartyIPAuditForm.doc?attredirects=0&d=1https://sites.google.com/a/cpwf.info/handbook/files-1/CPWF_Annex5_ThirdPartyIPAuditForm.doc?attredirects=0&d=1https://sites.google.com/a/cpwf.info/handbook/files-1/CPWF_Annex5_ThirdPartyIPAuditForm.doc?attredirects=0&d=1https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Partnership_MoU_BDC_Mar10.DOC?attredirects=0https://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/indicator-and-milestone-planhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/milestone-planhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/outcome-pathways-and-outcome-logic-model


22/71

4. Financial management

4.1 Summary financial reportTime

22011 2011 2012 2012 2013 2013 Completion Report

and Final Audit forproject closure

I n c e p t i o n

R e p o r t

P r o g r e s s

R e p o r t

1 A n n u a

l

R e p o r t

P r o g r e s s

R e p o r t

2 A n n u a

l

R e p o r t

P r o g r e s s

R e p o r t

(thousands of $US) US$ US$ US$ US$ US$ US$ US$

1Value of tranchepayment received thisreport period

-

2Value of tranchepayments received todate

-

3Value of expendituresfor report period

7

4Accumulative value of expenditures to date

7

5 Balance held againstcumulative tranchepayments

(7)

6

Value of committedfunds -

I certify that the summary financial report is correct

Chief financial officer :

Date:

2 Adjust the dates to fit with our contract period


23/71

4.2 Project leaders commentary on the summary financial report Please explain any significant commitments currently being held

Commitment is held against payment to which partners or providers? Amount USD Expected date of expenditure

No funds received. Nothing to report.

If you are over-spent / under-spent please explain why or any aspect of the financial progress of your project that has or will affect progress:


If you had moved budgets across line items please explain why:


Any other comments about financial aspects of your project, and any advice you would like to receive:



24/71

5. AnnexesSend annexes as separate attachments to the main report

Annex 1: Updated Project Proposal not updated, not attached

Annex 2: Updated Workbook and Worksheets attached

G1_AnnexA_Project_Workbook_DRPC2010-128_1011

Annex 3: MOUs signed with project partners attached

Signed LOA with IWM and LGED

Annex 4: Third-Party Intellectual Audit not attached, third-party IP has not yet beendetermined


25/71



Project Title: Productive, profitable, and resilient agriculture and

aquaculture systems

Project Number: G2

Project Leader: Liz Humphreys


Date: October 20, 2011


26/71


1.1 Achievements

Please describe your major research and process achievements (and how they contribute to the project and BDC)

Letters of Agreement (LoAs)

IRRI

Signed with

* Bangladesh Rice Research Institute (BRRI)

* Indian Council of Agricultural Research-Central Soil Salinity Research Institute (ICAR-CSSRI)

* BRAC

Finalized with World Fish Centre (WFC) (will be signed shortly)

WFC

Finalized with the two partners (signature pending completion of IRRI-WorldFish LOA)

* Bangladesh Fisheries Research Institute (BFRI)

* Central Institute for Brackishwater Aquaculture (CIBA)

Staff recruitment

* Change in leadership: E. Humphreys as PL effective 3 August 2011

* Dr. T.P. Tuong as consultant (contract in preparation)

* Dr. Manoranjan Mondal commenced with IRRI (Bangladesh) on 10 October 2011

* Yet to recruit one NRS for IRRI Bangladesh

* Yet to recruit two consultants for WFC Bangladesh (pending finalization of contract with IRRI)

Work planning

* Focus polders selected in freshwater region in Barisal Division (43/2/F), medium-salinity region in Khulna Division (30),high-salinity region in Khulna Division (3).

* May 2011: 8-day field trip organized and conducted to focus polders to observe situation on the ground, holddiscussions with stakeholders (including farmers, NGOs, CSISA hub teams, local BWDB, BRRI, BFRI, and BRAC officers,DAE, Water Management Groups/Associations), and select sites for on-farm and on-station cropping system andcrop/aquaculture system activities. In addition to G2 members (from IRRI, BRRI, BRAC, Bangabandhu Sheikh Mujibur


27/71

Rahman Agricultural University), there were participants from G1 (IRRI), G3 (IWMI, Socioconsult), and G4 (IWM, polder 3only).

* Detailed work plans prepared for the evaluation of rice varieties, cropping systems/water management options,crop/aquaculture systems, and aquaculture systems.

* Sampling strategy and tools developed for detailed assessment of all three polders, to be implemented during fourthquarter of 2011.

* Several trips made to research and demonstration sites on all three polders to finalize site selection, implementactivities, and monitor progress.

* On-farm rice variety evaluation trials implemented at one location on each of the three study polders:

Polder 3 (rice variety evaluation; rice-aquaculture system)

Ten varieties were tested in the 2011 aman season under enhanced leaching (to lower soil salinity for rice) and farmers traditional gher drainage practices. There were two seeding dates (15 and 30 July) in the farmers gher practice, withtarget transplanting dates of 5-15 and 20-30 August, respectively. There was one seeding date (15 July) under enhancedleaching practice with target transplanting date of 5-15 August. After rice, the farmers will grow saline-water shrimp,and the G2 aquaculture team will introduce improved management, including polyculture

Polder 30 (rice variety evaluation; rice-rice-rice and rice-rice-rabi systems)

Eleven varieties were tested in the 2011 aman season. The initial plan was three sowing/transplanting dates, but onlyone sowing (1 July)/transplanting (25 July) was achieved due to unusually high rainfall and deep flooding of 25 40 cm(more than seedling height). Transplanting was delayed slightly from the target date of 21 July because of deep waterafter rain.

One site was also established for an aman-rabi cropping system trial (with BRRI dhan54). The main objective of this trialis to demonstrate the benefits of early drainage, which will enable early establishment of the rabi crop. Our hypothesisis that early establishment of the rabi crop will improve rabi crop production because it will mature earlier and escapedamaging rains in May-June. The second objective is to evaluate/demonstrate improved management options for thecommon rabi crops on this polder (predominantly sesame, some mungbean), including line sowing and mulching.

One site was also established with BRRI dhan49 for an aman-boro demonstration of the fact (an output of PN10) thatboro rice can be planted in December (while water in the rivers is still fresh, and reducing the need for stored freshwater within the polder to finish the crop off) and the risk of soil salinization increases later in the season once the riversbecome saline.

Polder 43/2/5 (rice variety evaluation; rice-rice-rice and rice-rice-rabi systems)

Eleven varieties were tested using three sowing dates (24 June, 15 July, and 6 August) (target transplanting dates of 15July, 6 August, 27 August; actual transplanting 15 July, 23 August, and 9 September). Here also, transplanting wasdelayed due to deep flooding caused by heavy rainfall, especially the second transplanting when seedling age was 39days. The main reason was flooding due to heavy rainfall. The seedlings sown on 15 July were completely submerged butrecovered after flood recession; hence, transplanting was delayed from 6 to 23 August. We also had to delay theseedbed for the third date and to reschedule sowing seeds for the third seeding date from 6 to 16 August.


28/71

As on polder 30, sites for aman-rabi and aman-boro cropping systems were successfully established according to plan.For aman-rabi, two varieties (BRRI dhan33 and BRRI dhan53) of similar growth duration were used and the sowing andtransplanting dates were 6 and 29 August, respectively. For aman-boro, the variety was BRRI dhan54 and the sowing and

transplanting dates were 25 July and 18 August, respectively.* On-farm sites established for T. aman-rabi trials (drainage management rabi species rabi crop management) onpolders 43/2/F and 30.

* On-farm sites established for T. aman-boro demonstrations (time of boro planting to demonstrate the possibility of early boro establishment to reduce the need for stored fresh water to finish the crop) on polders 43/2/F and 30.

* On-farm site established for rice/aquaculture systems in polder 3.

1.2 BottlenecksPlease describe any process and research bottlenecks (and how they were / are being addressed)

* Lack of funds from CPWF to date has impeded the ability of IRRI NARES partners to fully implement planned activitiesfor the 2011 aman crop.

* Delay in finalizing LoA between IRRI and WorldFish has slowed process of recruitment of WFC staff and activities of BFRI and CIBA to some extent.

* Heavy rain and a lot of flooding in the delta this year resulted in delays in transplanting of some trials (i.e.,transplanting using older seedlings than the target age, 21 days, and we were able to implement only one of the threetarget transplanting dates on polder 30 because of the deep flooding.


The complexity of the environments we are working in. Rather than simple low, medium, and high salinityenvironments, we are dealing with salinity and flooding conditions within polders that vary considerably across thepolders, and between seasons and years. These are greatly affected by varying topography. On top of varied andsometimes complex social and economic circumstances of households, the environment clearly represents a significantchallenge to the development of cropping system recommendations, and requires more dynamic and flexible solutions.

Huge amounts of flooding during the rainy season in 2011 on the polders due to

1. Lack of management (poor management) of sluices and flushing gates letting water in when there was already toomuch water there, not taking advantage of opportunities to drain excess water.

2. Lack of infrastructure separating low and high lands.

3. Damaged or missing infrastructure (embankments, sluice gates).

1.4 PartnershipsPlease describe partnerships entered into and their relevance to project and BDC goals


29/71

WFC

Providing expertise and being actively involved in aquaculture and homestead production system activities; they areessential to the development and evaluation of improved aquaculture management for brackish-water and freshwatersystems, including rice + aquaculture, rice in rotation with brackish-water aquaculture, brackish-water aquaculturethroughout the year, and homestead ponds. WFC is in charge of the administration/progress monitoring of all aquaticand homestead production system activities.

BRRI

Responsible for carrying out all the rice varietal evaluation work in Bangladesh; essential for the identification of improved varieties for the different water conditions across the coastal zone, including varieties with short duration thatwill allow cropping system intensification.

Critical partner in the design and evaluation of intensive triple-rice and rice-rice-rabi cropping systems on-farm and on-station (BRRI experimental stations).

BRAC

Experience and expertise in the production of high-value rabi crops, and in cropping system intensification (triple rice,rice-rice-rabi) in Barisal, and staff are locally based and able to play an important role in the on-farm work on polder43/2/F (which is somewhat remote from the BRRI experimental station).

CSSRI

Responsible for all the rice varietal evaluation and cropping systems work in West Bengal.

BFRI

Under subcontract with WFC, will be actively involved in aquaculture research activities, starting in the winter season2011-12.

CIBA

Under subcontract with WFC, will lead the aquaculture research in the brackish-water part of the Ganges delta inIndia. It is expected that CIBA will also play a role in outreach to policymakers and development actors within India tofacilitate uptake of research, and achievement of BDC goals within India.

1.5 Other feedback

Please give any other feedback you would like to share, positive or otherwise* The willingness and ability of BRRI and BRAC to forge ahead with substantial parts of the 2011 aman activities despite alack of CPWF funding to date, by borrowing from other resources.

* The excitement of the farmers at our site on polder 3 (land has been used only for shrimp culture in recent yearsbecause of low rain and thus salinity) when they saw the excellent growth of the plants in the seedling nursery for therice variety evaluation trials for planting in two ghers (one with farmer drainage management and one with improveddrainage management).


30/71

* G2 has put considerable time and energy into trying to help the basin leader as he is on a very steep learning curve andthere doesnt seem to be anyone else at WFC able to provide the needed input.

* The lack of progress in forming a GBDC Advisory Committee is disappointing and a concern it should have beenformed a couple of months ago with input from all the Gs; we should have been having our first meeting with themimmediately after the Inception Workshop, to familiarize them with our thoughts and plans, to get their feedback andsuggestions and relevant updates, and to try to start developing a good relationship and ownership.

2. Compliance with contracting requirements

Documents required to finalize contracting requirements and fornext tranche payment

Where to find it Updated and/ orannexed?

1. Updated proposal reflecting changes negotiated with partners duringthe inception period (if any) and cover note explaining what haschanged


No change,attached

2. Updated Project Workbook reflecting changes negotiated during theinception period:


Updated andattached

Completed contact sheet Ditto Updated

Updated outcome logic model Ditto Updated

Milestone plan developed for the duration of the project withparticular emphasis on the next year)

Ditto Updated

Baseline plan, outcome targets and outcome indicators forprojects main two outcomes

Ditto Updated

Updated Gantt Chart Ditto Updated

Updated budget worksheets (CPWF will not increase yourbudget; all changes beyond moving 5k must explained and

justified as comments in the respective budget worksheets andin the financial report below)

Ditto No changes


All 4attached

4. Third-Party Intellectual asset audit Annex 4 to thisreport

Attached
https://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/outcome-pathways-and-outcome-logic-modelhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/outcome-pathways-and-outcome-logic-modelhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/outcome-pathways-and-outcome-logic-modelhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/milestone-planhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/milestone-planhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/indicator-and-milestone-planhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/indicator-and-milestone-planhttps://sites.google.com/site/cpwfhandbook/files-1/CPWF_Partnership_MoU_BDC_Mar10.DOC?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Partnership_MoU_BDC_Mar10.DOC?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Partnership_MoU_BDC_Mar10.DOC?attredirects=0https://sites.google.com/a/cpwf.info/handbook/files-1/CPWF_Annex5_ThirdPartyIPAuditForm.doc?attredirects=0&d=1https://sites.google.com/a/cpwf.info/handbook/files-1/CPWF_Annex5_ThirdPartyIPAuditForm.doc?attredirects=0&d=1https://sites.google.com/a/cpwf.info/handbook/files-1/CPWF_Annex5_ThirdPartyIPAuditForm.doc?attredirects=0&d=1https://sites.google.com/a/cpwf.info/handbook/files-1/CPWF_Annex5_ThirdPartyIPAuditForm.doc?attredirects=0&d=1https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Partnership_MoU_BDC_Mar10.DOC?attredirects=0https://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/indicator-and-milestone-planhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/milestone-planhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/outcome-pathways-and-outcome-logic-model


31/71

3. Needs from the CPWFIs there anything that the CPWF can help you with at this point in the project? Please specify where you think the help should come (e.g., from Basin Leader, Coordination Project, CPWF KM team, CPWF Research team,TWGs)

The aquaculture team would appreciate a closer interaction with the TWG on resilience. Our research andanalysis of farming systems require more thought around resilience, and some dialogue with the TWG onresilience might be helpful to develop practical indicators we could use.


32/71


33/71




The project has underspent against the budget because:

-Official project start was unrealistic (1 Apr 2011) but it needed to be dated as such then, because of the CPWF timeline;it took time to develop LoAs and recruit staff

-The project did not receive funds from CPWF during this period, and thus could not transfer funds to partners

-Inability to implement everything planned for the first 6 months for the above stated reasons




34/71


Annex 1: Updated Project Proposal

Annex 2: Updated Workbook and Worksheets

Annex 3: MOUs signed with project partners

Annex 4: Third Party Intellectual Audit


35/71



Project Title: Water governance and community-based management

Project Number: G3

Project Leader: Dr. Aditi Mukherji, IWMI, New Delh i


Date: 11/15/2011


36/71

Guidance Throughout this template, there are links to relevant sections in the on-lin e CPWF M&E Guide , CPWF

Handbook and CPWF Standard Clauses and Procedures that provide guidance, templates and examples.Submit the report to your Basin Leader (or MT lead in the case of the coordination project) by e-mail.

In addition to this report, your project must send (i) a six-monthly statement of project receipts and expenditures and (ii) an invoice for the payment of the next tranche directly to the CPWF Secretariat ( [email protected] ). See Standard Clause 8.06 for more information.


1.1 Achievements

Please describe your major research and process achievements (and how they contribute to the project and BDC)

The G3 team undertook a joint fieldwork with other Gs from May 23 rd to May 31 st 2011. Based on this exploratoryfieldwork in 6 BWDB polders and 5 LGED sub-projects, G3 decided to broaden the scope of their study by including LGEDsub-polders. This also meant that we will now compare organizational approaches that BWDB and LGED takes towardscommunity participation and what one can learn from the other. This is a slight departure from our original researchplan which was to study farmers initiatives in fostering community management. We will now extend our researchportfolio to also understand how organizational structures and attitudes of implementing agencies enable or constraincommunities from fostering community based organizations. For this purpose, we will now do our fieldwork in 5 BWDBpolders and 4 LGED sub-projects. In terms of research, the following progress has been made so far:

1. Selection of BWDB and LGED sub-projects for fieldwork2. Initial field visits in May-June 2011 and then again in July-August for understanding issues prior to formulation of

questionnaires and focus group discussions.3. Checklists and open ended questionnaires have been developed for interviewing community members,

WMA/WMCA members and LCS members.4. These checklists have been pre-tested in Polder 20 and in Bagachra Badurgacha sub-project in October 2011.

Fieldwork will commence in November 2011.5. We have received base maps of BWDB polders from IWM and the first step will be participatory mapping

exercise. We expect the 1 st Phase of exploratory fieldwork will be finished by March 2012.In terms of processes, the following progress has been made so far:

1. Signing of MOU with Socioconsult Ltd. and with IWM2. Ongoing discussions with BWDB, LGED and BAU for signing of MOU and delineation of tasks and responsibilities.3. IWMI has hired a consultant (Ms. Camelia Dewan) who will be based at World Fish Centre and work closely with

our partners. She will lead qualitative aspects of our work.4. IWMI is also in the process of hiring another consultant who is trained in econometrics and will lead the

quantitative aspects of our work.

1.2 Bottlenecks
https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/site/cpwfhandbook/homehttps://sites.google.com/site/cpwfhandbook/homehttps://sites.google.com/site/cpwfhandbook/homehttps://sites.google.com/site/cpwfhandbook/homehttps://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0mailto:[email protected]:[email protected]:[email protected]://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0mailto:[email protected]://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0https://sites.google.com/site/cpwfhandbook/homehttps://sites.google.com/site/cpwfhandbook/homehttps://sites.google.com/site/cpwfhandbook/homehttps://sites.google.com/site/cpwfhandbook/homehttps://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/https://sites.google.com/a/cpwf.info/m-e-guide/


37/71

Please describe any process and research bottlenecks (and how they were / are being addressed)

- Selected polders and sub-projects are not fully accessible yet; village roads and embankments are still wet and muddydue to rain this week. So this may delay fieldwork somewhat.

- Socio-consult is finding it difficult to receive funding from IWMI Colombo because of introduction value added tax(VAT) on remittance by bank at very high rate; this was not foreseen when the budget was prepared. Deduction of VATcould be avoided if the payment could be made from local bank account. IWMI needs to explore this option with itsown Finance Department.

- Since IWMI does not have an office in Bangladesh, hiring appropriate staff has been difficult. We have now hired oneconsultant and will hire another in a months time. These two consultants will undertake research and provide day today support to our partners. The PL, who is based in New Delhi will undertake periodic (6 monthly) visit to Bangladeshand provide overall intellectual leadership to the project.


For successful community management of coastal polders in Bangladesh, it is not enough to organize and traincommunities, but it is also necessary to bring about an organizational change in implementing agencies themselves.

1.4 PartnershipsPlease describe partnerships entered into and their relevance to project and BDC goals

- Socio-consult Ltd. They are our main partners and will undertake most of the fieldwork under close supervision of IWMI scientist. They have experience of working in BWDB polders and implemented IPSWAM project.

-IWM will provide us with GIS maps and help us with participatory mapping exercises.

- We are currently discussing with Bangladesh Agricultural University regarding role of students and will finalize a MOUwith them by October 2011. This will provide the capacity building component.

1.5 Other feedback

Please give any other feedback you would like to share, positive or otherwise

- A very positive aspect of the project was the joint fieldwork by all Gs in May-June 2011.

- A consultative group that meets twice a year to take stock of progress will be helpful.

- There should be a monthly online meeting where all PLs (especially those based outside Bangladesh) can take stockand discuss issues. The present model of monthly meetings does not keep PL based outside the country in loop.


38/71

2. Compliance with contracting requirements

Please fill out the checklist below and append the Annexes indicated to the report. Please refer to Standard Clauses and Procedures 3.02 and 3.03 for further information

Documents required to finalize contracting requirements and fornext tranche payment

Where to find it Updatedand / orannexed?

1. Updated proposal reflecting changes negotiated with partners duringthe inception period (if any) and cover note explaining what haschanged


Yes

2. Updated Project Workbook reflecting changes negotiated during theinception period:


Completed contact sheet Ditto Yes

Updated outcome logic model Ditto Yes

Milestone plan developed for the duration of the project withparticular emphasis on the next year)

Ditto Yes

Baseline plan, outcome targets and outcome indicators forprojects main two outcomes

Ditto No changes

Updated Gantt Chart Ditto No changes

Updated budget worksheets (CPWF will not increase yourbudget; all changes beyond moving 5k must explained and justified as comments in the respective budget worksheets andin the financial report below)

Ditto No changes


Yes

4. Third Party Intellectual asset audit Annex 4 to thisreport

Not relevantat this point

3. Needs from the CPWF
https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0https://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/outcome-pathways-and-outcome-logic-modelhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/outcome-pathways-and-outcome-logic-modelhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/outcome-pathways-and-outcome-logic-modelhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/milestone-planhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/milestone-planhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/indicator-and-milestone-planhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/indicator-and-milestone-planhttps://sites.google.com/site/cpwfhandbook/files-1/CPWF_Partnership_MoU_BDC_Mar10.DOC?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Partnership_MoU_BDC_Mar10.DOC?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Partnership_MoU_BDC_Mar10.DOC?attredirects=0https://sites.google.com/a/cpwf.info/handbook/files-1/CPWF_Annex5_ThirdPartyIPAuditForm.doc?attredirects=0&d=1https://sites.google.com/a/cpwf.info/handbook/files-1/CPWF_Annex5_ThirdPartyIPAuditForm.doc?attredirects=0&d=1https://sites.google.com/a/cpwf.info/handbook/files-1/CPWF_Annex5_ThirdPartyIPAuditForm.doc?attredirects=0&d=1https://sites.google.com/a/cpwf.info/handbook/files-1/CPWF_Annex5_ThirdPartyIPAuditForm.doc?attredirects=0&d=1https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Partnership_MoU_BDC_Mar10.DOC?attredirects=0https://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/indicator-and-milestone-planhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/milestone-planhttps://sites.google.com/a/cpwf.info/m-e-guide/m-e-tools-and-workbook/project-workbook/outcome-pathways-and-outcome-logic-modelhttps://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0


39/71

Is there anything that the CPWF can help you with at this point in the project? Please specify where you think the help should come (e.g., from Basin Leader, Coordination Project, CPWF KM team, CPWF Research team,TWGs)

- From Basin leader/Coordination Project: Make sure that PLs who are based outside Bangladesh are able toparticipate in monthly meetings.


40/71

4. Financial management

Please note that the summary report below requires sign off by the Lead Institutions chief financial officer.

Financial reporting requirements are described in detail in Standard Clause 8.06 . This summary report isrequired in addition to a six-monthly statement of project receipts and expenditures (see Guidance noteabove).

4.1 Summary financial reportPlease fill in the table below to report on project cash flow to date

Time3 2011 2011 2012 2012 2013 2013 Completion Reportand Final Audit for

project closure

I n c e p t i o n

R

e p o r t

P r o g r e s s

R

e p o r t

1 A n n u a

l

R

e p o r t

P r o g r e s s

R

e p o r t

2 A n n u a

l

R

e p o r t

P r o g r e s s

R

e p o r t

(thousands of $US) US$ US$ US$ US$ US$ US$ US$

1Value of tranchepayment received thisreport period

-

2Value of tranchepayments received todate

-

3

Value of expenditures

for report period 52

4Accumulative value of expenditures to date

52

5 Balance held againstcumulative tranchepayments

(52)

6

Value of committedfunds 15

Please note that IWMI has agreed to pre-finance the 1st disbursement of USD 238,839

Instructions to fill the table by row:

3 Adjust the dates to fit with our contract period
https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0https://sites.google.com/site/cpwfhandbook/files-1/CPWF_Annex1_StandardClausesandProcedures_BDC_Apr2010.doc?attredirects=0


41/71

1. Insert the value of funds CPWF provided against your charge code/ project code during the period of your report.

2. Insert the value of funds received to date by summing all amounts in line 1.3. Insert the value of all funds that have been transferred out of your charge code/project code during

the report period. Your financial management system, or accountant, should be able to provide youwith this figure. (See separate note on commitments)

4. Insert the value of funds spent to date by adding this reporting period to the previous accumulativetotal.

5. Insert the value of unspent funds that you are holding in your charge code/project code6. Of the balance you are holding in your charge code/project code, state what how much has been

committed and provide an explanation below. This is also important, because we may hold back fundsfrom your next tranche payment if it looks as though you are holding substantial unallocated funds.

I certify that the summary financial report is correct

Chief financial officer :

Date:


42/71



See attached report for details on commitments


The project has under spent so far, but that is because fieldwork is yet to commence and once that happens inNovember 2011, project spending will pick up. In addition, the project is hiring a number of consultants who will workon specific topics and contribute to the project deliverables. We have also advertised for a post doc position who willspend 50% time on this project. Advertisement is already out and we hope to get good candidates and complete thehiring process by January 2012. In addition, once our MOUs are signed with 3 remaining partners, we will make advancepayment to them. It is hoped that we will be able to spend 75% of our first years budget by December 2011, while therest will be carried over to the next year.


No


Not at this point.


43/71


Annex 1: Updated Project Proposal plus a cover note

Annex 2: Updated Workbook and Worksheets

Annex 3: MOUs signed with project partners

Annex 4: Third Party Intellectual Audit

Annex 5: Full financial report (in excel)


44/71



Project Title: Assessment of the impact of anticipated external drivers of

change on water resources of the coastal zone

Project Number: G4

Project Leader: Zahir-ul Haque Khan


Date: 11, 03, 2011


45/71


1.1 Achievements

G4 has considerable achievements in the inception phase of the project:

(1) MoU with the Partners: IWM has signed contracts with the partner institutions: IWMI, IWFM-BUET and BWDB.Professionals of the partner institutions are actively involved in project activities such as methodology development,field visits, data collection, preparation of reports and participation in workshops.

(2) Selection of the Study Area: G4 has selected the study area which includes the coastal zone of Ganges delta inBangladesh for analysis of flooding, storm surge and salinity. The detailed analysis on salinity, water availability, storagecapacity of drainage khals in the polders, storm surge and drainage congestion will be carried out for specific polders(No. 3, 30 & 43/2F). The study area is shown in Figure 1.

Figure 1: Study area map of G4 (The selected polders are shown in yellow)

(3) Identification of External Drivers: In light of past projects and researches and through discussions and interactionswith the partners a questionnaire for identification of the external drivers has been prepared. The questionnaire hasbeen circulated among experts, stakeholders and peers. The preliminary results of the questionnaire survey show thatpopulation growth is the major external driver that affects water resources in the region. Climate change induced sealevel rise, change in water management practices, water sharing practices between riparian countries and water

43/2F

30

3


46/71

infrastructure development have been identified as other key drivers. Identification of these key external drivers of change is very important for achieving the project goals since the main objective of G4 is to assess the effect of thesedrivers on water resources in the coastal Ganges basin.

(4) Community Consultation: A field visit was conducted in Polder 30 and Polder 3 from 17 to 19 September, 2011 bythe members of component G4. The objective of the visit was to conduct community consultation primarily with thefarmers and fishermen through Focus Group Discussion (FGD), Key Informant Interview (KII) and other participatorytools to assess the important issues in water resources management and to identify the anticipated external drivers of change. Group discussions and interviews indicate that drainage congestion, polder overtopping (during spring tide) andbreaching, availability of fresh water during the dry period, salinity intrusion, absence of an effective institutionalarrange ment for water management, conflict between gher owners and farmers, pricing and distribution of fertilizersand depletion of natural fish are the major problems in the area. Other observations indicate that population growth,encroachment of drainage canals, leasing of the khals, reduction in freshwater flow due to upstream interventions,sedimentation of river beds, destruction of natural fish habitats have caused these problems. These findings along withthose from the questionnaire survey will enable G4 to identify and prioritize external drivers of change.

Figure 2: Focus Group Discussions in polder 30 and 3


47/71

(5) Survey and Data Collection: A comprehensive plan has been prepared for surveying the existing polders, regulators,land level, land use, khal cross-sections, water level, water flow and salinity in the selected polders (No. 3, 30 & 43/2F).The survey team has started primary data collection at six water flow stations, twelve water level stations and fifteen

salinity stations in addition to collection of data on cross-sections of khals and embankments, topography, land-use,regulators and unauthorized structures. Some sample plots of these data are shown in Figure 3. From the figures it isevident that river salinity drops considerably during June/July which is suitable for agriculture.

Figure 3: Measured salinity in rivers near polder 3 and 30

This survey will enable G4 modeling team to setup a detailed model of the selected polders. Moreover, G4 has alsostarted data collection from secondary sources. These primary and secondary data will be used for establishment of baseline condition, and development and calibration of the models.

1.2 BottlenecksThe main challenge of the project is to make available water resources data, land use and demographic data from theIndian part of the Ganges basin as well as to know the future water resources plan. It is immensely difficult to assess theeffects in the study area due to the changes of the external drivers in the upstream basin. However, the published datafor the Indian part will be used to assess effect of changes in the upstream basin. IWMI, a partner of G4, will provideavailable data on water flow, rainfall, water-use, land-use, population, water plans and policies in the upstream regionof the Ganges basin in present and future condition. Moreover, a relevant consultant will be appointed for the purpose.

1.3 Insights and learningIntroduction

With increasing pressure from population growth, industrialization and in a changing climate, it is more important thanever to assess the availability and productivity of water for agriculture and aquaculture system in Bangladesh, especiallyin the Ganges basin since this basin is the area of multiple problems and opportunities. The quantity of freshwateravailable is likely to decrease due to a combination of external drivers, including population increase, water pollution,inadequate planning and management of transboundary waters, climate change and inefficient operation of watermanagement projects. Consequently, there is an increasing potential for water scarcity, crisis and associated conflicts inthe future.

It is also imperative that precious and vulnerable locations increase their resilience to changing conditions.


48/71

Methodology

Selection of External Drivers: The problems related to water crisis and conflicts are numerous, complicated andchallenging. Efforts to effectively resolve these problems require a clear vision of the future water availability anddemand as well as new ways of thinking, developing and implementing water planning and management practices. Thehydrologic system in the coastal regions of Bangladesh is extremely vulnerable to the impact of external drivers. Theperformance of the system varies seasonally, annually and especially during the occurrence of extreme events. Theproject is developing a comprehensive list of external drivers based on past researches, literature review, andinteraction with the peers and major stakeholders. The external drivers will be identified and prioritized through aquestionnaire survey among the experts, stakeholders and peer groups. The questionnaire will be developed based onliterature review and preliminary field information. Survey results will be triangulated with information obtained fromthe selected study areas through community consultation and key informant interviews.

Modeling: The present research program attempts to offer a comprehensive account of the above issues and also toachieve the stipulated outcomes to contribute to GBDC. The effects of anticipated changes due to external drivers on

flooding, submergence, sedimentation, salinity intrusion and water availability in the different polders of the coastalzone are going to be assessed using available water flow, salinity models based on MIKE series. The effect of stormsurges of varying intensities and frequencies on polder overtopping and inundation will be assessed using the Bay of Bengal model based on MIKE 21. These models will be utilized to simulate the baseline and projected conditions in 2020,2030 and 2050. The study will be conducted at the regional level for the coastal regions of Bangladesh as well as in threeselected polders (Polder No.3, 30 & 43/2f. Soil Water Assessment Tool (SWAT) and Water Evaluation And Planning(WEAP) models will be used for assessing the impacts of land-use changes on flow.

Approach and Tec

BDC Inception Report - PDF

Documents

Transcript of BDC Inception Report - PDF