Annex H: Implementation and Procurement Planning

Technical Assistance Consultant’s Report

This consultant’s report does not necessarily reflect the views of ADB or the Government concerned, and ADB and the Government cannot be held liable for its contents. (For project preparatory technical assistance: All the views expressed herein may not be incorporated into the proposed project’s design.

Project Number: 44167-012 December 2013

Bangladesh: Main River Flood and Bank Erosion Risk Management Program (Financed by the Japan Fund for Poverty Reduction)

Prepared by Northwest Hydraulic Consultants, Canada

In association with Resource Planning and Management Consultants Ltd., Bangladesh

For Bangladesh Water Development Board

Government of the People's Republic of Bangladesh

Bangladesh Water Development Board

BDT US $ Scope Method O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J

75% 25%

75% 25%

#

Base cost ###### 95.070

BDT USD

Dry/Work Season Bidding Process Mobi l i zation/ Shipment Work Execution Work Stoppage/ M&E

Paying Resettlement Benefi t

JRB1, JLB2, PLB1

12.01 0.15GoB

procedure1-Nov-15

BWDB PMO and SMOs operation

Project 180.00 2.250shopping/

force account1-Nov-13

17.82

W-01

W-09

W-03 SSOE

JRB1

Projectshopping/

force account

S-01

S-02

QCBS

W-13

W-14

PMO ICB

S-03

S-04

QCBS

74.90 0.936 NCB QCBS

18.36 0.230 NCB

13.385######

0.223

14.52 0.181

GoB procedure

SSOEICB4.56364.47JLB2

5.175414.03JRB1

QCBSNCB0.49139.25PMO

PMO CQS0.16112.88

W-10

PLB1

446.25

PLB1 329.79 4.122 ICB SSOE

SSOENCB

SSOE

NCB

5.578

ICB

360.90

446.25

JLB2, PLB1

JRB1, JLB2

145.45W-05

W-08 JLB2

PLB1

G-05

110.85JRB1

G-02

G-03

W-04

100.15

PMO 8.94

8.90

JRB1, JLB2

JLB2

PLB1

JLB2

JRB1

W-11

G-01

4.51

SSOEICB4.97

SSOEICB5.578

SSOEICB

SSOE

SSOE

Comprehens ive bank protection work at Verakhola

3.85

1.818

1.386

ICB

1.252 NCB SSOE

0.112 NCB SSOE

0.111 NCB SSOE

SSOE

2.258 SSOEICB

SSOEICB

SSOENCB

GLBL

W-12

4.122

1.431

SSOENCB

NCB

SSOE

0.1310.12

G-04

W-07

4.462357.00

W-06

JRB1

JRB1

JLB2

307.94

114.48

JLB2

397.77

G-06

G-07

G-08

Timeline

7.54603.30L-01

SSOEICB

1.77141.69L-04GoB

procedure

L-05

GLBL

Location

JRB1

0.5140.48L-03

1.27101.21

ID

GoB procedure

L-02

GoB procedure

Cost (Mi l l ion) Procurement 2017/18 (Year-4)2014/15 (Year-1) 2015/16 (Year-2) 2016/17 (Year-3)

GoB procedure

7.36 2179.69 826.83 1,352.86 3112.15 876.33 2,235.82

2013/14 (Year-0)

Tota l GoB PATota l GoB PA1644.94 455.47 1,189.47 650.06 114.48 535.58

GoBTota l PA Tota l GoB PA Tota l GoB PA18.80 11.44

18.36 0.230 NCB SSOE

ICB

SSOE

W-02

S-08

S-09

S-07

S-05

S-06

QCBS

SSS

24.15 0.302 NCB CQS

59.80 0.748 NCB QCBS

NCB

66.24 0.828 NCBPMO

PMO

PMO

PMO

144.61 1.808 ICB

30.40 0.380 NCB

27.12 0.339 NCB

0.22317.82GLBL

329.79

180.62JRB1

Land Acquis is ion for RBP at Zafarganj (6.0 ha)Land Acquis is ion for PLB1 RBP at Hari rampur (21.00 ha)Land Acqus i i s ion for JRB1 RBP at Verakholar (5.00 ha)

Supply of Geotexti le bags and sheets at Chauhal i

Supply of Geotexti le at Zafarganj and Hari rampur

Supply of Geotexti le bag and sheet at Hari rampur

Supply of Geotexti le at Benotia and Chauhal i

PMO

PMO

PMO

PMO

Insti tutional Strengthening and Project Managemnt Consul tantNGO Service for Resettlement Plan ImplementationNGO Service for Livel ihood DevelopmentNGO Service for Community based Flood Risk Management

Comprehens ive bank protection Chauhal i (Reach 1)Comprehens ive bank protection Chauhal i (Reach 2)Comprehens ive bank protection work at ZafarganjUnderwater bank protection work at Hari rampur (Reach 1)Underwater bank protectionrk work at Hari rampur (Reach 2)

Multi -beam Echo Sounding Survey

Eros ion Prediction

Supply ofJeep and Motor Cycles (in 2 lot)

Supply of computers and appl ication softwares

Supply of Survey EquipmentsSupply di fferent input i tems for l ivel ihood support programEmbankmenkment with pavement from Kai juri to BhatparaConstruction new embankment from Bhatpata to Gala under Construction new embankment from Gala to Verakhola under Re-construction of Bara l/Hurasagr LB Embankment : Baghabari -Re-Construction of Bara l/Hurasagr LB Embankment : Baghabari -

ADP MIS development including tra ining and ini tia l operational supportAsset MIS development including tra ining and ini tia l operational supportService for Envi ronmenta l Management

DDM PIU operation, office equipment and Tra ining

1-Jul -14

1-Aug-14

1-Aug-14

1-Nov-15

1-Apr-14

1-Apr-14

1-Apr-15

1-Apr-14

1-Apr-14

1-Mar-14

1-Mar-14

1-Mar-14

1-Mar-14

1-Mar-15

1-Nov-14

1-Sep-14

1-Sep-14

1-Sep-14

1-Jan-15

1-Jul -14

1-Nov-13

1-Jan-14

1-Sep-14

1-Sep-14

1-Jan-14

1-Jan-14

1-Jan-15

1-Jan-15

1-Nov-13

1-Nov-14

1-Nov-14

1-Nov-14

1-Nov-15

Short Description

Procurement Package

Land Recovery works (multiple packages)

JLB2, PLB1

379.80 4.748 NCB SSOE

Advertise Date

1-Mar-15

1-Mar-15

1-Mar-16

1-Mar-17

Emergency and Adaptive bank protection work (2014)Emergency and Adaptive bank protection work (2015)Emergency and Adaptive bank protection work (2016)

Land Acquis i tion for Embankment (94.21 ha)

Land Acquis is ion for RBP at Chauhal i (15.00 ha)

BWDB Tra ining (Loca l & Overseas)

Project 68.45 0.856shopping/


Topographic Survey Project 8.00 0.100shopping/


Project Preparatory Technical Assistance No. 8054 BAN

Main River Flood and Bank Erosion Risk Management Program

Final Report, Annex H

Implementation and Procurement Planning

December 2013

In association with

Resource Planning & Management Consultants Ltd.

Asian Development Bank

Funded by the Japan Fund for Poverty Reduction

Government of the People’s Republic of Bangladesh

Bangladesh Water Development Board

Project Preparatory Technical Assistance 8054 BAN

Main River Flood and Bank Erosion Risk Management Program

Final Report, Annex H Implementation and Procurement Planning

December 2013

PPTA 8054-BAN: Main River Flood and Bank Erosion Risk Management Program

Page ii December 2013

Document Background

Title: Implementation and Procurement Planning Annex G

Principal Author: Md. Makbul Hossain

Contributions: Final version: June 2013

Document Development

Draft final 15 June, 2013 Final 16 September, 2013 R1, 21 September, 2013 (Page setup, justification, list of

content) R2, 22 September, 2013 (some new pages added by

Mokbul Hossain) R3, 30 September, 2013 (Formatting) R4, 23 December, 2013 (update, comments

incorporated, formatting) R5, 28 February 2014, reprinted R4 Reviewed by: Knut Oberhagemann Jamilur Rahman, 7 October 2013


Page iii

MAIN REPORT ANNEXES Annex A Priority Sub-reach Selection & Sub-reach Descriptions Annex A1 Priority Sub-reach Selection Annex A2 Sub-reach Description

Annex B Background Data Annex B1 National Water Resources Database Annex B2 Socio-economic Data Annex B3 Surveys and Field Visits

Annex C Institutional and Financial Assessment

Annex D Hydrology and Flood Modelling

Annex E River and Charland Morphology and River Engineering

Annex F Design Issues Annex F1 Geotechnical Investigations Annex F2 Technical Designs

Annex G Economic Feasibility Annex G1 Project Cost Annex G2 Economic Assessment

Annex H Implementation and Procurement Planning

Annex I Social Gender Equity Strategy & Action Plan

Annex J Environmental Impact Assessment

Annex K Involuntary Resettlement Annex K1 Resettlement Framework Annex K2 Resettlement Plan


Page iv December 2013

ACRONYMS

ADB Asian Development Bank

ADP Annual Development Program

BWDB Bangladesh Water Development Board

DC Deputy Commissioner

FCDI Flood Control, Drainage and Irrigation

JMREMP Jamuna-Meghna River Erosion Mitigation Project

LA Land Acquisition

MoWR Ministry of Water Resources

NBB Need Based Budget

O&M Operation and Maintenance

RBP Riverbank Protection

RHD Road and Highways Department


Page v

Table of Content

1 Introduction ......................................................................................................................... 1

1.1 Background ........................................................................................................................... 1

1.2 This report ............................................................................................................................. 1

2 Legal Framework and BWDB Procurement Capacity .............................................................. 3

2.1 National Procurement Environment ..................................................................................... 3

2.2 Capacity of BWDB ................................................................................................................. 3

2.3 Project Management Office (PMO) ....................................................................................... 4

3 Procurements under Tranche-1 Project ................................................................................. 6

3.1 Works .................................................................................................................................... 6

3.2 Goods .................................................................................................................................... 6

3.3 Services ................................................................................................................................. 7

4 Construction Technology ...................................................................................................... 8

4.1 Riverbank Protection............................................................................................................. 8

4.1.1 JMREMP Geo-bag Revetment ....................................................................................... 8

4.1.2 Construction Approach and Technique ......................................................................... 9

4.2 Embankment ....................................................................................................................... 11

5 Procurement Practice under JMREMP ................................................................................. 12

5.1 Separate Procurement of Geo-textile Bags ......................................................................... 12

5.2 Large Multiyear Contract .................................................................................................... 12

5.3 Special Provisions in Contracts ............................................................................................ 12

5.4 Experience........................................................................................................................... 12

6 Construction Market (Water Sector) ................................................................................... 14

6.1 General Situation ................................................................................................................ 14

6.2 Availability of Construction Materials ................................................................................. 14

6.3 Capacity of Local Contractors .............................................................................................. 15

6.3.1 Capacity for Riverbank Protection ............................................................................... 15

6.3.2 Capacity for Embankment Construction...................................................................... 15

7 Procurement Plan: Tranche-1 Project .................................................................................. 16

7.1 Packaging Rationale ............................................................................................................ 16

7.1.1 Geographical Location and BWDB Administrative System .......................................... 16

7.1.2 Active Contract during Flood Periods .......................................................................... 16

7.1.3 Optimizing Contract Size ............................................................................................. 17

7.2 Procurement Methods ........................................................................................................ 17

7.3 Procurement Packages ........................................................................................................ 17


Page vi December 2013

7.4 Implementation Schedule ................................................................................................... 19

7.4.1 Bidding Time Requirement .......................................................................................... 19

7.4.2 Mobilization/Manufacturing/Shipment Time Requirement ........................................ 20

7.4.3 Sequencing of RBP work and related Geo-bag Procurement ...................................... 20

7.4.4 Bid Invitation Timing ................................................................................................... 21

7.4.5 Execution Time Period................................................................................................. 21

7.4.6 Land Acquisition and Resettlement ............................................................................. 23

7.4.7 Implementation Schedule ........................................................................................... 24

8 Issues, Risks and Mitigation Actions .................................................................................... 27

8.1 Application of FIDIC Contract Procedure ............................................................................. 27

8.2 Application of Domestic Preference in Geo-bag Supply Contract ....................................... 27

8.3 Need for Consultancy Support in Bridging Period ............................................................... 27

8.4 Conclusion ........................................................................................................................... 28

Basic Data ............................................................................................................................... 70

List of Table Table – 1 List of Procurement Packages ......................................................................................... 18 Table 2: Start up dates of LA process ............................................................................................ 24

List of Figures Figure 1: JMREMP Revetment............................................................................................................... 8 Figure 2: Steps of phased construction of geo-bag revetment consisting of main protection and adapted protection ............................................................................................................................. 10 Figure 3: Multi-purpose embankment cum road with platform for temporary shelter (above) ......... 11 Figure 4:Logical sequencing of procurement process of RBP work with related separate Geo-bag supply ................................................................................................................................................. 21 Figure 5: Completion time for different work process under embankment work contract ................ 23 Figure 6: Implementation and Procurement Plan ............................................................................... 25 Figure 7: Implementation and Procurement Plan (Cont.) ................................................................... 26 Figure 8: Organizational strength of respondent contractor. ............................................................. 57 Figure 9: Contacts executed by types of work .................................................................................... 57 Figure 10: Manpower of respondent contractor ................................................................................ 58 Figure 11: Opinion of respondent contractor on certain issues. ......................................................... 58 Figure 12: Opinion of respondent contractor on preferred future contract size. ............................... 59


Page 1

1 Introduction

1.1 Background The Asian Development Bank (ADB) is undertaking a feasibility assessment of a flood and riverbank erosion risk management program covering parts of the main rivers of Bangladesh, funded by the Japan Fund for Poverty Reduction (JFPR). The objective of the Main River Flood and Bank Erosion Risk Management Program (MRP) is to reduce the riverbank erosion and flood risks to the adjacent flood plains while maximizing economic activities in a sustainable and environmentally acceptable manner. Existing flood embankments dominantly fail from riverbank erosion, and as such the stabilization of the river pattern is a cornerstone of reducing the flood risk. The MRP builds on and extends the activities of the Jamuna-Meghna River Erosion Mitigation Project (JMREMP) (ADB, 2002), implemented in different phases from January 2003 until June 2011. In addition, a similar project, the Assam Integrated Flood and Riverbank Erosion Risk Management Investment Project (AIFRERMIP; ADB, 2010) provides important insight into a number of relevant project elements and processes especially integrating disaster risk management measures related to the flood and riverbank erosion risk under the dictate of the Integrated Water Resources Management (IWRM) framework.

Procurements will be one cornerstone of successful program implementation. The envisaged procurements under the tranche-1 project will comprise (i) civil works including construction/ rehabilitation of embankment, construction of bank protection revetments and strengthening existing bank protection revetment; (ii) goods including supply of geo-textile bags , transport vehicles, ICT equipment with software packages and (iii) services including recruitment of consulting firms for implementation support/ river stabilization studies/ feasibility study of next tranche project/ river surveys and recruitment of NGOs for supporting resettlement planning and implementation, recruitment of NGO for providing support services for community based flood risk management, and procuring services for developing the management information system during program implementation (ADP and O&M MIS).

Successful implementation of project will depend on how efficiently and effectively envisaged procurements are carried out, which In turn will depend on the existing legal framework, experience and capacity of EA, construction market, capacity of the private sector contractors in the country and off course, on sound procurement planning in advance, taking all relevant factors in consideration.

1.2 This report

This report comes in 8 sections and 5 annexes.

Section 1 is this Introduction. Section 2: Legal Framework and BWDB Procurement Capacity Section 3: Procurements under Tranche-1 Project Section 4: Construction Technology Section 5: Procurement Practices under JMREMP – Lessons Learned Section 6: Construction Market (Water Sector) Section 7: Procurement Plan : Tranche-1 Project Section 8: Issues, Risks and Mitigation Action


Page 2 December 2013

Annexure 1: Procurement Capacity Assessment

Annexure 1A: Procurement Capacity Assessment Report and Recommendations

Annexure 1B: General Procurement Environment Assessment (Bangladesh)

Annexure 1C: Procurement Capacity Assessment Agency Questionnaire (BWDB)

Annexure 2: Historical time Period required for Procurement made under JMREMP

Annexure 3: Contractors Capacity Assessment Survey and Findings

Annexure 4: Package Detail with Quantity and Cost

Annexure 5: Procurement Plan (ADB Template)


Page 3

2 Legal Framework and BWDB Procurement Capacity The consultant had carried out situation analyses like procurement practices and capacity of contractors engaged in water section construction business. Assessment of national procurement environment, capacity of BWDB and PMO in respect of procurement has been carried out through responses against a questionnaire given to BWDB officials and then summarizing the findings as a capacity assessment report (Annexure -1). This was discussed twice with concerned procurement specialist at BRM. The following discussion is based on the above exercises.

2.1 National Procurement Environment Bangladesh has enforced a comprehensive procurement law – the Public Procurement Act, 2006 (PPA 2006) which covers all types of procurement. The law is sought to ensure transparency and accountability in public procurement and fairness to all participants in Government purchases. The law is supported by Public Procurement Rules, 2008 (PPR 2008) which provides necessary explanation and modality of application. The provisions of the law and regulations are consistent with internationally accepted principles and practices. Standard bidding documents for Goods, Works and Consultancy Services have been prepared and made mandatory for use in making procurements. Thus, the Act, the Rule, and Standard Bidding Documents provide a unified national procurement framework.

The Implementation Monitoring and Evaluation Division (IMED) of the Planning Ministry is the central and apex organization of the Government for Monitoring and Evaluation (M&E) of public sector development projects that are included in the Annual Development Program (ADP). IMED also deals with matters relating to PPA. The Central Procurement Technical Unit (CPTU), established under IMED in 2002, acts as the central organ of Government for policy formulation, coordination, monitoring and improvement of the public procurement process. The CPTU also has the authority to intervene in the bidding process if complaints are made by any bidders. It also acts to resolve such disputes or complaints. Recently CPTU has introduced the web based procurement system, called ‘Electronic Government Procurement (e-GP) System’ that provides online platform for carrying out procurement activities. Presently, some 16 units under four Government organizations are using e-GP system for carrying out part of their procurements on pilot basis. BWDB is one of the four organizations.

In spite of the existence of laws and regulations of international standard, the public procurement regime remains somewhat weak. This can be attributed to (i) a lack of understanding of applicable procurement law and rules among officials involved in procurement, (ii) unwarranted interventions from local politicians1 (iii) inadequate oversight capacity of regulatory authorities and (iv) largely ineffective system of appeals and review of procurement decisions2. All these factors appear to undermine the integrity of the public procurement system. However, as Government has targeted full introduction of e-GP System over the next few years, a meaningful oversight may be possible after the said system is fully introduced for all procurement cases. The e-GP system, when fully introduced will generate a national procurement database as by product paving the way for periodic evaluation of the effectiveness of the national procurement system.

2.2 Capacity of BWDB BWDB is a major implementing agency of the Government. Since its creation in 1959, the organization has implemented a large number of projects including big and medium sized projects. Most of the 1 News items appear frequently in national dailies reporting such occurrence. 2 Procurement Capacity Assessment Report, Urban Primary Health Care Service Delivery Project, Bangladesh



major and important projects were implemented with external assistance. In fact, up to the year 2000, project aid used to exceed Government funding in BWDB ADPs. Currently, seven aided projects are under implementation and cumulative project aid amount constitutes 27.11% of the total approved ADP (BDT 2, 0858 million) for the fiscal year 2012-13.

As is a major implementing agency, procurements constitute major activities of BWDB. The engineering staffs of the organization are quite familiar with the processes of all types of procurement i.e. goods, works and consulting services. The donor agencies of water sector projects constitute agencies of friendly governments, international agencies and financial institutions. As most of donor agencies had imposed their own procurement policy and practices for their aided projects in the past, BWDB staffs are also familiar with procurement rules and procedures of major donor agencies.

However, over the decade long water sector reform initiatives beginning in the mid 1990s, BWDB underwent a staff reduction (mostly supporting staff) as well as a complete halt on new recruitment in all categories. This put a strain on implementation capacity due to shortage of staff in the junior ranks. In 2005, Government lifted the ban and new recruitment has now become a regular phenomenon. Moreover, a proposal for increasing staff strength of BWDB is at the final stage of approval process. However, BWDB is facing the problem arising out of departure of significant number of new engineering recruits within initial years. Of the 88 young engineers recruited in 2005, 43 left the organization. This phenomenon causes capacity loss and requires carrying out induction repeatedly.

2.3 Capacity of DDM The Department of Disaster Management (DDM) is experienced with procurement and follows the GoB Public Procurement Regulation procedures (PPR) for the contracting of service delivering organisation and goods. The major project implemented by DDM (Comprehensive Disaster Management Program - CDMP, supported by UNDP) does not rely on procurement of goods and services by DDM for administrative reasons. Initially UNDP assured the procurement for CDMP, later CDMP project management assumed the responsibility for all necessary procurement, albeit that procedures are used that are consistent with the GoB public procurement process and regulations. To assure smooth procurement of goods and services for the CbFRM component, the GoB Public Procurement Regulations will be followed, which are consistent with the ADB’s procurement guidelines. DDM CbFRM staff will participate in the formulation of the terms of reference for services to be purchased or the technical specification of the goods to be purchased, together with the DDM-PMO CbFRM specialist. The CbFRM staff together with the DDM-PMO CbFRM specialist will appraise the technical aspects and value for money of the tenders received. Relevant DDM-PMO CbFRM staff will participate in the training in ADB procedures recommended for DDM-PMO staff (see recommendation (i) appendix 3: Financial Management Assessment).

Tenders are evaluated by forming appropriate Tender Evaluation Committee and approved by competent authority. In the process, the standard distribution of authority for procurement approval from DDM-CbFRM programme management to DG as applicable for DDM will be followed.

2.4 Project Management Office (PMO) The present PMO (called PMO-JMREMP), responsible for PPTA implementation, was established with the responsibility of implementing the ‘Jamuna-Meghna River Erosion Mitigation Project’. Historically speaking, the PMU-CAD Project, established in 1995 was transformed into the PMO-JMREMP in 2001. Though the JMREMP had closed after June, 2011, the unit is being continued for overseeing the current


Page 5

TA project. It is understood that this unit will be suitably strengthened and entrusted with the implementation responsibility of the future investment project, may be with a changed name as was the case previously.

This unit has been dealing with ADB assisted projects since a quite long period in the past. It retains project related procurement documents as well as knowledge on procurement practices under ADB assistance. There is one senior professional staff, working at this unit for the last 8 years, who had been specifically involved in ICB procurements under JMREMP. There is also one supporting staff from accounting cadre, who is working at this unit for an even longer period and is familiar with ADB disbursement process and possesses hands on working experience.

Some of the professional staffs, which have recently joined this unit on transfer, possess substantial direct procurement experience. The present Project Director, who is very experienced in procurement will retire by the time the implementation of new project commences. However, it is agreed that the present PMO will be strengthened by upgrading its rank and staff strength. An Additional Chief Engineer, having procurement proficiency, in addition to other management capacity, is expected to be posted to work as Project Director. Thus, the capacity of PMO in respect of procurement activities will be at a satisfactory level. Moreover, as always had been the case, any capacity gap, may be filled with provision of a procurement specialist in the team of implementation support consultant.



3 Procurements under Tranche-1 Project

3.1 Works Two distinct types of civil work construction will be undertaken under the proposed investment program – one is riverbank protection, the other is flood protection embankments with road way on top and drainage structures.

The construction works to be carried out under the tranche-1 project comprise

(1) Construction of 12.50 km long flood protection embankment along the present bank line on the right-bank of main river-Jamuna including road construction;

(2) Re-construction of damaged/ dilapidated 10.5 km long embankment along the left bank of the tributary rivers Hurasagar-Baral and Karotoya;

(3) 1 km riverbank protection revetment on the right bank of Jamuna at Verakhola; (4) 5 km riverbank protection revetment the left bank of Jamuna at Chauhali; (5) 2 km riverbank protection revetment on the left bank of Jamuna at Jafarganj; (6) 7 km riverbank protection revetment on the left bank of Padma at Harirampur;and (7) Emergency bank protection works along lower Jamuna and upper Padma up to the Dohar

Upazilla as per necessity.

The two embankments described under (1) and (2) above join near the confluence of the rivers at Verakhloa. A 5.0 km segment along Jamuna will be provided with road pavement during tranche-1.Pavement on remaining Jamuna embankment (7.5 km) and the Baral-Hurasagar embankment (10.5 km) will be provided in future tranche(s).

In addition, unidentified amount of civil works (mainly closure dam, catkin plantation etc.) will be carried out as pilot activities aimed at accelerating sediment deposition on chars adjacednt to river banks and eventual land recovery.

3.2 Goods In JMREMP, geo-textile bags, the dominant construction material of bank protection revetment, were procured separately in advance and stocked near the construction sites. This practice was adopted to ensure timely availability of required quantity of bags and ensuring quality of supplied bags through performing laboratory tests. The new project will follow the same procedure and take supply of geo-textile bags separately and in advance. An estimated 6.94 million empty geo-textile bags ( 125 kg size – 5.62 million, 250 kg size – 1.32 million) and 0.45 million square meter of geo-textile filter sheet need to be procured for the riverbank protection work under tranche-1.

To facilitate field supervision, the Project will provide six four-wheel drive (4WD) vehicles and a seven-seat microbus. Two 4WD vehicles and the mircrobus will be for the PMO and four 4WD vehicles will be for four field offices. Requirement of some new survey equipment have been identified. In addition, computers, printers, photocopies, related peripherals and software packages will be provided for project implementation.

Under livelihood support program for project affected persons, different livelihood support inputs (like sewing machine, cows, goats etc.) will be procured.


Page 7

3.3 Services The implementation of the project will be supported by consultants during Tranche-1 as follows:

(i) Institutional strengthening and project management consultant (international and national consultants – time based) comprising a. institutional support and project implementation b. river stabilization study c. land recovery piloting, and d. feasibility study and detailed design for Tranche-2

(ii) underwater river surveys with multi-beam echo-sounder (lumpsum) (iii) annual erosion prediction (iv) managmenet information system (MIS) including

a. development and operationalization of MIS for project management and b. development of asset management MIS and completion of asset inventory

(v) wetland biodiversity and aquatic resources enhancement.

The Project will also be supported by NGOs as follows:

(i) Implementing NGO for resettlement plan, (ii) NGO for livelihood development for affected persons and wetland farmers, (iii) NGO for community-based flood risk management.



4 Construction Technology The proposed project is largely an infra-structure development project. The overall implementation schedule including procurement is characterized by the technology chosen. Before drawing up the overall implementation and procurement plan, some discussion of construction technology is useful for appreciating plan rationale.

4.1 Riverbank Protection Revetments or spurs/groynes are the most common type of structures installed for erosion protection in Bangladesh. Internationally, the commonly used construction material is stone boulders. In the case of Bangladesh, rocks have to be imported from other countries, which proves too costly. Concrete blocks are used for most bank protection works in the country as alternative to hard rock. But even the use of CC blocks is expensive (about BDT 500 million or USD 6 million per-kilometer protection). Most areas along the unstable rivers are predominantly agricultural land, protection of using conventional technology is difficult to justify from economic perspectives. As such, development of a less capital intensive technology has been pursued by BWDB with ADB assistance over the last decade.

4.1.1 JMREMPGeo-bag Revetment

During the pilot phase of JMREMP implementation (2003-2006), supported by laboratory tests, an innovative bank protection system was developed. The JMREMP riverbank revetment consists of 3 parts:

(i) under water slope protection to take care bank erosion; (ii) above water slope protection to prevent wave erosion; and (iii) Falling apron to provide protection against scour.

Figure 1: JMREMP Revetment


Page 9

The underwater parts of the revetment are constructed using sand filled bags made of engineered geo-textile fabric. Two sizes of geo-bags are used depending on expected hydraulic load for the particular river. Bags of 126 kg are used for main rivers like Padma, Jamuna, and Meghna. The 78 kg bags are used for smaller rivers. The above water slope part of revetment is constructed with conventional concrete blocks. Geo-textile sheet is used to provide filtration under the concrete blocks.

This innovative revetment had been proved sustainable as well as cost effective, requiring about one third of the cost of traditional revetment (around BDT 150 million or USD 2 million per kilometer protection. The proposed Project builds on the JMREMP design but will introduce following two improvements.

(i) The transition between underwater and above-water protection is strengthened through additionally dumped concrete blocks. Weaknesses in this area result from the sequential construction process and might be the main cause for some local failures that were repaired in 2012/13 along the Jamuna (as mentioned above).

(ii) In places where the bankline protrudes into the flow, the design requires bags to be larger than the typical 125kg bags. In exposed areas flow velocities are higher and require heavier protective elements. Conditions requiring larger elements (bags) exist at Chauhali and Zafferganj.

4.1.2 Construction Approach and Technique

4.1.2.1 Phased construction Phased construction approach for providing sustainable riverbank protection over several years was chosen in JMREMP. The principle was starting with (a) optional immediate protection before the flood season, if there is an emergency situation, followed by (b) installation of main protection during the next dry season, and (c) later placement of adaptive protection to extend the existing work to deeper levels if river attack continues. Adaptive protection, which in this phased concept is a fundamental requisite for long-term stability, differs from traditional approaches where the initial design was expected to serve for a long time with only minor maintenance. Monitoring on a regular basis to provide the information required for deciding on maintenance and adaptive protection. The Figure 2 below illustrate this phased approach of construction.

The riverbank protection under future project will follows the established principles of JMREMP, consisting of main protection under water, followed later by wave protection and adaptation.

4.1.2.2 Area Coverage: Method of under Water Construction Proper construction of bank protection work is a difficult task. The main challenge is to completely cover the underwater naked river bed and slope with loose protection elements. In conventional protection work, country boats are used to carry protection elements to the dumping location and then pushing those into the water. The protection elements, either concrete blocks or sand filled geo-bags, are quite heavy. Only few elements can be carried at a time. Though, there is a Ministerial standing instruction to complete the dumping operation by April (when water level and flow velocity remains low), practically that cannot be followed. The inherent weaknesses in planning and procurement processes coupled with constraints in fund allocation and availability, cause delays requiring to extend the dumping process even until July. However, the high water levels and velocities hamper the satisfactory coverage of the eroding underwater slopes in the targeted area.



Figure 2: Steps of phased construction of geo-bag revetment consisting of main protection and adapted protection

Recognizing the problems, JMREMP developed a method for construction of the underwater part of revetments. The JMREM Project built safer bank protection by dumping bags in a regular manner on the existing natural riverbank slopes taking aid of positioned barges and adopting special anchoring and placement procedures. The protection is built from the river towards the bank, providing a falling apron in front of the toe at the deepest point consisting of three layers of bags, and covering the bank slope to low water level also with three layers of bags. This systematic placement is called area coverage.

The operation involves dumping of sand filled geo-bags along the river bank from pontoon/flat top barge at a quantity rate per unit apron area specified in the approved design, to obtain a uniform coverage up to the desired width of underwater strip extending from Design LWL into the river channel. As per principle of adaptive approach, the dumping distance may vary with the cross-section of the river at that position; with a falling apron to cover about 10 m scour depth anticipated at the outer end. The construction design shall be finalized on the cross-sections taken immediately before execution of the protection work.

Flat top barge/ pontoon of more than 50 m long with sufficient stacking and dumping spaces and covering at least 50 m work front is employed as dumping vessel. In case of non-availability of longer barge/pontoon, two barges of minimum size of 11 m x 30 m each joined together with steel ropes can be used instead. The barge/pontoon is towed by Tugboat to the approximate position in the river. A barge mounted 40-ton crane is used for lifting and positioning river anchors within 200 m upstream and downstream, propelled by an attached tug boat. On the landside the dumping barge is secured by dead man about 150 m upstream and downstream. Once the dumping pontoon/barge is towed to position and anchored in the river channel, mechanical double-mooring winches are used for its movement toward bank line and detail positioning as per design. Total Station is used for exact positioning of barge


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from riverside toward the bank maintaining exact northing positions along upstream and downstream limits. Country boats equipped with Diesel engines are used for transporting and delivering of filled geo-bags from the shore onto barge. Delivered are stacked along the bank facing edge of pontoon/barge in design quantities sufficient to cover 1 meter width perpendicular to the barge. The stacked bags are pushed into the river on command after confirming and recording the desired position of the barge by Total Station operator. Dumping of bags continues from riverside toward the bank with moving the barge by 1 meter toward the shore. After completion of dumping at one river strip, pontoon assembly is moved to the riverside in the upstream direction or in downstream direction, whichever is found more efficient and easier to execute.

The construction method was successfully applied into the month of July as it can cope with high flow velocities and greater river depth.

4.2 Embankment Construction of new embankments and reconstruction/rehabilitation of existing, but deteriorated/dilapidated embankments will be the other major part of the construction activity under the new project. An improved, multipurpose embankment configuration has been chosen for the planned embankment. The innovative embankment will contain standard two lane roadway on the country side at somewhat lower level than the crest. The crest will also be paved for local slow moving vehicles like rickshaws, manual and diesel engine driven vans etcetera. Figure 3depicts the standard embankment and a broader alternative for selected places involving a riverside berm for temporary settlement of char people during high floods.

Figure 3: Multi-purpose embankment cum road with platform for temporary shelter (above)

As the embankment will be developed as embankment cum road, it will be built with the same specification as followed by RHD and other additional requirement of flood protection embankment. The required earth material will be collected from river bed through dredging and will be placed on the alignment through long pipe line. It will be mechanically compacted. The top layer will be provided with clay cladding.

In short, the embankment will be built by following the practice of road construction.



5 Procurement Practice under JMREMP

5.1 Separate Procurement of Geo-textile Bags In JMREMP, empty geo-textile bags were procured under separate supply of goods contract, to be used later for building bank protection revetment under independent work contract. This was done with the objectives of controlling and maintaining quality well as timely availability of geo-bags. This practice had reduced the financial burden on the work contractor and allowed longer reaches to be covered under specific work contract.

5.2 Large Multiyear Riverbank Protection Contracts JMREMP adopted the strategy of building the bank protection over longer reaches under large multiyear contract system. Larger contract size attracted financially capable contractor. Setting rigid qualification criteria facilitated selection of contractors with adequate financial and technical capacity. This approach also prevented the bidder from quoting low price to win contract. As a consequence, better work quality and timely completion of protection work could have been achieved.

Contracts commonly distinguished the construction of the underwater part and the above water part. This was done as the underwater protection had to be done immediately, often under emergency conditions to stabilize the bankline. Later the above water part was provided with permanent wave protection, after the land acquisition was completed. This process could take up to two years. In the meantime the slope above low water level was protected with temporary wave protection consisting of two layers of placed geo-textile bags.

5.3 Special Provisions in Contracts In JMREMP riverbank protection work contract, a number of work items were incorporated that had not been used in traditional construction contract. The contractors had to arrange (i) barges with mooring winches for controlled dumping, (ii) survey vessels for river survey before and after constructing bank protection revetment, (ii) divers for checking the consistency of underwater coverage by protection elements and (iv) provision for compliance of environmental safety aspects as laid down in environmental management plan. The bid document specified construction standards in technical specifications. Bidders were asked to state the methodology to be adopted by them in executing work and their proposed method were evaluated, both technically and financially.

5.4 Experience Positive experience has been gained with separated procurement of goods and works, especially for geo-bags and using multiyear contracts with flood standby to address emergencies and remobilize quickly after the flood. Underwater part of innovative geo-textile bag revetment was constructed following special procedures and techniques. Over the time, a number of contractors have been trained to be familiar with implementation from the river and some implementation capacity is available now. An important lesson learnt is that contractors are trained best during pre-bid meetings. Vessels like barge/pontoon, tug boat were required for revetment construction. The contractors who were engaged under JMREMP did not possess such vessels themselves and often had to hire those from BRE


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Specialized Division of BWDB3 or from the market. For excavation works, privately owned excavators are available on hire.

In terms of quality control, a number of important positive developments have taken place. The role of the consultant can be reduced to the role of Inspector as per FIDIC with the Superintending Engineer taking the role of Engineer and the executive Engineer being the Resident Engineer. Consulting supervisors need to be from outside of country as national staff is too much exposed to local pressure. In future, the BWDB task force for quality control should be added as outside element increasing the ownership. The result of tighter quality control was that contractors stating bidding at rates closer to engineer’s estimate, reflecting the real cost for doing the work and not underbidding, in cases by 50% which means compromising the qualities to gain profit. Under water quality largely depends on diving inspection in general and the diving of a foreign consultant in particular, however established systematic recording and surveying worked well. The lesson learned is that quality work has its price and depends on stringent, independent supervision making use combination of different tools.

In the final count, the riverbank protection could be built at the lowest level of cost known so far.

Selected experience with contract processing times is provided Annex-2.

3Few barges and tug boats were procured under World Bank financed River Bank Protection Project implemented during the 1990s. BWDB’s Mechanical Equipment Directorate also possesses construction equipment consisting of excavator, dump truck, pay loader, bull dozer etc. Contractors can use them paying hire charge.



6 Construction Market (Water Sector)

6.1 General Situation In Bangladesh, building water management infra-structures are solely Government undertakings. From a management point of view, Government agencies make project plans/designs and provide money, whereas the private contractors build the real structures at the field, mobilizing man, material and machine. Thus contractors play important role in developing water infra-structures. At the initial stage, when construction of water infra-structures started in early 1960s, there was almost complete absence of construction business/firms for water sector construction work. Government officials had to find suitable person and induce them into construction business. At that time, Government provided the construction materials and equipment, and the contractor’s job was limited to find and engage labours. Construction process was closely supervised and directed by departmental staff.

During that early period, dominant construction was embankment construction by manual labour. Over the years, more complex structures like big regulators, barrages, pumping plants etc. and advanced construction techniques were introduced. More individuals were induced in water sector construction business. However, due to its particular nature and types of water structures and the watery environment in which these are built as well as remoteness and rural location with difficult access of the place of construction, some contractors have developed specialized skills and principally engage themselves in the construction business under BWDB projects.

From mid 1980s on, BWDB switched to turnkey contract system. In this system, all the required material, machine/ equipment for the particular construction job had to be arranged by the contractor. Up to the year 2000, construction of flood embankment, irrigation canal and appurtenant structures were dominated the water sector development projects. Over the last 60 years, most of river banks and coastlines have been embanked except some stretches. However, due to channel instability and increased erosion attack, the flood control embankments could not provide the desired protection from flooding. Majority of reaches of previously installed embankments have been devoured by river erosion. It is now realized that without stabilizing river bank, embankment system will remain vulnerable and security against flood damage cannot be ensured. In the circumstances, Government is attaching much importance to riverbank protection to avoid further land loss to river erosion and for safety of other infra-structures. Construction of bank protection works has now become the dominant construction activity of BWDB.

6.2 Availability of Construction Materials

The two industrial products needed for construction of JMREMP type revetment are Portland cement and geo-textile sheets and bags. There are large numbers of cement manufacturing plants in operation in the country and there is adequate supply of cement in the local market. However, there are only two manufacturers of geo-textile sheets and bags in the country. However, their combined production capacity per month, as gathered from informal discussion, is more than what the project would need during critical construction period. The threshold procurement value for applying international competitive bidding (ICB) for procurement of goods in Bangladesh is US $1 million, and the cost of required procurement exceeds the limit, there is scope for taking supply from international market on competitive basis.

The natural materials required are local sand with FM around 1.00 for filling geo-textile bags, coarse sand with FM>1.5 and shingles or stone chips for manufacturing CC blocks. Local sand can be mined from nearby river beds. Coarse sand is available at Bhuapur on Jamuna left bank, few km upstream of


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Jamuna Bridge. However, it is becoming increasingly difficult to find the shingles, the important ingredient for manufacturing CC blocks. This material could be cheaply collected from northern Bangladesh is almost exhausted. The shingles or crushed stones will have to be collected from Sylhet-Sunamganj areas or the Maddhapara granite mine.

6.3 Capacity of Local Contractors

Due to relatively simple technical nature of work and size of contract, no big construction firms have emerged in water sector construction work. Although there is a large base of contractors spread all over the country, who solely engage themselves in water sector construction business, most of them are small to medium sized contractors. Only a few have some financial strength, commonly their technical capacity is rudimentary.

6.3.1 Capacity for Riverbank Protection Sustainability of constructed bank protection work always remains a big issue. Revetment built at many places suffered collapse partially or fully. One of the causes suspected is that the protection material may not have been placed properly and covers the underwater bank completely to prevent scour and erosion. The special method and technique developed under JMREMP for revetment construction is being considered effective in providing sustainable coverage. A number of contractors have acquired capacity to execute bank protection work following special method and technique of JMREMP. These contractors, despite appreciating the techniques of special under water construction method adopted in the project find little motivation in acquiring and owning barge and tug boats in the absence of guaranteed work contract in subsequent years.

An informal opinion survey was carried out among twelve contractors who regularly work for BWDB, leading to following findings (the complete survey description and analysis can be found in Annexure-3): • Most contractors started business about 25-30 years ago. All had a humble beginning with contract

values of few hundred thousand Takas. Typically, the present size of their contracts range between BDT 100-200 million (USD 1.2 to 2.5 million). The annual turnover, with exception of one respondent, ranges between BDT 100 and 500 million (USD 1.2 and 6.2 million).

• All contractors interviewed possess some equipment, mostly earth moving. None possesses any riverine craft, suitable for use in river bank protection work. All respondents have permanent staff (technical and support) on permanent pay roll, however, the number varies greatly, typically from 2-15. One contractor employs more than 100 permanent staff.

• Most contractors agreed that under water revetment construction can be effectively done by dumping sand filled geo-bags from positioned barge. Dumping from country boat does not ensure complete coverage of underwater bank. However, almost all respondent informed that finding barge on hire is difficult.

• One interesting finding is that all contractors found more satisfaction in working under a donor funded project than working under exclusively GoB funded project. Apart from getting paid regularly, the presence of consultants helped them to resolve any technical issues quickly.

6.3.2 Capacity for Embankment Construction

Local capacity in road construction sector has advanced greatly the last 40 years. Many big constructions firms have come up who possess highly skilled manpower and large equipment base. This capacity would be helpful in implementation of the presently planned project as the project envisages construction of embankment cum road, using dredged material from the river bed as fill material.



7 Procurement Plan: Tranche-1 Project

7.1 Packaging Rationale The procurement packages have been proposed in line with the geographical location of the proposed work, BWDB administrative jurisdiction, technical consideration, and the manageability of large contracts.

7.1.1 Geographical Location and BWDB Administrative System The locations, where construction works will be executed, falls under the geographical jurisdiction of different BWDB Divisions. The construction contracts will be administered and work will be supervised by the respective field Division in whose geographical jurisdiction worksites are falling. Four such field Division under different administrative hierarchy will be involved under tranche-1.

7.1.2 Active Contract during Flood Periods The riverbank protection revetment is not a rigid structure. Materials required and techniques followed for construction of underwater part and above water part of the revetment are different. These characteristics of revetment allow for construction in segmented way. In JMREMP, the two parts were built under separate contracts, underwater part being constructed first. The approach was adopted for piloting the design configuration and construction methods.

Now, several limitations of the approach can be identified.

• It requires additional bidding and takes longer time to build the protection over the specific reach in full configuration.

• The effectiveness of underwater revetment is contingent upon complete coverage of bank/bed by protection element i.e. sand filled geo-bags. During the initial years after construction, condition of river bed should consistently be monitored in the flood period and additional materials should be placed, if needed.

• In absence of active contract, the project authority may face difficulty in meeting with emergency situation or adaptive dumping following the primary construction as engaging a contractor with necessary boat/barge during high flood season all on a sudden is difficult.

JMREMP construction technology and methods are well established now. A period over two construction season (the period between November-May) at the minimum is required for construction of revetment in full configuration. Combining the construction of two parts under one contract will ensure enhanced integrity of the revetment, presence of active contract for longer period without gap. Another positive point in favour of the proposed arrangement is that it will create higher motivation for the contractors to rent or build own barges if they are engaged for a number of years at one site.

To address issues described above, PPTA team proposes the period of a bank protection work contract a little over two full years from the date of issuing work order, covering part of third dry period. This will facilitate up keeping the revetment over the first two flood seasons, as the contractor will be engaged in flood-standby and emergency dumping should the situation arise. As explained earlier the work methodology is sufficiently safe to work during the flood season. Any damages sustained by above water part i.e. wave protection can be repaired in the last part of contract period which will be dry early part of third dry season.


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7.1.3 Optimizing Contract Size In executing the revetment construction as per JMREMP method, the contractor needs to mobilize barge and tugboats. During construction of revetment under JMREMP, the contractors faced difficulty in arranging barge and tug boats and progress of work suffered.

The new project plans to construct about 15 km bank protection at four geographically far distant locations concurrently. At each location, number barges and tugboats will be required over the limited time period as allowed in the contract. It may pose a risk to timely execution of work, if contractors have to rely on hiring those from the market.

The contract size should be large enough to be cost effective in mobilization of the said river crafts and other equipment. Reasonably large sized and longer term contract may encourage the contractor to buy and own barge and tug boat.

7.2 Procurement Methods ADB’s Procurement Guidelines will be applied for all procurements under the new project. Current ADB policy, applicable to Bangladesh, requires that for procurement of goods costing up to US $1 million, National Competitive Bidding (NCB) procedure be applied, above this threshold, International Competitive Bidding (ICB) procedure be applied. For civil work procurement, the threshold value for NCB is US $2 million. Above this threshold, ADB suggests procuring civil works following ICB procedure, while NCB procedure will be applied below the threshold. Consulting services for special studies and feasibility study and project implementation support will be procured under international competitive bidding procedure. It is suggested to incorporate the NGOs for resettlement and community disaster management in the main consulting package to allow for the timely and parallel start of all critical activities. Other NGO services may be procured under NCB procedure.

7.3 Procurement Packages Procurement packages have been proposed incorporating related work components, considering overall procurement requirement. In total, there will be 8 goods procurement packages, 14 wok procurement packages and 9 services procurement packages. Out of the 8 goods packages, 4 will be for geo-textile material (bag and sheet) supply, remaining 4 goods packages are for procurement of transport vehicles, procurement of survey equipment, procurement of computer and software and procurement of different input for livelihood development program.

Out of 14 work packages, 5 are for embankment construction, remaining 9 packages are for RBP work procurement including emergency works.

Some civil work construction will be needed for land recovery pilot works. As the detail of work and location will be determined through land recovery study, packaging these works is differed until completion of such study.

Some other small procurement of services and supplies will be required in connection operation of PMO. As the these will be procured periodically as and when required and size is small, packaging of these procurement have not been done.

The full list of identified packages with description, location, included work components in each package, cost and linkage between work and goods supply packages are presented in Table-Table 7-1.



Table 7-1 List of Procurement Packages

Package Description ´ Method Amount (BDT)* Amount(USD) Lot Good G-01 Supply of Geotextile bags and sheets at Chauhali in ICB SSOE 364,467,905 4,555,849 2 the district of Sirajganj G-02 Supply of Geotextile bag and sheets at Zafarganj and ICB SSOE 397,765,659 4,972,071 2 Harirampur in the district of Manikganj G-03 Supply of Geotextile bag and sheet at Harirampur in ICB SSOE 360,904,663 4,511,308 2 the district of Manikganj G-04 Supply of Geotextile bags and sheets at Benotia ICB SSOE 307,935,633 3,849,195 3 (Sirajganj), Chauhali (Sirajganj) and Zafarganj (Manikganj) G-05 Supply ofJeep and Motor Cycles (in 2 lot) NCB SSOE 100,145,000 1,251,813 2 G-06 Supply of computers and application softwares NCB SSOE 8,940,000 111,750 2 G-07 Supply of Survey Equipment’s NCB SSOE 8,900,000 111,250 2 G-08 Supply different input items for livelihood support NCB SSOE 37,181,100 464,764 3 program Summary for Good procurement (8 packages) 1,586,239,960 19,827,999

Work W-01 Construction of new embankmenkment with ICB SSOE 414,025,000 5,175,313 1 pavement from Kaijuri to Bhatpara under Shahjadpur upazila in the district of Sirajganj W-02 Construction new embankment from Bhatpata to Gala NCB SSOE 110,854,002 1,385,675 1 under Shahjadpur upazila in the district of Sirajganj

W-03 Construction new embankment from Gala to NCB SSOE 114,480,002 1,431,000 1 Verakhola under Shahjadpur upazila in the district of Sirajganj W-04 Re-construction of Baral/Hurasagr LB Embankment : NCB SSOE 144,605,602 1,807,570 1 Baghabari-Verakhola (D/S Reach, 4.80 km) W-05 Re-Construction of Baral/Hurasagr LB Embankment : NCB SSOE 145,453,400 1,818,168 1 Baghabari-Verakhola (U/S Reach, 5.70 km) W-06 Construction of comprehensive bank protection work ICB SSOE 446,245,000 5,578,063 1 at Chauhali (Reach 1 - 2.5 km) W-07 Construction of comprehensive bank protection work ICB SSOE 446,245,000 5,578,063 1 at Chauhali (Reach 2 - 2.5 km) W-08 Construction of comprehensive bank protection work ICB SSOE 356,996,000 4,462,450 1 at Zafarganj (2.0 km) W-09 Construction of underwater bank protection work at ICB SSOE 329,794,500 4,122,431 1 Harirampur (Reach 1 3.5 km) W-10 Construction of underwater bank protection work at ICB SSOE 329,794,500 4,122,431 1 Harirampur (Reach 21 3.5 km) W-11 Construction of comprehensive bank protection work ICB SSOE 180,621,000 2,257,763 1 at Verakhola (1.0 km) W-12 Emergency and Adaptive bank protection work (2014) NCB SSOE 17,820,001 222,750 1

W-13 Emergency and Adaptive bank protection work (2015) NCB SSOE 18,360,000 229,500 1 W-14 Emergency and Adaptive bank protection work (2016) NCB SSOE 17,820,001 222,750 1

Summary for Work procurement (14 packages) 3,073,114,008 38,413,925


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Table 7-1 (continued)

Package Description Scope Method Amount (BDT) Amount(USD) Lot

Service S-01 Consulting Services for institutional Strengthening Intern. QCBS 1,070,788,368 13,384,855 1 and Project Management Consultant S-02 NGO Service for Resettlement Plan Implementation NationalQ(C)BS 39,248,981 490,612 1 S-03 NGO Service for Livelihood Development National.Q(C)BS 27,117,458 338,968 1 S-04 NGO Service for Community based Flood Risk NationalQ(C)BS 74,904,100 936,301 1 Management S-05 Consulting Services for Multi-beam National QCBS 66,240,000 828,000 1 Echo Sounding Survey S-06 Erosion Prediction NCB SSS 30,400,000 380,000 1 S-07 ADP MIS development including training and initial NCB QCBS 37,030,000 162,575 1 operational support S-08 Asset MIS development including training and initial NCB QCBS 24,150,000 301,875 1 operational support S-09 NGO Services for Environmental Management NCB QCBS 59,800,000 747,500 1 Summary for Service procurement (9 packages) 1,405,528,907 17,569,111

Grand total (31 packages) 6,064,882,875 75,811,036 * inclusive of all local duties and taxes The full list of identified packages with description, location, included work components in each package with cost given in Annexure 4

7.4 Implementation Schedule The duration of tranche-1 project is four years, starting from fiscal 2014-15 which begin in July 2014. The works envisaged should be completed within this time period. The procurement plan is proposed accordingly. Importantly, the bridging phase between the end of the current PPTA and before the loan is signed will be used for important preparatory activities to ensure that construction can start immediately after the 2014 flood season.

7.4.1 Bidding Time Requirement

As per ADB Procurement Guidelines, a time period, not less than six weeks from the date of the invitation to bid or the date of availability of bidding documents, whichever is later, shall be allowed for the preparation and submission of bids under ICB procedure. Where large works or complex items of equipment are involved, a longer period should have to be allowed to enable prospective bidders to conduct investigations before submitting their bids.

The works to be executed under the proposed project, described earlier, are moderately complex. In the cases of geo-textile bag/sheet supply bidding, the intending participant shall have to provide a lot of information including financial capacity, production capacity; general and mechanical properties of the material to be supplied, ISO compliance etcetera and have to submit evidentiary documents in support of their disclosure/declaration. In the cases of riverbank protection work or embankment cum road construction work, the prospective bidder from outside may wish to visit the site before deciding finally to bid.



For all cases, a pre-bid conference has to be mandatorily arranged to provide opportunity to make queries and get necessary clarification on any matter on specific bidding process. Absentee purchasers of bidding document will have to be provided in writing the queries made in the conference and clarification given thereof. To allow for all these points, a time period of two month for bid preparation and submission is assumed as minimum requirement.

Bid evaluation process will require not less than a month often two to three months. The evaluation report may have to be cleared from ADB which may take minimum two weeks. As per current Government of Bangladesh ‘Delegation of Financial Power’, bid evaluation report for procurement with estimated value above BDT 240 million will go to the administrative ministry. From discussion with BWDB, it is understood that another one month will be required to get the bid evaluation report approved by the Ministry of Water Resources. In the cases of geo-textile supply bid, an additional one month may be required for carrying out test on material sample submitted by the respective bidders with bid through an independent laboratory to confirm test results on various mechanical properties. Over and above, a contingency time period of one month is assumed to allow for uncertainties arising out of political/ social turmoil or resolution/ disposal of complaint, if happens or is raised. Summed up, it turns out that a time period of 7 months for geo-textile bag and 6 months for work procurement should be assumed to complete process from bid invitation to award of contract. Such allowance for bidding process will minimize risk of slippage of implementation schedule.

7.4.2 Mobilization/Manufacturing/Shipment Time Requirement The wining geo-bag supply contractor will have to be allowed reasonable time period for manufacturing and shipment. As in the cases of JMREMP, a period three month was allowed before first shipment reached the designated supply point in the project area.

The successful riverbank protection work contractor will have to arrange barge and tugboats. Similarly, the embankment contractor will have to arrange dredger, long pipe and other equipment. In both cases, a mobilization period of two months may be needed before commencement of physical work.

7.4.3 Sequencing of RBP work and related Geo-bag Procurement Geo-bags required for bank protection work will be procured under separate contract independent of work procurement. Geo-bag supply procurement need somewhat longer time period both for bid process and mobilization period than protection work contract.

Huge quantities of geo-bag will be required at each RBP work sites. Presently, there are no storage facilities at or near work sites, even at Divisional headquarters, except at Kaitola Construction Division where some storage facilities were built under JMREMP.

Taking into account the above factors, the bank protection work procurement and related geo-bag supply procurement need to be scheduled in a way that will ensure timely availability of geo-bags at construction site as well as progressive use of geo-bags in construction with the progress of supply without necessitating large storage facilities. Figure 4 below depicts the logical sequencing of geo-bag and RBP work procurement process. The geo-bag procurement process should be started two month ahead. The situation is pictorially depicted in


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Process Description withestimated time Timing Geo-bag procure-ment

Bidding process (7 months) 7months Lead time for shipment (3 months) 3 months

Physical supply at site (variable) Variable

RBP work procure-ment

Bidding process (6 months) 6 month

Mobilization (2 month) 2 month

Physical work (variable) Variable

Figure 4:Logical sequencing of procurement process of RBP work with related separate Geo-bag supply

7.4.4 Bid Invitation Timing Floating of Invitation of bid is milestone for particular procurement package.

RBP Works

To have the physical dumping process (sand filled geo-bags)commenced on 1 November 2014, time to float bid invitation can be calculated back following above sequencing schedule. Thus, bid for RBP work procurement at Chauhali, Zafarganj and Harirampur(upstream3.5 km reach)should be floated on 1 March 2014.Taking a two month lead time period, the related geo-bag supply procurement process should commence on 1 January 2014.

The invitation of bid for Verakhola and Harirampur (downstream 3.5 km reach) RBP works are scheduled on date one year later.

Embankment Work Embankment construction can be started up by November 2014 as the very beginning of dry period. This will necessitate invitation of bid by 1 March, 2014. This means that eight ICB work bidding processes go simultaneously. Two ICB geo-bag supply bids, called earlier in January, will be also be under processing at that time. This will create big concentrated work load on PMO which is not desirable. The other point is that the RBP work will follow standard design will not require preparation detailed engineering design. However, as embankment construction work will include regulators and road pavement, preparation of detailed design and specification will require more time before bid can be floated.

Considering above factors, bid invitation is scheduled on May 2014. The staggered manner of bid invitation will keep the work load of PMO to some extent manageable level

7.4.5 Execution Time Period

7.4.5.1 Riverbank Protection Work

It was mentioned earlier that the execution of works for building riverbank protection revetment in full configuration, as per adopted technology, requires two dry periods at the minimum. The physical work should start in the month of November of year 1 and be completed by June of year 2, just before the beginning of yearly flood season. One flood season is automatically included within this execution time period. However, before limiting the contract duration within this time period, certain practical issues seem worth considering. Work packages are moderately large. The above water works related to embankment construction are contingent upon getting land possession. Any delay in getting land possession will hamper progress. Any damage sustained during last flood by the newly built work may need repair. All these circumstances may require additional time period. In case of necessity, contract



time can be extended. Administratively, approval of time extension goes to progressively higher level, with increase of required additional time period which again may take time. Considering the factors, it is suggested that the contract period should cover the following flood season and extend up to mid dry season next to take care of uncertainties. To control unnecessary rolling the progress over float period, the time to complete each component of works will be clearly mentioned in the contract. The chart in the Figure shows completion time of different process under RBP work contract. The overall contract period should be 30 months.

Work Process Year-0 Year-1 Year-2 Year-3

Flood (Jun-Oct))

Dry Period (Nov-May)

Flood (Jun-Oct)


Flood (Jun-Oct)


Mobilization

Underwater dumping of geo-bags

CC block Manufacturing

Emergency/ Adaptive dumping

Placing above water wave protection

Repair of wave protection damages

Contract Period (30 months)

Figure 5Bar chart showing completion of time different process under a RBP work contract.

7.4.5.2 Embankment Construction Work

Across the planned embankment, several regulators/ sluices will be constructed to effectuate drainage and controlled intake. The segment of embankment from Kaijuri to Verakhola provided with road pavement in the tranche-1 while road pavement on the segment from Verakhola to Baghabari will be provided during next tranche. All the work components along a particular reach will be built to finished configuration with all features as per design specification under a single contract. Thus embankment construction will involve earthwork, structure construction and paving the top surfaces.

In designing the embankment, a free board of 1.50 meter has been added over the 100 year flood height to arrive at final embankment design height. Earth filling in building the embankment to full configuration should be carried out in phases. Filling up to the design flood height will be carried out in the first year; remaining height will be achieved in the second year. Road pavement will be provided in the third year. This approach will allow natural consolidation in addition to the prescribed mechanical compaction.

Construction embankment will require extensive land acquisition and resettlement of quite a big number of households. Again, as reasoned for the bank protection revetment work, some float time should be provided for taking care of uncertainties. The chart in the Figure shows completion time of


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different process under embankment work contract. A contract execution period is assumed over a period of 42 months covering four dry period (Annex 2).

Work Process

Year-0 Year-1 Year-3 Year-3 Year-4 Wet

Period* Dry Period* Wet

Period Dry Period Wet

Period Dry Period Wet

Period Dry

Period Mobilization

Earth filling, Stage-1

Earth filling, Stage-2

Regulator construction

Diversion & Closure

Pavement construction

Damage Repair

Contract Period

(42 months)

*(Wet Period : June – October, Dry Period : November – May)

Figure 6: Completion time for different work process under embankment work contract

7.4.6 Land Acquisition and Resettlement Both construction of embankments and riverbank protection works will require land acquisition. As per JMREMP practice, land acquisition for revetment construction is deferred until underwater protection is provided. This approach is adopted as extent of land acquisition can be firmed up only after stabilization of bank line. Thus commencement of physical work for RBP revetment construction can begin before getting land possession. No resistance from landowner was encountered as the land had already eroded and was out of use.

The situation is different in the cases of embankment construction. The lands under the proposed right of way are either homestead or agricultural land under active cultivation. Physical construction cannot be commenced before land acquisition process is complete and possession is transferred by the Deputy Commissioner in favour to requiring body i.e. BWDB. Where the RoW falls on homesteads, the affected households should be given time to resettle through self relocation or through project assisted relocation. This will further delay works on homestead segments.

BWDB wants early commencement of project implementation and plans to start up both RBP work and embankment construction at the start of 2014-15 fiscal’s dry period i.e. November 2014. Achieving this target will require getting possession of embankment land by the time. To happen this, land acquisition process should be initiated a year ago, by November 2013. Before submission of land acquisition proposal to concerned DC, DPP of project should have to be approved. The starts up dates of LA process for corresponding start up physical work are presented in the Table 7-2 below.



Table 7-2: Start up dates of LA process

Description 2013-14 2014-15 2015-16 Milestone Dates

DPP Approval 31 October 2013

Initiation LA Process -JRB1 Embankment

1 November 2013

Start up of JRB1 Embankment work

1 November 2014

Initiation LA Process -JRB1 RBP work

1 November 2015

Start up of JRB1 RBP work at Verakhola

1 November 2015

Initiation LA Process – JLB2 RBP (Chauhali, Zafarganj)

1 November 2014

Start up JLB2 RBP work (Chauhali, Zafarganj)

1 November 2014

Initiation LA Process – PLB1 RBP (Harirampur) Upstream Reach

1 November 2014

Start up PLB1 RBP work (Harirampur) Upstream Reach

1 November 2014

Initiation LA Process – PLB1 RBP (Harirampur) downstream Reach

1 November 2015

Start up PLB1 RBP work (Harirampur) downstream Reach

1 November 2015

7.4.7 Implementation Schedule

The time period of each identified procurement packages has been computed according to discussion of paragraph 7.4.1-6. The bar chart in Figure 7 presents the overall implementation schedule including all types of procurement.

A procurement plan as per ADB format is attached as Annexure-5 .


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Figure 7: Implementation and Procurement Plan

PPTA 8054-BAN: Main Rivers Flood and Bank Erosion Risk Management Program


Figure 7 continued Implementation and Procurement Plan


Page 27

8 Issues, Risks and Mitigation Actions

8.1 Application of FIDIC Contract Procedure There are 13 work packages under this procurement plan. Of these, 10 fall in ICB category as being above the current threshold of USD 2million. Due to special nature and situation, works under each package will be executed over a long period 2-4 years. This translates into low turnover per year. In addition, the work strongly depends on the involvement of local communities and villages where the work will be implemented. Though the package cost will exceed the threshold value, it may not attract contractors from outside the country. Application of domestic preference will further reduce the attraction for foreign bidder. Quite a number of local contractors have acquired experience in constructing the particular type of bank protection work to be built under the project. While this argument supports the procurement of bank protection works under NCB bidding procedure, the use of the FIDIC conditions of contracts under ICB provides a clear advantage for the ICB procedure. It is gathered from BRM source that ADB is contemplating to raise ICB threshold for civil works to the order of USD 5-6 million from the present value of USD 2 million. The biggest package planned under the project is to have an estimated value of US $5.58 million. The work will be executed over 3 years. The average yearly work value will be below 2 million.

While the procurement method might change for the following tranches, the consulting team strongly recommends following the FIDIC contract procedures as per ADB ICB document

8.2 Application of Domestic Preference in Geo-bag Supply Contract For bank protection works, large quantities of geo-textile bags are needed. Though there are two manufacturers of geo-textile bags in the country, for better competition and to open opportunity for interested manufacturer from ADB member countries, taking supply of geo-textile bags may be done under ICB procedure. As both domestic manufacturers are also bidding internationally, we recommend not applying any domestic preference in order to avoid paying a prime over and above the international market rate.

8.3 Need for Consultancy Support in Bridging Period This implementation and procurement schedule has been prepared based on agreed intention of starting up physical work s at the beginning of 2014-15 fiscal dry sessions i.e. November 2014. Meeting this target needs initiation of procurement process for Geo-textile bag supply by January 2014 and for works by April 2014. Bid documents with detailed engineering drawing, technical specifications should be ready prior to invitation bid. As construction of regulators/ sluices and road pavement work will be packaged into the corresponding embankment construction work, detailed designs and specifications should be available by the time.

The land acquisition process should start up even before, just after the approval of DPP by ECNEC which is scheduled for by the end of October 2013. Resettlement implementation should also commence somewhat earlier say by July 2014.

All these works will require consultancy support. The recruitment of main implementation support consultant will be initiated in November 2013.However, fielding of consultant is not expected before July, 2014.As per this implementation schedule, majority of bidding process will be at the final stage and there will be little scope for incorporating any changes, if felt needed, at that point. Thus without

PPTA 8054-BAN: Main Rivers Flood and Bank Erosion Risk Management Program


presence of consultant in the period between conclusion of this PPTA and fielding main implementation consultant, the implementation as per proposed schedule will run into risk.

At the circumstances, the PPTA consultant foresee services of one international river management expert (intermittent), one national planning cum procurement expert, one national design expert and some support professional (one Junior Engineer, one GIS operator, one CAD operator and one word processing operator) including some logistics (one micro-bus, one printer etc.)

8.4 Conclusion Only consultancy support will not be sufficient for realization of this implementation schedule. More important in regard to project implementation are administrative actions. Committed and visionary management actions will be required for achieving the planned implementation schedule.

Many administrative actions are required to take prior to loan effectiveness, even before loan signing. Concerted efforts will be required to remain on schedule.

In the event of proactive actions are not taken, the implementation as per planned schedule will slip which means the vulnerable sites will remain subject to erosion for one more year. The situation may not be desirable either to Government or ADB.


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List of Annexure: Annexure 1A: Procurement Capacity Assessment Report and Recommendations.................................. 31 Annexure 2B: General Procurement Environment Assessment (Bangladesh) ......................................... 36 Annexure 3C: Procurement Capacity Assessment Agency Questionnaire (BWDB) .................................. 45 Annexure 42: Historical time Period required for Procurement made under JMREMP ............................. 54 Annexure 53: Contractors Capacity Assessment Survey and Findings ....................................................... 55 Annexure 64: Package Detail with Quantity and Cost................................................................................ 60 Annexure 75: Procurement Plan (ADB Template) ...................................................................................... 70


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Annexure 1A: Procurement Capacity Assessment Report and Recommendations

Proposed Project Name: Flood and Riverbank

Erosion Risk Management Program

Proposed Amount (US$): 250 million

Executing/Implementing Agency: Ministry of

Water Resources (MoWR)/ Bangladesh Water

Development Board (BWDB)

Source of Funding: {XXXX}

Assessor: Md. MakbulHossain Date: March 2013

Expected Procurement

The envisaged procurements under the tranche-1 project will comprise (i) civil works including construction/ rehabilitation of 29 km embankment, construction of 16 km bank protection revetment and strengthening existing 10 km bank protection revetment; (ii) goods including 6 million geo-textile bags , 4 Barges, 6 transport vehicles, ICT equipment with peripherals and software packages and (iii) services including consulting firms for implementation support/ river stabilization studies/ feasibility study of next tranche project and NGO services for resettlement planning and implementation, NGO services for community based flood risk management, developing ADP and O&M MIS.

General Procurement Environment Assessment

Risk Assessment:

Risk assessment associated with general procurement environment has been conducted. Following are the identified criterion wise risk rating: Legal and Regulatory Framework - Low

Institutional Framework - Average

Procurement Market and Operations - Average

Integrity of the Procurement System - High

Overall risk rating - Average

Summary of Findings:

Bangladesh has enforced a comprehensive procurement law – the Public Procurement Act, 2006 (PPA 2006) which covers all types of procurement. The law is sought to ensure transparency and accountability in public procurement and fairness to all participants in Government purchases. The law is supported by Public Procurement Rules, 2008 (PPR 2008) which provides necessary explanation and modality of application. The provisions of the law and regulations are consistent with internationally accepted principles and practices. Standard bidding documents for Goods, works and consultancy services have been prepared and made mandatory for use in making procurements. Thus, the Act, Rule and Standard Bidding Documents provide a unified national procurement framework.

Implementation Monitoring and Evaluation Division (IMED) is the central and apex organization of the Government for Monitoring and Evaluation (M&E) of public sector development projects that are



included in the Annual Development Program (ADP). IMED also deals with matters relating to PPA. The Central Procurement Technical Unit (CPTU), established under IMED in 2002, acts as the central organ of Government for policy formulation, coordination, monitoring and improvement of the public procurement process. The CPTU also has the authority to intervene in the bidding process if complaints are made by any or more bidders. It also acts to resolve such disputes or complaints. Recently CPTU has introduced the web based procurement system, called ‘Electronic Government Procurement (e-GP) System’ that provides online platform for carrying out procurement activities. Presently, some 16 units under four Government organizations are using e-GP system for carrying out part of their procurements on pilot basis. BWDB is one of the four organizations.

In spite of existence of international standard law and regulation, the public procurement regime remains somewhat weak. This can be attributed to (i) a lack of understanding of applicable procurement rules and regulations among officials involved in procurement, (ii) unwarranted intervention from local politician (iii) inadequate oversight capacity of regulatory authority and (iv) largely in effective system of appeals and review of procurement decisions. All these factors appear to undermine the integrity of the public procurement system. However, as Government has targeted full introduction of e-GP System over the next few years, a meaningful oversight may be possible after the said system is fully introduced for all procurement cases. The e-GP system, when fully introduced will generate national procurement database as by product paving the way for evaluation of effectiveness of procurement framework.

Organizational and Staff Capacity

Risk Assessment: Low Summary of Findings: BWDB is a major implementing agency of the Government. Since its creation in 1959, the organization has implemented large number of projects including big and medium sized projects. Most of the major and important projects were implemented with external assistance; in fact, up to the year 2000, project aid used to exceed Government funding in BWDB ADP. Seven aided projects are under implementation currently and cumulative project aid component constitutes 27.11% of ADP (BDT 2, 0858 million) for the current fiscal (2012-13).

As is a major implementing agency, procurements constitute major activities of BWDB. The engineering staffs of the organization are quite familiar with the processes of all types of procurement i.e. goods, works and consulting services. The donor agencies of water sector projects constitute agencies of friendly governments, international agencies and financial institutions. As most of donor agencies had imposed their own procurement policy and rules in respective aided project, BWDB staffs are also familiar with procurement rules and procedures of major donor agencies.

Over the decade long water sector reform initiatives beginning mid 1990s, BWDB underwent a staff reduction (mostly supporting staff) as well as complete halt on new recruitment in all categories. This put a strain on implementation capacity due to shortage of staff in the junior ranks. Only, since 2005, Government lifted ban and new recruitment has now become regular phenomenon. Moreover, a proposal for increasing staff strength of BWDB is under final stage of approval process. However, BWDB is facing the problem arising out of departure of significant number of new engineering recruits within initial years. Of the 88 young engineers recruited in 2005, 43 left the organization. This phenomenon requires carrying out induction repeatedly.


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Project Management Office (PMO)

The present PMO (called as PMO-JMREMP) was established with the responsibility of implementing the ‘Jamuna-Meghna River Erosion Mitigation Project’. Historically speaking, PMU-CAD Project was designated as PMO-JMREMP. Though the JMREMP closed after June, 2011, it is being continued for overseeing the current TA project. It is understood that this unit will be entrusted with the implementation responsibility of the future investment project, may be with a changed name as was the case previously. This unit, with changed names at different project period, is dealing with ADB assisted projects since quite long period in the past. The unit retains project related procurement documents and knowledge. There is one senior professional staff, working at this unit for the last 8 years, who had been specifically involved in ICB procurements under JMREMP. There is also one supporting staff from accounting cadre, who is working at this unit for even longer period, is familiar with ADB disbursement process and possesses hands on working experience. Some of the professional staffs, which have recently joined this unit on transfer, possess substantial direct procurement experience. The present Project Director, who is very experienced in procurement will retire by the time the implementation of new project commences. However, it is agreed that the present PMO will be strengthened by upgrading its rank and staff strength. An Additional Chief Engineer, having procurement proficiency, in addition to other management capacity, is expected to be posted to work as Project Director. Thus, the capacity of PMO in respect of procurement activities will be at satisfactory level. Moreover, as always had been the case, any capacity gap, may be filled with provision of a procurement specialist in team of implementation support consultant.

Information Management

Risk Assessment: Information Management Average Summary of Findings: Procurement records are maintained at the respective procuring units for longer periods beyond project implementation. Records are kept in paper/physical files. As the information are not maintained in a structured manner, instant retrieval is difficult. Moreover, shifting office location sometimes causes loss or misplacement of files and thereby loss of vital information.

Procurement Practices

Procurement of Goods and Works Risk Assessment: Low Summary of Findings: Procurements of goods and works under aided projects are quite frequent in BWDB as a number of such projects used to be in the annual development program portfolio. In most cases, procurement is carried out following guidelines of concerned donor agencies. The national procurement framework is also in line with international practice. Following national guidelines leads to similar outcomes as following donor guidelines. Under NCB, bidding process can be completed by 4 months. However, guidelines of donor dictates little longer timeline at each stage of bidding process, and thereby requires about 50% more time to complete bidding process.



Consulting Services Risk Assessment: Procurement Practices Average Summary of Findings: During tranche-1 project implementation, implementation support consultancy service as well as long term river stabilization study and feasibility study of tranch-2 project consultancy services will be required. In addition, NGO services will be required for resettlement plan implementation and disaster preparedness. As these services are required for developing and application of innovative methods and procedures, recruiting qualified consultant will be challenging. Procurement of consulting services is not as frequent as the procurement of goods or works. Time required for service procurement is much longer. Evaluation of expression of interest (EOI) and proposal evaluation requires special skill. Usually planning offices carryout consulting service procurement. BWDB have experience of recruiting international and national consulting services, but may not be enough for this project.

Effectiveness

Risk Assessment: Low Summary of Findings: The institutional arrangement and practice appear to be generally adequate for making procurement effectively.

Accountability Measures

Risk Assessment: Low Summary of Findings: Adequate process control and oversight mechanism is established in the national procurement framework and organizational practice. There is no provision and practice opposed to the ADB procurement guidelines. All required procurements are detailed out in approved development project proposal/ proforma(DPP). Thereafter, no additional approval is required for initiating and carrying out procurement except approval bid evaluation from competent authority as per delegation of financial power. Draft bid document, when exceeded certain cost ceiling have to be approved by Director General. In the process, the draft is reviewed by Director, Central Procurement Cell which acts as knowledge procurement knowledge hub. This eliminates associated risk to great extent.

Summary Assessment

Overall Risk Rating : Low

National procurement environment is founded on sound legal procedural framework and is generally is conducive for making effective procurement under the project. The EA i.e. BWDB is quite experienced in procurement of Goods, works - both for exclusively government funded project as well as aided project. But their capacity is somehow limited for procurement of consulting services. There is wide variation of degree of knowledge and experience among individual staff member on procurement process and issues. Personnel assigned to the project, especially those who will be dealing with procurement may need undergoing orientation training on ADB procurement guidelines and procedures. Another weakness about BWDB is that they does not maintain central database of procurement. Such information, if existed centrally, could help quick checking of bidders qualification


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and experience thereby lessening bid evaluation time as well as avoiding misinformation.

Specific Recommendations, Project Implementation

Risks Recommended Action Responsibility and comment

High margin of domestic preference scheme

Conduct survey of geotextile manufacturing industry in the country and asses extent of value addition to fix a rational margin for domestic preference scheme.

ADB can engage an independent expert to carry out the survey, analysis and recommendation (as proactive action before commencement of implementation)

Capacity Constraint Recommended Action Responsibility and comment

Individual staff member assigned to the project may not have adequate knowledge and experience of procurement under ADB aided project

Impart training on ADB procurement guidelines, methods and procedures.

BWDB and ADB

General Recommendations, EA/IA

Risks/Capacity Constraint Recommended Action Responsibility and comment

Inadequate capacity for oversight of organization wise procurement activities.

Develop M&E procurement oversight.

BWDB may take initiative to develop and institute a ‘Procurement Information Management System’ with adequate tools for automatic auditing and surveillance. The action may be taken up under any aided project.

General Recommendations, Procurement Environment

Risk/Capacity Constraint Recommended Action Responsibility and comment

No such risk is identified.

None



Annexure 2B: General Procurement Environment Assessment (Bangladesh)

Risk Ratings Extremely High High Average Low

I. Specific Assessment and Ratings

Question Yes/No Narrative Explanation Risk A. LEGAL AND REGULATORY FRAMEWORK 1. Is there a procurement law?

Is there a single law governing procurement that is consistent with internationally accepted principles and practices; or is procurement governed through various laws, decrees etc.?

Yes The parliament passed “Public Procurement Act, 2006” in 2006 (act 24 of 2006) . The law came into force after Government framed regulations under the act in 2008. The law provides a unified national procurement framework. The draft of the law was prepared under World Bank assisted “Public Procurement Reform Project”. The provision of law is consistent with internationally accepted principles and practices. It is mandatory for all government departments/ agencies to follow the law in all kind procurement using public money.

Low

2. Does the procurement law have implementing regulations? Does the procurement law have implementing rules and regulations that support it by providing the details that are not normally found in a law? Are these clear, comprehensive and consolidated as a set of regulations that are available in a single and accessible place? Are these regularly updated?

Yes The Government has framed The “Public Procurement Rules-2008” under the provision of above mentioned procurement law. The rules provide necessary explanation and modality of application of the procurement law. The rules cover every aspect of procurement process in clear and concise phrasing. Central Procurement Technical Unit (CPTU) within Implementation Monitoring and Evaluation Division (IMED) is entrusted with overseeing the compliance of the law. CPTU, with approval of government, amend/ updates the provision of the Rules, which appears necessary in the light of international practices and experience gained in course of public procurement process in the country.

Low

3. Are the procurement law and regulations clear and concise? If there is a single law that is easy to follow, then the risk is “low”. If the law is complex and difficult to follow, then the risk is “average”. If there is no single law, then the risk is “extremely high” or “high”.

Yes Low

4. What does the procurement law/regulation The procurement law covers: Averag


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Question Yes/No Narrative Explanation Risk cover? If there is a single law, the risk will be “low” if it covers drafting and use of standard bidding documents, evaluation, contracting through to the management of contracts, including payment, warranty and defects liability periods. The less the procurement process is covered the higher the risk. If there is no single law, then the risk is “extremely high” or “high”.

(1) Preparation of tender/bid documents, opening and committees and approving authority;

(2) Principles of procurement (General guidelines, participation in procurement process, Complaints and appeals);

(3) Methods of procurement for goods, works etcetera and application (Domestic Procurement, International Procurement, framework Contract);

(4) Methods of procurement of intellectual and professional services and application (Domestic procurement, International Procurement);

(5) Processing of procurement (Advertisement, Prequalification for Works/ Goods procurement, Processing of tender for works/goods, Processing of application in response of request for expression of interest and proposal for intellectual and professional services);

(6) Professional misconduct, Offences. (7) Contract variation

e

5. Does the procurement law/regulation cover the procurement of consulting services? If there is a single procurement law that also covers consulting services, then the risk is “low”. If consulting services are not covered, or there is no law, then the risk is “extremely high” or “high”.

Yes As stated earlier, the public procurement act, 2006 (act 24 0f 2006) is the single law which also covers consulting services as separate procurement category.

Low

6. Does the procurement law/regulation differentiate between processes for goods, works and consulting services? If there is a single law that deals separately with consulting services, then the risk is “low”. If there is a single law that provides some differentiation, but the processes are similar, then the risk is “average”. If there is no single law, or it applies the same processes to consulting services as for goods and works, then the risk is “extremely high” or “high”.

Yes The law differentiates between procurement of Goods, Works procurement and intellectual and professional services.

Low

7. Does the law/regulation require the advertisement of all procurement opportunities? A “low” risk may be indicated if advertisement is required for all procurements above $25,000. An “average”

Yes Section 40 of the procurement law instructs the procurement costing more BDT 500,000 ($ 7000) be advertised in national daily news papers and procurement costing equal or less than the ceiling in local news papers. In

Low



Question Yes/No Narrative Explanation Risk risk may be indicated if advertisement is required only for procurements above $100,000. A “high” risk may be indicated if advertisement is required for all procurements above a threshold that is higher than $100,000. An “extremely high” risk should be indicated if no advertisement is required.

addition to that, the advertisement is published in the CPTU web site as well as in the web site of the department/agency making the procurement. In some special situation, limited tendering method or Direct procurement method may be followed. However, application such method go through strict scrutiny at the HOPE (Head of procurement entity) level and must have valid justification.

8. Are contract awards advertised? The same thresholds as stated at A7 should be applied.

Yes The Section 21 of the law requires the award of contract be notified and intimated. Work or goods contract equal or above BDT 10 million ($ 125,000) and consultancy service contract equal or above BDT 50 million ( $ 62,500) be published in CPTU web site as well as in the web site of the concerned department/ agency. The information should remain public for minimum period of one month.

Low

9. Are there restrictions on goods, works and services on the basis of origin? If there is no limitation, restriction and/or preference scheme, then the risk is “low”. If there are restrictions or a national preference scheme, then the risk is “average”. If procurement is solely limited to those of national origin, then the risk is “extremely high” or “high”.

No There is no such restriction in the procurement law and rules. However, the country of origin must be one having trade relation with Bangladesh.

Low

10. Does the procurement law or relevant legislation and regulation provide acceptable provisions for the participation of state-owned enterprises (SOEs)? If an exception is given to SOEs that are legally and financially autonomous and are not dependent agencies of the purchaser/employer, then the risk is “low”. Otherwise, the risk is “extremely high” or “high”.

Yes If SOE is legally and financially autonomous (PPR 2008, Rule 61(3))

Low

11. Are there restrictions on the nationality of bidders and consulting firms to be invited? If there is no limitation, restriction and/or preference scheme, then the risk is “low”. If there are nationality restrictions or a national preference scheme, then the risk is “average”. If procurement is solely limited to national firms and individuals, then the risk is “extremely high” or ”high”.

There is no such restriction in the procurement law and rules. Bidders/ consulting firm must be national/ registered with a country having trade relation with Bangladesh.

Low

12. Are foreign bidders and consultants forced to submit offers through or with local partners?

No Inclusion of local partner/s is not compulsory; however, such inclusion is encouraged.

Average


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Question Yes/No Narrative Explanation Risk If this is never required, then the risk is “low”. If this is required under certain circumstances, then the risk is “average”. If this is always required, then the risk is “extremely high” or “high”.

13. Is there a domestic preference scheme? If there is no scheme, then the risk is “low”. If it is applied in limited circumstances, then the risk is “average”. If a domestic preference scheme is applied across the board, then the risk is “extremely high” or “high”.

Yes For locally produced goods, domestic preference up to a maximum 15% may be applied. For works, 7.50% (maximum) domestic preference may be applied. [PPR 2008 Rule 83(1)(E)]

Average

14. Is there a national standard mandated for the use for quality control purposes? If there are no mandated national standards or if these have direct and accessible international equivalents, then the risk is “low”. If there are mandated national standards that have no international equivalents, then the risk is “high”.

Yes Following international and national standard can be followed: • International Organization for

Standardization • International Electro-technical

Commission • Bangladesh National Building Code

Bangladesh Standard and Testing Institution’

Low

15. Are any agencies or parts of public expenditure exempt from the procurement law/regulation? If yes, such as defence equipment, then the risk may range from “average” to “extremely high, depending on the extent of the exemption. For example, if an exemption is out rightly granted to medicines, text books or other similar commodities, then the risk is “extremely high”.

No. No agency or no procurement is explicitly exempted under the law.

Low

16. Is the default method for procurement open competition? If yes, then the risk is “low”. If no, or if it is not clearly established, then the risk may be “extremely high” or “high”.

Yes Open tender method is the default method of procurement. Application of other method warrant special situation and requires special approval from higher authority.

Low

17. Is open competition easily avoided? If avoidance requires the approval of an oversight agency, then the risk is “low”. If open competition can be avoided by senior management decision, then the risk is “average”. If the procurement law/regulation allows the avoidance of open competition above a certain national threshold on the basis of circumstances that are not in response to natural disasters, i.e. simple urgency, then the risk is “extremely high” or “high”.

No For application of other method i.e. quotation, limited tender method and direct procurement requires permission from Head of Procuring Entity showing justification. There is also cost ceiling (BDT 2 million or $ 25,000) above which DPM is not allowed.. There is a special provision in the law ( PPA 2006, Section 68) to the effect that, in the cases of urgent national need or to cope with disaster, Government, with the recommendation of the ‘cabinet committee on economic affairs’, can make a procurement following direct procurement method or any other method.

Average



Question Yes/No Narrative Explanation Risk Unless government decide otherwise in the interest of national security or national defence.

18. Does the procurement law/regulation require pre-qualification? If it is only for complex or high value contracts, then the risk is “low”. If no pre-qualification is allowed, then the risk is “average”. If it applies to all contracts, then the risk is “high”.

Yes Only in the cases of technically complex and or high value procurement. (PPR 2008, Rule 91)

Average

19. Does the procurement law/regulation require the pre-registration of bidders? If no pre-registration is required, then the risk is “low”. If it is only required for special types of goods, such as medicines, then the risk is “average”. If yes, then the risk is “extremely high” or “high”.

No Government is gradually introducing web based electronic procurement system (electronic Government Procurement, e-GP). To use the system, the potential bidder needs to be registered with e-GP system.

Average

20. Does the procurement law/regulation mandate the use of standard documents? If it does and there are documents for goods, works and consultants services, then the risk is “low”. If it is required just for only two of the three procurement types, then the risk is “average”. If it is required for only one of the procurement types, or it is required but no documents have yet been issued, then the risk is “high”. If standard documents are not required, then the risk is “extremely high”.

Yes CPTU has prepared several standard tender documents for good, work and consulting service procurements. The use of standard tender document is mandatory. (PPR 2008, Rule 4)

Low

21. Have these standard documents been approved for use on ADB projects? If yes, then the risk is “low”. If some, but not all, then the risk is “average”. If no, then the risk is “extremely high” or “high”.

Yes, for some project

Average

22. Is there a national procurement manual or guide? If an omnibus procurement manual or guide exists, then the risk is “low”. If a manual exists, but it is out of date or is not widely used/distributed, then the risk is “average”. If there is no manual, then the risk is “extremely high” or “high”.

- The Public Procurement Regulation, 2008 contains 13 schedules which can be treated as guide.

Low

B. INSTITUTIONAL FRAMEWORK 23. Which body oversees public procurement?

If there is a regulatory body at an adequate level in government, and financing is secured by the legal/regulatory framework, then the risk is “low”. If the body is at an adequate level, but financing is subject to administrative decisions and can be changed easily, then the risk is “average”. If the level of the body is too low or financing is inadequate for proper discharge of its

Yes Central Technical Procurement Unit (CPTU) is the regulatory body for national procurement. The CPTU was established in April 2002 as a unit within the Implementation Monitoring and Evaluation Division of the Ministry of Planning. It is headed by a Director-General, who reports directly to the Secretary, IMED. The CPTU is a permanent institution of Government,

Average


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Question Yes/No Narrative Explanation Risk responsibilities, then the risk is “high”. If there is no body, or the body is too low with no independence to perform its obligations, then the risk is “extremely high”.

funded under revenue budget.

24. What powers does the oversight body have? The rating may range from “low” to extremely high”, depending on whether the body exercises all, some, a few or none of the following responsibilities: providing advice to contracting entities, drafting amendments to the legal/regulatory framework, monitoring public procurement, providing procurement information, managing statistical databases, reporting on procurement to other parts of government, developing/supporting the implementation of initiatives for improvements to the public procurement system, and providing implementation tools and documents to support capacity development.

Yes The public procurement Act and Regulations specifies roles of CPTU as follows: • Providing for monitoring

compliance with and implementation of this Act;

• Propose amendment to the Procurement Ac, Rules and other documents;

• Issue guidance and instructions regarding the interpretation of these rules and other documents;

• Prepare and distribute documents to be used with public procurement.

Average

25. Is there a nationwide procurement training plan? If procurement trainings are regularly implemented nationwide and needs are regularly assessed, then the risk is “low”. If there is an existing program, but it is insufficient to meet national needs, then the risk is “high”. If there is no formal training program, then the risk is “extremely high”. Consider also the existence of a helpdesk.

Under World Bank funded ‘Public Procurement reform Project’, wide ranging training program has been implemented. The training program is continued by CPTU under different funding. In addition, major organization like BWDB, RHD, LGED, BPDB etcetera carry out in house training on Public Procurement Act/Regulations.

Average

26. Is there a procurement accreditation or professionalization program? If there is an externally recognized program, then the risk is “low”. If it is a government sponsored program, then the risk is “average”. If there is no accreditation or professionalization program, then the risk is “high”.

No However, major Government department, organization carry out training program on public procurement a part of human resource development program. CPTU also organize procurement training occasionally.

Average

27. Are major projects identified within agencies’ appropriations or budgets? If yes, then the risk is “low”. If no, but a system is in place for the ring-fencing of project funds, then the risk is average. If neither condition exists, then the risk is “high”.

Question not clear.

28. Is the procurement cycle tied to an annual budgeting cycle, i.e. can procurement activity only commence once a budget is approved? If yes, and a medium-term expenditure framework is in place, then the risk is “low”. If an activity may start up to, but excluding

Yes The procurement activity can commence once a budget is approved. The approved Development Project Proposal/ Proforma (DPP) provide the medium term expenditure framework.

Low



Question Yes/No Narrative Explanation Risk contract award, then the risk is “average”. If the procurement cycle is not tied to an annual budget, then the risk is “extremely high” or “high”.

29. Once an appropriation or budget is approved, will funds be placed with the agency or can the agency draw them down at will? If yes, then the risk is “low”. If not, such as when additional bureaucratic controls are imposed (such as a cash release system), then the risk is “extremely high” or “high”.

Yes Fund against approved budget is released quarterly on requisition from the agency concerned.

Low

30. Is there a nationwide system for collecting and disseminating procurement information, including tender invitations, requests for proposals, and contract award information? If there is an integrated information system that provides up-to-date information and is easily accessible at no or minimum cost, then the risk is “low”. If there is such an integrated information system that covers majority of contracts, but access is limited, then the risk is “average”. If there is a system, but it only provides information on some of the contracts and is not easily accessible, then the risk is “high”. If there is no procurement information system, except for some individual agency systems, then the risk is “extremely high”.

CPTU developed an integrated and comprehensive dynamic procurement website to ensure the widest possible exposure to Procurement Plans, actual Procurement Notices of over Tk. 10 million and Contract Awards with ease of use on one hand and convenient for the administrators on the other. This also contributed to be the starting point for data acquisition for monitoring. CPTU has also developed a web based dynamic procurement management information system (called PROMIS) and is currently in the process of induction the PROMIS across organization who make public procurement as well as banks who will provide service for financial transactions.

High

31. When an agency is implementing a project using funds from the national budget, are there general experiences/reports of funding delays that significantly hamper procurement? If no, then the risk is low. If yes, then the risk is “extremely high” or “high”.

No Fund is released quarterly as per requisition, within budget.

Low

32. Is consolidated historical procurement data available to the public? If yes, then the risk is “low”. If the data is too much or too little, then the risk is “average”. If none, then the risk is “extremely high” or “high”.

No So far, the procurement data remained within the agency, scattered and un-structured manner. With the introduction of PROMIS, the can be materialized now on.

High

33. Does the law/regulation require the collection of nationwide statistics on procurement? If yes and statistics are actually collected, then the risk is “low”. If yes, but data is not collected or used, then the risk is “average”. If there is no requirement, then the risk is “extremely high” or “high”.

Yes The Public Procurement Act, 2006/ Public Procurement Regulations, 2008 prescribes that CPTU would carry out nationwide the procurement monitoring. The CPTU is currently in the process of introducing PROMIS which will facilitate data collection now on.

Average


Page 43

Question Yes/No Narrative Explanation Risk C. PROCUREMENT MARKET AND OPERATIONS 34. Do formal mechanisms exist to encourage

dialogue and partnerships between the government and the private sector, and are these well established in the procurement law/regulation? If such mechanisms exist, such as programs to build the capacity of private companies and small businesses to participate in public procurement, and these are effective, then the risk is “low”. If such mechanisms exist, but there is no proof of its effectiveness, then the risk is “average”. If no such mechanisms exist, then the risk is “extremely high” or “high”.

Yes Public Private Partnership (PPP) has been adopted as development strategy/policy by Government. There are many undertakings completed or ongoing in the Power and mineral gas exploration sector. Section 66 of procurement act (which has been further elaborated under rule 129 of procurement regulation) provide for entering into concession contract with private party.

Average

35. Are private sector institutions well organized and able to facilitate access to the market? If the private sector is competitive, well organized and able to participate in open competition, then the risk is “low”. If there is a reasonably well functioning private sector, but competition for large contracts is concentrated in a relatively small number of firms, then the risk is “average”. If the private sector is relatively weak and/or competition is limited owing to monopolistic or oligopolistic features in important segments of the market, then the risk is “high”. If the private sector is not well organized and lacks capacity and access to information for participation in the public procurement market, then the risk is “extremely high”.

Do exist but not well organized.

There is well functioning private sector, but completion for large contract is concentrated in a relatively small number of firms.

Average

36. Is there an alternative disputes resolution process independent of the government and courts? If there is an arbitration law with an independent process, then the risk is “low”. If there is no arbitration law, but the standard contracts use ICC or similar dispute resolution provisions, then the risk is “average”. If alternative dispute resolution is not practiced, or if arbitration is through the courts or can be overturned by the courts, then the risk is “extremely high” or “high”.

Yes Section 30 of procurement act provides for resolution dispute through independent review panel. Rule 58 details formation of review panel and 60 details disposal appeal by review panel.

Average

D. INTEGRITY OF THE PROCUREMENT SYSTEM 37. Are there systematic procurement process

audits? If yes, then the risk is “low”. If only financial audits are conducted, then the risk is “average”. If no systematic audits are conducted, then the risk is “extremely high” or “high”.

No Only financial audits are conducted. High



Question Yes/No Narrative Explanation Risk 38. Does the procurement law/regulation

contain provisions for dealing with misconduct, such as fraud and corruption? A cross reference to an anti-corruption law will suffice. If yes, then the risk is “low”. If no, then the risk is “extremely high” or “high”.

Yes Section 64 of procurement act provides for dealing with misconduct such fraud and corruption, committed either by Government official or by individual participating in procurement process or by both. Rule 127 of procurement regulation elaborates proceedings and punishments.

Average

39. Is fraud and corruption in procurement regarded as a criminal act, whereby the penalty includes imprisonment? If yes, then the risk is “low”. If no, then the risk is “extremely high” or “high”.

Yes Section 64 (4) provide for initiating criminal case against the offender.

Average

40. Have there been prosecutions for fraud and corruption? If there have been successful prosecutions for fraud and corruption, then the risk is “low”. If prosecutions seem to focus solely on low grade/junior staff, then the risk is “average”. If there is no evidence of any prosecution, then the risk is “extremely high” or “high”.

Yes CPTU web sites published debarment list shows many successful prosecution.

Average

41. Does the legal/regulatory framework allow for sovereign immunity to agencies for claims against them? If plaintiffs can sue the government for contractual non-performance, then the risk is “low”. If they cannot, then the risk is “extremely high” or “high”.

Yes Average

42. Do the regulations allow for the debarment of firms and individuals? If there is a debarment process that is transparent and equitable, and undertaken by an independent oversight agency, then the risk is “low”. If there is a process and it is administered by a single agency, such as the Ministry of Finance, then the risk is “average”. If it is administered by the procuring agency, then the risk is “high”. If there is no debarment mechanism, then the risk is “extremely high”.

Yes Debarment order is passed by head of the procuring entity.

High

II. General Ratings

Criterion Risk A. Legal and Regulatory Framework Low B. Institutional Framework Average C. Procurement Market and Operations High D. Integrity of the Procurement System High OVERALL RISK RATING Average


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Annexure 3C: Procurement Capacity Assessment Agency Questionnaire (BWDB)

Risk Ratings Extremely High High Average Low

I. Specific Assessment and Ratings

Question Answer/Finding Risk

A. ORGANIZATIONAL AND STAFF CAPACITY

A.1. How many years experience does the head of the procurement department/unit have in a direct procurement role?

BWDB does not have a centralized procurement department/unit. Most of field division offices, project management offices, and planning directorates are directly involved in procurement of goods/ works/ consulting services as per adopted plan and program. Those who work as head of such office/unit have varying degree of direct procurement experience that may range from short to most part of their service life. It may be realized that specific procurement is a team effort. Many staff, starting from Sub-Divisional Engineer to Director General, is involved in different stages of a specific procurement, depending on the size of procurement.

BWDB has a ‘Central Procurement Cell (CPC)’ at headquarter level. This unit is headed by a staff in the rank of Superintending Engineer and designated as Director. This unit functions as procurement knowledge hub in the organization. It also acts as advisor to the DG on procurement related matters. Procurement costing BDT 100.00 million or above comes to headquarter for approval. As an advisor to DG, Director, CPC is involved in the bid evaluation/approval process.

Average

A.2. How many staff in the procurement department/unit are:

Procurement is one of the main jobs of field Division office/ Project Management office/ Planning Directorate. Individual unit has varying number of staff; 2 or more are usually involved in procurement.

Average

i. Full Time? All staff are regular employee of BWDB.

ii. Part Time? No part time staff. Sometimes, in the cases of aided projects, consultant is available to provide support.

iii. Seconded? Bid evaluation committee shall comprise of 2 external members, in addition to 3-5 internal member. The external member are seconded by the head of the organizations to whom request are made. There is standing order from Government to all department/ organization to comply with such request.

A.3. Does the procurement staff have English language proficiency?

Yes Low

A.4. Are the number and qualifications of the staff sufficient to undertake the additional procurement that will be required under the proposed project?

The present PMO, created for JMREMP, is continuing and overseeing the current TA project. There is one staff working at this unit for the last 8 years who had been specifically involved in ICB procurements under JMREMP. Some other staffs, which have recently joined

Average




this unit on transfer, possess substantial direct experience in procurement. The present Project Director, who is very experienced in procurement will retire by the time the implementation of new project commences. However, the present PMO will be strengthened upgrading its rank. An Additional Chief Engineer, having procurement proficiency in addition to other management capacity, is expected to be posted to work as Project Director.

Moreover, as always the case, there will be implementation support consultant that would include procurement specialist to support the PMO.

A.5. Does the unit have adequate facilities, such as PCs, internet connections, photocopy facilities, printers, etc., to undertake the planned procurement?

The present PMO have PCs with internet connection. Photocopying machine is also available. However, these equipments were procured 5-7 years ago and needs replacements.

Additional facilities may be needed.

Average

A.6. Does the agency have a procurement training program?

BWDB training unit occasionally arranges training program on procurement as part of their annual training program. However, training curriculum is rudimentary.

Average

A.7. Does the agency have a Procurement Committee that is independent from the head of the agency?

There is no general procurement committee existent in BWDB. Procurement plan is prepared as a part and during formulation of DPP as per requirement of specific Project or program.

Average

A.8. Does the agency have a procurement department/unit, including a permanent office that performs the function of a Secretariat for the Procurement Unit, and which serves as the main support unit of the Procurement Committee?

BWDB has a ‘Central Procurement Cell (CPC)’ at headquarter level. This unit is headed by a staff in the rank of Superintending Engineer and designated as Director. This unit functions as procurement knowledge hub in the organization. It also acts as advisor to the DG on procurement related matters. Procurement costing BDT 100.00 million or above comes to headquarter for approval. As an advisor to DG, Director, CPC is involved in the bid evaluation/approval process.

Low

A.9. If yes, what type of procurement does it undertake?

The unit does not undertake procurement directly. It provides advisory service to the procuring entities.

A.10. At what level does the department/unit report (to the head of agency, deputy etc.)?

Director General Low

A.11. Do the procurement positions in the agency have job descriptions, which outline specific roles, minimum technical requirements and career routes?

Yes. Low

A.12. Is there a procurement process manual for goods and works?

The Public Procurement Rules, 2008 serves as such manual. ‘Delegation of Financial Power’ issued by Board serves as additional guide. In addition, guidance is provided by ‘Central Procurement Cell’ through issuing general circular on issues of procurement.

Low

A.13. If there is a manual, is it up to date and does it cover foreign-assisted projects?

Yes, all the documents mentioned above are periodically updated. However, previous records reveals that in aided project, procurement were carried

Low


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out following donor agency’s manual.

A.14. Is there a procurement process manual for consulting services?

Yes. Findings under A.12-13 also apply for consulting service procurement.

Low

A.15. If there is a manual, is it up to date and does it cover foreign-assisted projects?

Yes.

However, previous records reveal that, the donor agencies usually impose condition to follow their manual.

Low

A.16. Are there standard documents in use, such as Standard Procurement Documents/Forms, and have they been approved for use on ADB funded projects?

Yes. CPTU developed various standard documents i.e. tender document, Request for proposal etc. Use of these documents is mandatory for exclusive GoB funded project.

Using the above document is optional for aided project. In most cases, donor agency impose condition for using their standard documents.

These documents were approved by ADB for use in the implementation of ADB funded projects (i) Emergency Flood Damage Rehabilitation 2004 and (ii) Emergency 2007 Cyclone Recovery and Restoration Project.

Low

A.17. Does the ToR follow a standard format such as background, tasks, inputs, objectives and outputs?

Yes. Low

A.18. Who drafts the procurement specifications?

Normally, Project Director prepares draft of procurement specification. Work specifications are taken from standard work description, drafted by Superintending Engineer, Design Circle-2 and approved by Chief Engineer (Design), BWDB. In case of projects requiring special techniques/design features, specifications are prepared following recommendation of project consultant.

Average

A.19. Who approves the procurement specifications?

Technical specifications are normally approved by Project Director. Specification involving major changes/ deviations from standard ones or having significant implication on implementation arrangement, cost etc. are approved by Chief Engineer, Design.

Average

A.20. Who drafts the bidding documents? The concerned procuring entity i.e. Project Director. Average

A.21. Who manages the sale of the bidding documents?

These are sold through commercial banks as per informal agreement.

Average

A.22. Who identifies the need for consulting services requirements?

The needs for consulting services are identified during certain stage of planning process which is done by planning wing of BWDB.

Low

A.23. Who drafts the terms of reference (ToR)?

Project Director Average

A.24. Who prepares the request for proposals (RFPs)?

Project Director/ Chief planning Average

B. INFORMATION MANAGEMENT

B.1. Is there a referencing system for procurement files?

Some kind of reference system is followed by every unit for record files including procurement related files.

Low

B.2. Are there adequate resources allocated to record keeping infrastructure, which

Every office maintains manual record keeping system. CPC (of BWDB) is supposed to keep record of

High




includes the record keeping system, space, equipment and personnel to administer the procurement records management functions within the agency?

procurement information for the whole organization. But they are yet to put in place a comprehensive and computerized information management system.

B.3. For what period are records kept? Procurement law spells out as 5 years at the minimum. However, such records are maintained for longer period

Low

B.4. Are copies of bids or proposals retained with the evaluation?

Yes Low

B.5. Are copies of the original advertisements retained with the pre-contract papers?

Yes Low

B.6. Is there a single contract file with a copy of the contract and all subsequent contractual correspondence?

Usually this is the practice. Low

B.7. Are copies of invoices included with the contract papers?

Copies of invoices are kept following some system for easy reference and retrieval.

Low

C. PROCUREMENT PRACTICES

Goods and Works

C.1. Has the agency undertaken foreign-assisted procurement of goods or works recently (last 12 months, or last 36 months)? (If yes, please indicate the names of the development partner/s and the Project/s.)

Yes.

ADB

(1) Jamuna-Meghna River Erosion Mitigation Project (JMREMP)

(2) South West Area Integrated Water Resources Management Project (SWAIWRMP)

(3) Secondary Towns Integrated Flood Protection Project (STIFPP)

(4) Emergency 2007 Cyclone Recovery and Restoration Project

World Bank

(1) Water Management Improvement Project (WMIP)

(2) Emergency Cyclone Recovery and Restoration Project (ECRRP)

Netherlands

(1) Estuary Development Program

(2) Integrated Participatory Sustainable Water Management Project (IPSWMP)

Low

C.2. If the above answer is yes, what were the major challenges?

Bid evaluation Average

C.3. Is there a systematic process to identify procurement requirements (for a period of one year or more)

Procurement requirement are Comprehensively identified during formulation of DPP.

Low

C.4. Is there a minimum period for preparation of bids and if yes how long?

Yes.

Minimum 14-28 days, depending value of procurement, for national competitive bidding.

Minimum 42 days for international competitive bidding (goods or work).

Low

C.5. Are all queries from bidders replied to in Yes Average


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writing?

C.6. Does the bidding document state the date and time of bid opening?

Yes Low

C.7. Is the opening of bids done in public? Yes Low

C.8. Can late bids be accepted? No Low

C.9. Can bids be rejected at bid opening? No Low

C.10. Are minutes of the bid opening taken? Yes Low

C.11. Who may have a copy of the minutes? Bidders or their representative who remains present at bid opening are provided with copy of bid opening. It may also be mentioned that attendance is recorded and bid opening sheets are signed by bidder or their representative. Bid opening minutes are also sent to higher offices including CPC. In cases of assisted projects, bid opening minutes are also sent to concerned donor agency.

low

C.12. Are the minutes free of charge? Yes Low

C.13. Who undertakes the evaluation of bids (individual(s), permanent committee, ad-hoc committee)?

Ad-hoc Committee (for each individual bid, bid evaluation committee is formed as per PPR, 2008).

Average

C.14. What are the qualifications of the evaluators with respect to procurement and the goods and/or works under evaluation?

Bid evaluation committee for specific procurement is formed with ex-officio staffs. Committee members are qualified professional staff and usually they are familiar with bid evaluation or have prior experience of bid evaluation.

Average

C.15. Is the decision of the evaluators final or is the evaluation subject to additional approvals?

Evaluation report prepared by of bid evaluation committee undergoes formal approval process by competent authority. In most cases, evaluation report is approved. However, the approving authority can return back the report to the committee for re-evaluation, showing reasons.

Low

C.16. Using at least three real examples, how long does it normally take from the issuance of the invitation for bids up to contact effectiveness?

3 months for Local competitive bidding, 6 months for international competitive bidding (See attachment-1)

Average

C.17. Are there processes in place for the collection and clearance of cargo through ports of entry?

Yes. Low

C.18. Are there established goods receiving procedures?

Yes. Low

C.19. Are all goods that are received recorded as assets or inventory in a register?

Yes. Low

C.20. Is the agency/procurement department familiar with letters of credit?

Some individuals to some extent. Average

C.21. Does the procurement department register and track warranty and latent defects liability periods?

Yes. Average

Consulting Services

C.22. Has the agency undertaken foreign- assisted procurement of consulting services

Yes.

(1) Consultancy services for Technical Feasibility Studies

Average




recently (last 12 months, or last 36 months)? (If yes, please indicate the names of the development partner/s and the Project/s.)

and Detailed Engineering Design for Coastal Embankment Improvement Program (CEIP) under World Bank assisted ‘Emergency Cyclone Recovery and Restoration Project (ECRRP)’.

C.23. If the above answer is yes, what were the major challenges?

Long proposal evaluation process. High

C.24. Are assignments and requests for expressions of interest (EOIs) advertised?

Yes. Low

C.25. Is a consultants’ selection committee formed with appropriate individuals, and what is its composition (if any)?

Yes.

The committee consists of 5-7 members, of whom 2 minimum are external and remaining are ex-officio staff.

Average

C.26. What criteria is used to evaluate EOIs? Pre-determined criterion that include -

• General profile of the firm (Facilities available with the firm, field of expertise etc);

• Prior experience in providing relevant services in similar situation;

• Availability professional manpower with requisite qualification and experience; and

• Financial and management capacity.

Low

C.27. Historically, what is the most common method used (QCBS, QBS, etc.) to select consultants?

QCBS Low

C.28. Do firms have to pay for the RFP document?

No. Low

C.29. Does the proposal evaluation criteria follow a pre-determined structure and is it detailed in the RFP?

Yes Low

C.30. Are pre-proposal visits and meetings arranged?

Yes. Average

C.31. Are minutes prepared and circulated after pre-proposal meetings?

Yes Average

C.32. To whom are the minutes distributed? All short listed firms. Average

C.33. Are all queries from consultants answered/addressed in writing?

Yes. Average

C.34. Are the technical and financial proposals required to be in separate envelopes?

Yes Low

C.35. Are proposal securities required? No. Low

C.36. Are technical proposals opened in public?

Yes Low

C.37. Are minutes of the technical opening distributed?

Yes

C.38. Do the financial proposals remain sealed until technical evaluation is completed?

yes Low

C.39. Who determines the final technical Proposal Evaluation Committee, by averaging individual member’s marking. At the outset, marking criteria are

Low


Page 51


ranking and how? agreed in PEC meeting and thereafter, members individually make evaluation and give mark.

C.40. Are the technical scores sent to all firms?

Not through mail, but at the opening of financial proposal, technical scores are made public prior to opening the financial proposal envelopes.

Low

C.41. Are the financial proposal opened in public?

Yes. Low

C.42. Are minutes of the financial opening distributed?

Yes.

C.43. How is the financial evaluation completed?

Following standard procedure mentioned in the PPR, 2008. For donor funded project, donor agency’s procedure is followed.

Low

C.44. Are face to face contract negotiations held?

Yes. Average

C.45. How long after financial evaluation is negotiation held with the selected firm?

As specified in the RFP document. Low

C.46. What is the usual basis for negotiation?

• Working strategy to realize ToR

• Work plan and Time Schedule

• Mobilization and fielding of professional

• Input and facilities to be provided by client

• Proposed Contract Value

Low

C.47. Are minutes of negotiation taken and signed?

Yes. Low

C.48. How long after negotiation is the contract signed?

After negotiation, draft contract is prepared. The evaluation report along with draft contract is placed to competent authority for approval. After approval, formal contract is signed. Depending on the rank the approving authority which in turn dependent on the size of contract, the signing may take place 1-3 month after negotiation.

Average

C.49. Is there an evaluation system for measuring the outputs of consultants?

No formal evaluation system exits. Outputs from the consultancy contract are mentioned in the contract. Reports produced by consultant go through client’s approval process.

Average

Payments

C.50. Are advance payments made? Usually mobilization advance is made, securing a performance guarantee from a commercial bank.

Low

C.51. What is the standard period for payment included in contracts?

At the interval of 1-3 months. Low

C.52. On average, how long is it between receiving a firm’s invoice and making payment?

Normally, payment is made within a week. Low

C.53. When late payment is made, are the beneficiaries paid interest?

Usually not. Average

D. EFFECTIVENESS

D.1. Is contractual performance systematically monitored and reported?

Monitored, but objective monitoring is absent or not practiced rigorously.

Average




D.2. Does the agency monitor and track its contractual payment obligations?

Yes. Low

D.3. Is a complaints resolution mechanism described in national procurement documents?

Yes. Average

D.4. Is there a formal non-judicial mechanism for dealing with complaints?

Yes. Through instituting a review panel. Low

D.5. Are procurement decisions and disputes supported by written narratives such as minutes of evaluation, minutes of negotiation, notices of default/withheld payment?

Yes Low

E. ACCOUNTABILITY MEASURES

E.1. Is there a standard statement of ethics and are those involved in procurement required to formally commit to it?

Yes. Low

E.2. Are those involved with procurement required to declare any potential conflict of interest and remove themselves from the procurement process?

Yes. Low

E.3. Is the commencement of procurement dependent on external approvals (formal or de-facto) that are outside of the budgeting process?

In the case of aided project, concurrence of donor agency is required.

Low

E.4. Who approves procurement transactions, and do they have procurement experience and qualifications?

Project Director. Low

E.5. Which of the following actions require approvals outside the procurement unit or the evaluation committee, as the case may be, and who grants the approval?

Low

a) Bidding document, invitation to pre-qualify or RFP

Director General

b) Advertisement of an invitation for bids, pre-qualification or call for EOIs

Non outside the procurement unit, provided the procurement is included in approved DPP and there is budget provision for the goods/work/service to be procured.

c) Evaluation reports Required, when the procurement value exceeds the financial power of the head of the unit. In such case approval is accorded by a superior officer, as indicated in the ‘Delegation of Financial Power’ document.

d) Notice of award Not required.

e) Invitation to consultants to negotiate

Not required.

f) Contracts Prior approval of bid is required.

It depends upon the situation. Low

E.7. Is there a written auditable trail of procurement decisions attributable to individuals and committees?

Yes (described in PPR, 2008). Low


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II. General Ratings

Criterion Risk A. Organizational and Staff Capacity Low B. Information Management Average C. Procurement Practices Low D. Effectiveness Low E. Accountability Measures Low OVERALL RISK RATING Low

No suit, prosecution or other legal proceeding shall lie against the Government or any public servant for action taken or intended to be taken in good faith in pursuance of this Act.



Annexure 42: Historical time Period required for Procurement made under JMREMP

Package ID Description Estimated Cost

(Million)

Float Date Work Order Date

Time Required

(day)

NCB

JMREMP/P16/2010

Riverbank slope protection by placing and dumping concrete blocks and sand filled geobags from N-666280 to N-673790 and from N-673790-6735000 along the right bank of Jamuna river at PIRDP

BDT 107.02 13-04-2010 24-06-2010 73

JMREMP/P15/2010

Riverbank slope protection by placing and dumping concrete blocks and sand filled geobags from N-668250 to N-666280 along the right bank of Jamuna river at PIRDP

BDT 108.46 13-04-2010 24-06-2010 73

JMREMP/P14/2010

Riverbank slope protection by placing and dumping sand filled geobags from N-668050 to N-664100 and N-673890 to N-673600 along the right bank of Jamuna river at PIRDP

BDT 66.04 13-04-2010 24-06-2010 73

Average time period required 73

ICB

G-6 Procurement of Geobags under ICB procedure

US$ 2.379 10-12-2007 11-06-2008 183


US$ 4.038 14-09-2008 07/05/2009 246


US$ 2.243 08-04-2010 08-08-2010 120

183


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Annexure 53: Contractors Capacity Assessment Survey and Findings

Introduction

The consultant carried an informal opinion survey among some contactors who principally do construction business under BWDB. In total 12 contractors were interviewed with a pre-prepared questionnaire. They are well known as big contractors within BWDB.

Questionnaire for Contractor’s Capacity Assessment

1. Date of Interview _________________________________________________

2. Name of Contractor _______________________________________________

3. Legal Status Registered Company /Partnership/ Sole proprietorship

4. Date of Establishment ____________________________

5. How long in construction business _________________ years

6. Annual turnover from construction business (last 5 years) Tk._____________ Crore

7. What are the organizations you work for? __________________________________

8. What is number of Work Contracts Executed? Total __________

BWDB _________

9. Types of work executed for BWDB a) Embankment ___________ nos of contract

b) Irrigation Canal __________nos of contract

c) Hydraulic structure ________ nos of contrct

d) Bank protection __________nos of ontract

10. Maxm value of a single contract you have executed Tk._______________ Crores

11. Minimum value of a single you have executed Tk._______________ Crores



13. Last work executed/ under execution (BWDB)

a) Value Tk. __________ Crores

b) Type embk/canal/ structure/ BP

14. What are equipments you have used (mention type names)

15. Do you own equipment/s? (if yes, give list) Yes / No

16. Do have technical/skilled persons in your pay roll? Yes, _____number /No

17. Do you have construction experience from water using waterborne equipments (as JMREMP practice)? Yes/No

18. What is more convenient for geo-bag or CC blocks dumping from? Country Boat/ Barge

19. Do you find hiring barge and tug boat difficult? readily available/not readily available

20. If you prefer to work for BWDB, what are the reasons?

21 As for JMREMP construction practice, what part/s of process can be mechanized?

a. Filling and handling geo-bag (using sand pump and crane)

b. Any other process which can be mechanized (describe)

22. From your point of view, for bank protection work:

c. What should be the optimum reach length? _______________ m

d. What should be optimum contract value? Tk. ______________ Crore

23. Where do you get more satisfaction in working with? Fully GoB financed contract/ Donor financed contract ? (Mention advantage / disadvantage)

24. Would you be willing to sign longer term contracts (normally termed on call contract), providing works to be identified annually as per requirements at fixed approved rates along longer reaches of the river?


Page 57

Review of Answers

All most all of them started business about 25-30 years ago. All of them had a humble beginning with contract values to tune of few hundred thousand Takas. Over the years, they have grown to present state. The size of contract they undertake now a day ranges between 10-20 crore. Annual turnover, with exception one respondent, ranges between 10-50 crore.

All of them possess some equipment, mostly earth moving. None posses any riverine craft, suitable for use in river bank protection work construction technology, as developed under JMREMP. All respondent has permanent staff (technical and support) on permanent pay roll, however, the number varies greatly; the range is 2-15. But one has employee more than 100.

Figure 8: Organizational strength of respondent contractor.

Figure 9: Contacts executed by types of work

0

5

10

15

20

25

30

35

40

0102030405060708090

100110

1 2 3 4 5 6 7 8 9 10 11 12

Age

of o

pera

tion.

Yea

r

Cont

ract

Val

e/tu

rnov

er (C

rore

Tak

a)

Respondent ID

Min Contract Max Contract Annual Turnover Age of Operation

0

50

100

150

200

250

1 2 3 4 5 6 7 8 9 10 11 12

Num

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f Con

tact

Respondent ID

Types work executed under BWDB Total Embankment Structure Bank Protection



Figure 10: Manpower of respondent contractor

They were asked questions on project funding, construction method and contracting system and preferred size of contract. Their response is summarized in following chart.

Most of them opined that, under water revetment construction can be effectively done by dumping material (sand filled geo-bags) from positioned barge. Dumping from country boat does not ensure complete coverage of underwater bank. However, almost every one said, finding barge on hire is difficult for scarcity of their number.

One interesting finding is that all contractors found more satisfaction in working under a donor funded project than working under exclusively GoB funded project. The reasons they showed are smooth flow of fund and presence of consultant helped them getting out technical issues quickly.

Figure 11: Opinion of respondent contractor on certain issues.

0

20

40

60

80

100

120

1 2 3 4 5 6 7 8 9 10 11 12

Num

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BurgeDumping

Hiring Burge Donor Fund On CallContract

Negative

Positive


Page 59

The most important finding, from the context of present project implementation is that of future preferred contract size and contracting mode. Individual contractor gave different contract size. From a consideration of all responses, a contract size of 20 crore comes out as viable. However, all contractor accepted the idea of “on call contract system”, provided some inbuilt mechanism for adjustment of inflation from year to year rate.

Figure 12: Opinion of respondent contractor on preferred future contract size.

Conclusive Remarks

From the response of the contractor, it appears that they have developed a particular emotional relationship with the organization as they reached present stage doing business in BWDB. They are quite familiar with BWDB rules and procedure. All of them expressed their readiness to take up challenging construction assignment. This particular aspect is encouraging in the context of MRP future investment project implementation.

0

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2

3

4

5

10 12 15 18 20 25 30 50

No.

of C

ontr

acto

r

Contract Size (Crore Taka)

Preferred Contract Size



Annexure 64: Package Detail with Quantity and Cost (inclusive of taxes)

Package Included work Item Unit Quantity Rate Amount (BDT) Amount (USD) G-01 Supply of Geotextile bags and sheets at Chauhali in the district of Sirajganj 125 kg bag piece 1,760,000 175.51 308,893,552 3,861,169 250 kg bag piece 102,300 327.13 33,465,368 418,317 3 mm sheet sqm 188,400 117.35 22,108,985 276,362 Package cost 364,467,905 4,555,849 G-02 Supply of Geotextile bag and sheets at Zafarganj and Harirampur in the district of Manikganj 125 kg bag piece 507,150 175.51 89,008,729 1,112,609 250 kg bag piece 467,600 327.13 152,965,850 1,912,073 3 mm sheet sqm 90,420 117.35 10,610,905 132,636 125 kg bag piece 684,000 175.51 120,047,267 1,500,591 250 kg bag piece 51,000 327.13 16,683,615 208,545 3 mm sheet sqm 72,000 117.35 8,449,294 105,616 Package cost 397,765,659 4,972,071 G-03 Supply of Geotextile bag and sheet at Harirampur in the district of Manikganj 125 kg bag piece 579,600 175.51 101,724,264 1,271,553 250 kg bag piece 759,850 327.13 248,569,493 3,107,119 3 mm sheet sqm 90,420 117.35 10,610,905 132,636 Package cost 360,904,663 4,511,308 G-04 Supply of Geotextile bags and sheets at Benotia (Sirajganj), Chauhali (Sirajganj) and Zafarganj (Manikganj) 125 kg bag piece 379,000 175.51 66,517,418 831,468 3 mm sheet sqm 38,200 117.35 4,482,820 56,035 125 kg bag piece 1,350,000 175.51 236,935,395 2,961,692 Package cost 307,935,633 3,849,195 G-05 Supply ofJeep and Motor Cycles (in 2 lot) 4-Wheel Jeep (2500-2800 CC) Unit 1 18000000.00 18,000,000 225,000 4-Wheel Jeep (2200-2500 CC) unit 2 16000000.00 32,000,000 400,000 4-Wheel Jeep (2200-2500 CC) unit 1 16000000.00 16,000,000 200,000 4-Wheel Jeep (2200-2500 CC) unit 1 16000000.00 16,000,000 200,000 4-Wheel Jeep (2200-2500 CC) unit 1 16000000.00 16,000,000 200,000 Motor Cycle unit 3 195000.00 585,000 7,313 Motor Cycle unit 3 195000.00 585,000 7,313 Motor Cycle unit 3 195000.00 585,000 7,313 Motor Cycle unit 1 195000.00 195,000 2,438 Motor Cycle unit 1 195000.00 195,000 2,438 Package cost 100,145,000 1,251,813 G-06 Supply of computers and application softwares Desktop PC unit 2 60000.00 120,000 1,500 Desktop PC unit 20 60000.00 1,200,000 15,000 Desktop PC unit 2 60000.00 120,000 1,500 Desktop PC unit 2 60000.00 120,000 1,500 Laptop PC unit 1 100000.00 100,000 1,250 Laptop PC unit 10 100000.00 1,000,000 12,500 Laptop PC unit 1 100000.00 100,000 1,250 Laptop PC unit 1 100000.00 100,000 1,250 A3 Combo Printer unit 1 1000000.00 1,000,000 12,500 A3 Printer unit 1 100000.00 100,000 1,250 A4 Printer unit 1 100000.00 100,000 1,250 A3 Printer unit 1 100000.00 100,000 1,250 A3 Printer unit 20 100000.00 2,000,000 25,000 Photocopier unit 1 100000.00 100,000 1,250 Photocopier unit 1 100000.00 100,000 1,250 Photocopier unit 1 100000.00 100,000 1,250 Photocopier unit 1 100000.00 100,000 1,250


Page 61

Package Included work Item Unit Quantity Rate Amount (BDT) Amount (USD) Networking equipment unit 1 100000.00 100,000 1,250 Networking equipment unit 1 100000.00 100,000 1,250 Networking equipment unit 1 100000.00 100,000 1,250 Networking equipment unit 1 100000.00 100,000 1,250 Office 2007 pack 3 20000.00 60,000 750 Office 2007 pack 3 20000.00 60,000 750 Office 2007 pack 3 20000.00 60,000 750 Office 2007 pack 30 20000.00 600,000 7,500 Oracle pack 1 200000.00 200,000 2,500 Engineering software PS 1 1000000.00 1,000,000 12,500 Package cost 8,940,000 111,750 G-07 Supply of Survey Equipments ADCP unit 1 1500000.00 1,500,000 18,750 Trimble RTK GPS repair unit 1 1200000.00 1,200,000 15,000 Echo-sounder transducer unit 1 400000.00 400,000 5,000 Hand held GPS unit 4 30000.00 120,000 1,500 Hand held GPS unit 4 30000.00 120,000 1,500 Hand held GPS unit 2 30000.00 60,000 750 Pressure sensor unit 2 40000.00 80,000 1,000 Pressure sensor unit 4 40000.00 160,000 2,000 Pressure sensor unit 4 40000.00 160,000 2,000 Repair of Survey boat & engine unit 1 1600000.00 1,600,000 20,000 Survey Laptop unit 1 1200000.00 1,200,000 15,000 Survey Laptop unit 1 1200000.00 1,200,000 15,000 Suervy software, Win profile unit 1 600000.00 600,000 7,500 hydropack I-Pad unit 1 100000.00 100,000 1,250 I-Pad unit 2 100000.00 200,000 2,500 I-Pad unit 2 100000.00 200,000 2,500 Package cost 8,900,000 111,250 G-08 Supply different input items for livelihood support program Inputs support for income sum 1 6168873.26 6,168,873 77,111 restoration Inputs support for income sum 1 6168873.26 6,168,873 77,111 restoration Inputs support for income sum 1 24843353.48 24,843,353 310,542 restoration Package cost 37,181,100 464,764 W-01 Construction of new embankmenkment with pavement from Kaijuri to Bhatpara under Shahjadpur upazila in the district of Sirajganj Earthwork (5m high) m 5,000 28620.00 143,100,000 1,788,750 Rural road (5.5m flexible m 5,000 40065.00 200,325,000 2,504,063 pavement, 2.8 RCC pavement, grass stone slope) New Regulator (6 vent) unit 1 50900000.00 50,900,000 636,250 New Regulator (1 vent) unit 1 19700000.00 19,700,000 246,250 Package cost 414,025,000 5,175,313 W-02 Construction new embankment from Bhatpata to Gala under Shahjadpur upazila in the district of Sirajganj Earthwork (5m high) m 1,500 28620.00 42,930,002 536,625 Earthwork (5m high, flood shelter) m 2,000 33962.00 67,924,000 849,050 Package cost 110,854,002 1,385,675 W-03 Construction new embankment from Gala to Verakhola under Shahjadpur upazila in the district of Sirajganj Earthwork (5m high) m 4,000 28620.00 114,480,002 1,431,000 Package cost 114,480,002 1,431,000 W-04 Re-construction of Baral/Hurasagr LB Embankment : Baghabari-Verakhola (D/S Reach, 4.80 km) Earthwork (4.5m high) m 4,800 24647.00 118,305,602 1,478,820 New Regulator (2 vent) unit 1 26300000.00 26,300,000 328,750 Package cost 144,605,602 1,807,570



Package Included work Item Unit Quantity Rate Amount (BDT) Amount (USD)

W-05 Re-Construction of Baral/Hurasagr LB Embankment : Baghabari-Verakhola (U/S Reach, 5.70 km) Earthwork (4.5m high) m 1,200 24647.00 29,576,400 369,705 Earthwork (4.0m high) m 1,500 20694.00 31,041,000 388,013 Earthwork (3.0m high) m 3,000 13712.00 41,136,000 514,200 New Regulator (4 vent) unit 1 37700000.00 37,700,000 471,250 Existing Regulator repair unit 3 2000000.00 6,000,000 75,000 Package cost 145,453,400 1,818,168 W-06 Construction of comprehensive bank protection work at Chauhali (Reach 1 - 2.5 km) Comprehensive RBP m 2,500 178498.00 446,245,000 5,578,063 Package cost 446,245,000 5,578,063 W-07 Construction of comprehensive bank protection work at Chauhali (Reach 2 - 2.5 km) Comprehensive RBP m 2,500 178498.00 446,245,000 5,578,063 Package cost 446,245,000 5,578,063 W-08 Construction of comprehensive bank protection work at Zafarganj (2.0 km) Comprehensive RBP m 2,000 178498.00 356,996,000 4,462,450 Package cost 356,996,000 4,462,450 W-09 Construction of underwater bank protection work at Harirampur (Reach 1 3.5 km) Underwater bank protection m 3,500 94227.00 329,794,500 4,122,431 Package cost 329,794,500 4,122,431 W-10 Construction of underwater bank protection work at Harirampur (Reach 21 3.5 km) Underwater bank protection m 3,500 94227.00 329,794,500 4,122,431 Package cost 329,794,500 4,122,431 W-11 Construction of comprehensive bank protection work at Verakhola (1.0 km) Comprehensive RBP m 1,000 180621.00 180,621,000 2,257,763 Package cost 180,621,000 2,257,763 W-12 Emergency and Adaptive bank protection work (2014) Emergency dumping of geo-bags PS 0 54000000.00 17,820,001 222,750 Package cost 17,820,001 222,750 W-13 Emergency and Adaptive bank protection work (2015) Emergency dumping of geo-bags PS 0 54000000.00 18,360,000 229,500 Package cost 18,360,000 229,500 W-14 Emergency and Adaptive bank protection work (2016) Emergency dumping of geo-bags PS 0 54000000.00 17,820,001 222,750 Package cost 17,820,001 222,750 S-01 Institutional Strengthening and Project Managemnt Consultant River Mgmt Specialist / TL pm 33 2944000.00 97,152,000 1,214,400 (International) Construction Site Advisor 1 pm 18 2300000.00 41,400,000 517,500 (International) Construction Site Advisor 2 pm 18 2300000.00 41,400,000 517,500 (International) Construction Site Advisor 3 pm 0 2300000.00 0 0 (International) Construction Site Advisor 4 pm 0 2300000.00 0 0 (International) Institutional Specialist pm 5 2576000.00 12,880,000 161,000 (International) Deputy Team Leader (National) pm 44 460000.00 20,240,000 253,000 Procurement Specialist (National) pm 19 460000.00 8,740,000 109,250 Resettlement Specialist (National) pm 19 460000.00 8,740,000 109,250 Environmental Specialist (National) pm 9 368000.00 3,312,000 41,400


Page 63

Package Included work Item Unit Quantity Rate Amount (BDT) Amount (USD) Community-based FRM Specialist pm 0 368000.00 0 0 (BWDB) (National) Community-based FRM Specialist pm 24 368000.00 8,832,000 110,400 (DDM) (National) Construction Inspector 1 pm 25 460000.00 11,500,000 143,750 (National) Construction Inspector 2 pm 25 460000.00 11,500,000 143,750 (National) Construction Inspector 3 pm 25 460000.00 11,500,000 143,750 (National) Construction Inspector 4 pm 25 460000.00 11,500,000 143,750 (National) River Mgmt Specialist / TL flight 10 368000.00 3,680,000 46,000 (International) Construction Site Advisor 1 flight 4 276000.00 1,104,000 13,800 (International) Construction Site Advisor 2 flight 4 276000.00 1,104,000 13,800 (International) Construction Site Advisor 3 flight 0 276000.00 0 0 (International) Construction Site Advisor 4 flight 0 276000.00 0 0 (International) Institutional Specialist flight 4 322000.00 1,288,000 16,100 (International) River Mgmt Specialist / TL pm 33 184000.00 6,072,000 75,900 (International) Construction Site Advisor 1 pm 18 184000.00 3,312,000 41,400 (International) Construction Site Advisor 2 pm 18 184000.00 3,312,000 41,400 (International) Construction Site Advisor 3 pm 0 184000.00 0 0 (International) Construction Site Advisor 4 pm 0 184000.00 0 0 (International) Institutional Specialist pm 5 276000.00 1,380,000 17,250 (International) Office Manager pm 48 103500.00 4,968,000 62,100 GIS specialist pm 48 103500.00 4,968,000 62,100 Autocad draftsperson pm 48 92000.00 4,416,000 55,200 secretary pm 48 80500.00 3,864,000 48,300 office boy pm 48 46000.00 2,208,000 27,600 5 microbusses ISPMC car-mon 200 103500.00 20,700,000 258,750 computer No. 10 92000.00 920,000 11,500 printer No. 2 805000.00 1,610,000 20,125 small equipment sum 1 230000.00 230,000 2,875 equipment maintenance sum 1 345000.00 345,000 4,313 furniture and ACs sum 1 345000.00 345,000 4,313 office rent (5000 sqft) month 48 287500.00 13,800,000 172,500 divers pm 12 287500.00 3,450,000 43,125 accountant pm 36 103500.00 3,726,000 46,575 computer operator pm 36 92000.00 3,312,000 41,400 messenger pm 36 46000.00 1,656,000 20,700 field organizer JRB-1 pm 36 172500.00 6,210,000 77,625 field organizer JLB-2 pm 36 172500.00 6,210,000 77,625 field organizer PLB-1 pm 36 172500.00 6,210,000 77,625 office installation sum 1 345000.00 345,000 4,313 car operation month 36 34500.00 1,242,000 15,525 car with driver month 36 92000.00 3,312,000 41,400 motorbike lease and op (3Nos) month 36 57500.00 2,070,000 25,875



Package Included work Item Unit Quantity Rate Amount (BDT) Amount (USD) River Stabilization Study Team Leader / Water Resources pm 15 2944000.00 44,160,000 552,000 Specialist (International) Hydrologist / Flooding Expert pm 3 2576000.00 6,440,000 80,500 (International) River Morphologist (International) pm 5 2944000.00 14,720,000 184,000 River Engineer (International) pm 10 2944000.00 29,440,000 368,000 Hydraulic Engineer / structures pm 3 2576000.00 6,440,000 80,500 (International) Geotechnical/embankment expert pm 3 2576000.00 6,440,000 80,500 (International) Modelling expert (International) pm 5 2944000.00 14,720,000 184,000 Flooding Expert (International) pm 3 2576000.00 6,440,000 80,500 Floodplain soil scientist pm 3 2576000.00 6,440,000 80,500 (International) Agronomist (International) pm 3 2576000.00 6,440,000 80,500 Navigation expert (International) pm 3 2576000.00 6,440,000 80,500 Fisheries expert (International) pm 3 2576000.00 6,440,000 80,500 Sociologist/resettlement expert pm 5 2576000.00 12,880,000 161,000 (International) Ecologist (International) pm 10 2576000.00 25,760,000 322,000 Water Quality Expert (International) pm 5 2576000.00 12,880,000 161,000

Institutional development expert pm 3 2576000.00 6,440,000 80,500 (International) Economist (Interntional) pm 3 2576000.00 6,440,000 80,500 Other (International) pm 5 2576000.00 12,880,000 161,000 Deputry Team leader / river pm 18 460000.00 8,050,000 100,625 engineer (national) Hydrological data expert (National) pm 5 460000.00 2,300,000 28,750

Morphological data expert pm 5 460000.00 2,300,000 28,750 (National) River engineer river training pm 10 460000.00 4,600,000 57,500 (National) River engineer bank protection pm 5 460000.00 2,300,000 28,750 (National) river engineer char stabilization pm 5 460000.00 2,300,000 28,750 (National) Dredging expert (National) pm 3 460000.00 1,150,000 14,375 Hydraulic engineer/structures pm 10 460000.00 4,600,000 57,500 (National) Geotechnical expert (National) pm 3 460000.00 1,150,000 14,375 Embankment specialist (National) pm 5 460000.00 2,300,000 28,750 Mathematical modelling expert pm 8 460000.00 3,450,000 43,125 (National) Physical modelling expert pm 8 460000.00 3,450,000 43,125 (National) Flooding expert (National) pm 5 460000.00 2,300,000 28,750 Bank and char erosion expert pm 3 460000.00 1,150,000 14,375 (National) Floodplain soil scientist (National) pm 3 460000.00 1,150,000 14,375 Agronomist (National) pm 5 460000.00 2,300,000 28,750 Navigation Expert (National) pm 5 460000.00 2,300,000 28,750 Fisheries Expert (National) pm 5 460000.00 2,300,000 28,750 Resettlement expert (National) pm 10 460000.00 4,600,000 57,500 Gender Specialist (National) pm 3 460000.00 1,150,000 14,375 Fish Ecologist (National) pm 5 460000.00 2,300,000 28,750 Migrating bird ecologist (National) pm 3 460000.00 1,150,000 14,375


Page 65

Package Included work Item Unit Quantity Rate Amount (BDT) Amount (USD) Floodplain ecologist (National) pm 5 460000.00 2,300,000 28,750 Water quality expert (National) pm 10 460000.00 4,600,000 57,500 Institutional expert (National) pm 5 460000.00 2,300,000 28,750 Project economist (National) pm 5 460000.00 2,300,000 28,750 Development economist (National) pm 3 460000.00 1,150,000 14,375 Other (National) pm 15 460000.00 6,900,000 86,250 Team Leader / Water Resources flight 5 368000.00 1,840,000 23,000 Specialist (International) Hydrologist / Flooding Expert flight 1 276000.00 276,000 3,450 (International) River Morphologist (International) flight 2 276000.00 552,000 6,900 River Engineer (International) flight 2 276000.00 552,000 6,900 Hydraulic Engineer / structures flight 1 276000.00 276,000 3,450 (International) Geotechnical/embankment expert flight 1 276000.00 276,000 3,450 (International) Modelling expert (International) flight 2 276000.00 552,000 6,900 Flooding Expert (International) flight 1 276000.00 276,000 3,450 Floodplain soil scientist flight 1 276000.00 276,000 3,450 (International) Agronomist (International) flight 1 276000.00 276,000 3,450 Navigation expert (International) flight 1 276000.00 276,000 3,450 Fisheries expert (International) pm 1 276000.00 276,000 3,450 Fisheries expert (International) flight 1 276000.00 276,000 3,450 Ecologist (International) flight 2 276000.00 552,000 6,900 Sociologist/resettlement expert flight 2 276000.00 552,000 6,900 (International) Water Quality Expert (International) flight 2 276000.00 552,000 6,900

Institutional development expert flight 1 276000.00 276,000 3,450 (International) Economist (Interntional) flight 1 276000.00 276,000 3,450 Other (International) flight 4 276000.00 1,104,000 13,800 Team Leader / Water Resources pm 15 184000.00 2,760,000 34,500 Specialist (International) Hydrologist / Flooding Expert pm 3 276000.00 690,000 8,625 (International) River Morphologist (International) pm 5 276000.00 1,380,000 17,250 River Engineer (International) pm 10 276000.00 2,760,000 34,500 Hydraulic Engineer / structures pm 3 276000.00 690,000 8,625 (International) Geotechnical/embankment expert pm 3 276000.00 690,000 8,625 (International) Modelling expert (International) pm 5 276000.00 1,380,000 17,250 Floodplain soil scientist pm 3 276000.00 690,000 8,625 (International) Agronomist (International) pm 3 276000.00 690,000 8,625 Navigation expert (International) pm 3 276000.00 690,000 8,625 Flooding Expert (International) pm 3 276000.00 690,000 8,625 Fisheries Expert pm 3 276000.00 690,000 8,625 Sociologist/resettlement expert pm 5 276000.00 1,380,000 17,250 (International) Ecologist (International) pm 10 276000.00 2,760,000 34,500 Water Quality Expert (International) pm 5 276000.00 1,380,000 17,250 Institutional development expert pm 3 276000.00 690,000 8,625 (International) Economist (Interntional) pm 3 276000.00 690,000 8,625 Other (International) pm 5 276000.00 1,380,000 17,250 Data acquisition and processing sum 1 7360000.00 7,360,000 92,000 Satellite imagery based study char sum 1 6900000.00 6,900,000 86,250 dynamics, offtakes and



Package Included work Item Unit Quantity Rate Amount (BDT) Amount (USD) confluences (development BIDP) Desk study soil formation sum 1 2300000.00 2,300,000 28,750 (development BIDP) Field surveys offtakes sum 1 9200000.00 9,200,000 115,000 (development BIDP) Field surveys continuation sum 1 3680000.00 3,680,000 46,000 charland study (development BIDP) Fied survey soil formation and sum 1 2760000.00 2,760,000 34,500 fertility (development BIDP) Tapping local knowledge char sum 1 4600000.00 4,600,000 57,500 people (development BIDP) Geotechnical studies sum 1 4600000.00 4,600,000 57,500 (development BIDP) 1D Hydro-morphological sum 1 18400000.00 18,400,000 230,000 modelling (development BIDP) 2D mathematical or scale model of sum 1 27600000.00 27,600,000 345,000 Padma-Upper Meghna confluence (development BIDP) 4 microbusses 2.5 years of studies car-mon 120 103500.00 12,420,000 155,250 junior engineers pm 60 86250.00 5,175,000 64,688 surveyor pm 24 172500.00 4,140,000 51,750 River Management Specialist pm 6 2944000.00 17,664,000 220,800 (international) morphologist (national) pm 3 460000.00 1,380,000 17,250 River engineer - design (national) pm 6 460000.00 2,760,000 34,500 Char ecologist (national) pm 6 368000.00 2,208,000 27,600 Sociologist (national) pm 6 368000.00 2,208,000 27,600 Surveyor (national) pm 12 368000.00 4,416,000 55,200 Air Ticket River Management flight 4 368000.00 1,472,000 18,400 Specialist Allowance River Management pm 6 276000.00 1,656,000 20,700 Specialist Team Leader / River Management pm 8 2944000.00 23,552,000 294,400 Specialist (International) Institutional / Financial Specialist pm 2 2576000.00 5,152,000 64,400 (International) River Engineer (International) pm 5 2944000.00 14,720,000 184,000 Hydrologist / Numerical Modeling pm 5 2944000.00 14,720,000 184,000 Specialist (International) Social Development / Resettlement pm 5 2576000.00 12,880,000 161,000 Specialist (International)

Environmental Specialist pm 5 2576000.00 12,880,000 161,000 (International) Economist (International) pm 3 2576000.00 7,728,000 96,600 Deputy Team Leader (national) pm 24 460000.00 11,040,000 138,000 River Engineer Erosion Protection pm 8 460000.00 3,680,000 46,000 Designer (national) River Engineer Structures (national) pm 2 368000.00 736,000 9,200

Road Engineer (national) pm 4 368000.00 1,472,000 18,400 Social Development and Gender pm 8 368000.00 2,944,000 36,800 Specialist (national) Water Resources Specialist pm 4 368092.00 1,472,368 18,405 (national) Project Economist (national) pm 4 368000.00 1,472,000 18,400 Geotechnical Engineer (national) pm 4 368000.00 1,472,000 18,400 Community-based Flood pm 4 368000.00 1,472,000 18,400


Page 67

Package Included work Item Unit Quantity Rate Amount (BDT) Amount (USD) Mangement Specialist (national) Institutional / Capacity pm 4 368000.00 1,472,000 18,400 Development Specialist (national) Team Leader / River Management flight 5 368000.00 1,840,000 23,000 Specialist (International) Institutional / Financial Specialist flight 2 368000.00 736,000 9,200 (International) River Engineer (International) flight 2 368000.00 736,000 9,200 Hydrologist / Numerical Modeling flight 2 368000.00 736,000 9,200 Specialist (International) Social Development / Resettlement flight 2 368000.00 736,000 9,200 Specialist (International)

Environmental Specialist flight 2 368000.00 736,000 9,200 (International) Economist (International) flight 2 368000.00 736,000 9,200 Team Leader / River Management pm 8 184000.00 1,472,000 18,400 Specialist (International) Institutional / Financial Specialist pm 2 276000.00 552,000 6,900 (International) River Engineer (International) pm 5 276000.00 1,380,000 17,250 Hydrologist / Numerical Modeling pm 5 276000.00 1,380,000 17,250 Specialist (International) Social Development / Resettlement pm 5 276000.00 1,380,000 17,250 Specialist (International)

Environmental Specialist pm 5 276000.00 1,380,000 17,250 (International) Economist (International) pm 3 276000.00 828,000 10,350 Data acquisition and processing, sum 1 3680000.00 3,680,000 46,000 including field data (RRA) Topographic surveys (Tranche-2 sum 1 11040000.00 11,040,000 138,000 sites) Bathymetric surveys (Tranche-2 sum 1 2760000.00 2,760,000 34,500 sites) Geo-technical investigations for sum 1 3220000.00 3,220,000 40,250 embankments and riverbank protection (Tranche-2 sites) EIA/SIA background studies sum 1 6440000.00 6,440,000 80,500 (Tranche-2 sites) Resettlement survey (Tranche-2 sum 1 3220000.00 3,220,000 40,250 sites) Flood simulation modelling sum 1 9200000.00 9,200,000 115,000 (Tranch-2 sites) Morphological Analysis (Tranche- sum 1 7360000.00 7,360,000 92,000 2 sites) Package cost 1,070,788,368 13,384,855 S-02 NGO Service for Resettlement Plan Implementation NGO Service (L&R) sum 1 25149643.34 25,149,643 314,371 NGO Service (L&R) sum 1 6244928.33 6,244,928 78,062 NGO Service (L&R) sum 1 6244928.33 6,244,928 78,062 External Monitor sum 1 768397.29 768,397 9,605 External Monitor sum 1 190801.35 190,801 2,385 External Monitor sum 1 190801.35 190,801 2,385 GRC, Consultation Associated sum 1 57240.41 57,240 716 Costs GRC, Consultation Associated sum 1 345000.00 345,000 4,313 Costs GRC, Consultation Associated sum 1 57240.41 57,240 716 Costs Package cost 39,248,981 490,612



Package Included work Item Unit Quantity Rate Amount (BDT) Amount (USD) S-03NGO Service for Livelihood Development Livelihood Skills Dev. Training sum 1 827604.40 827,604 10,345 Livelihood Skills Dev. Training sum 1 3332938.62 3,332,939 41,662 Livelihood Skills Dev. Training sum 1 827604.40 827,604 10,345 Tailoring Training sum 1 1429529.35 1,429,529 17,869 Tailoring Training sum 1 1429529.35 1,429,529 17,869 Tailoring Training sum 1 5757017.30 5,757,017 71,963 NGO Service (Livelihood sum 1 2242037.70 2,242,038 28,025 Development) NGO Service (Livelihood sum 1 2242037.70 2,242,038 28,025 Development) NGO Service (Livelihood sum 1 9029159.45 9,029,159 112,864 Development) Package cost 27,117,458 338,968 S-04 NGO Service for Community based Flood Risk Management Community volunteers’ (600) batch 30 138000.00 4,140,000 51,750 training in 30 batches (40 Disaster Management Units comprising 15 volunteers/unit & 5 days/batch, 20 participants/batch) Community volunteers’(300) batch 15 82800.00 1,242,000 15,525 training in 15 batches on O&M and sluice gate operations for 3 days/batch One time cost for CbFRM training LS 1 57500.00 57,500 719 curricula with modules development and lesson plans One time cost for CbFRM training LS 1 230000.00 230,000 2,875 curricula with modules development and lesson plans One time cost for O&M and sluice LS 1 575000.00 575,000 7,188 gates operation training curricula/manual with modules development and lesson plans Printing & publication of training LS 1 575000.00 575,000 7,188 curricula/manuals Three mass awareness campaigns campaig 9 345000.00 3,105,000 38,813 (drama, folk songs and other popular shows) a year in each sub-reach. Unit cost is for one such campaign. Annual best volunteers’ award for year 4 230000.00 920,000 11,500 4 years (40 volunteers/year: each from 40 units) Annual flood forecasting festivals year 4 345000.00 1,380,000 17,250 in 3 sub-reaches (4 years) Logistics support for each person 600 13800.00 8,280,000 103,500 volunteer (dress, shoes, helmet, microphone & others) Social forestry (lump sum) PS 1 17250000.00 17,250,000 215,625 Team Leader (1) pm 36 172500.00 6,210,000 77,625 Community Mobilization Expert pm 180 69000.00 12,420,000 155,250 (CME)(5) Accounts officer(1) pm 36 69000.00 2,484,000 31,050 Support staff – 2/field office pm 216 34500.00 7,452,000 93,150 Conveyance of key staff PS 1 1265000.00 1,265,000 15,813 Field office rent (3) month 108 17250.00 1,863,000 23,288 Office equipment, A/C, office 3 690000.00 2,070,000 25,875 photocopier/furniture Office Stationery month 108 6900.00 745,200 9,315


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Package Included work Item Unit Quantity Rate Amount (BDT) Amount (USD) Office maintenance & utilities month 108 13800.00 1,490,400 18,630 (incl. power for A/C) Motor-bike for CMEs (5) unit 5 230000.00 1,150,000 14,375 Package cost 74,904,100 936,301 S-05 Multi-beam Echo Sounding Survey Underwater River Survey with PS 1 66240000.00 66,240,000 828,000 multi-beam ecosounder Package cost 66,240,000 828,000 S-06 Erosion Prediction Annual erosion prediction by PS 1 30400000.00 30,400,000 380,000 analysing satelite imageries Package cost 30,400,000 380,000 S-07 ADP MIS development including training and initial operational support Institutional/ System Analyst pm 6 460000.00 2,760,000 34,500 Database Programmer pm 6 345000.00 2,070,000 25,875 Training 100 persons in batches batch 10 460000.00 4,600,000 57,500 of 10 persons Data Entry Operator pm 12 57500.00 690,000 8,625 Support for System Operation pm 12 230000.00 2,760,000 34,500 Package cost 12,880,000 161,000 S-08 Asset MIS development including training and initial operational support Institutional/ System Analyst pm 10 460000.00 4,600,000 57,500 Database Programmer pm 6 345000.00 2,070,000 25,875 Workshop No 2 345000.00 690,000 8,625 Training 200 persons in batches batch 20 460000.00 9,200,000 115,000 of 10 persons Data Entry Operator pm 12 57500.00 690,000 8,625 Support for System Operation pm 24 287500.00 6,900,000 86,250 Package cost 24,150,000 301,875 S-09 Service for Environmental Management Adverse environmental impact PS 1 59800000.00 59,800,000 747,500 mitigation measures Package cost 59,800,000 747,500 6,064,882,875 75,811,036



Annexure 75: Procurement Plan (ADB Template)

Basic Data

Project Name: Flood and Riverbank Erosion Risk Management Investment Program

Country: Bangladesh Executing Agency: Bangladesh Water Development Board

Loan Amount: $ 60 million ( plus 15 miilion grant) Loan (Grant) Number:

Date of First Procurement Plan : Date of this Procurement Plan:

A. Process Thresholds, Review and 18-Month Procurement Plan

1. Project Procurement Thresholds

1. Except as the Asian Development Bank (ADB) may otherwise agree, the following process thresholds shall apply to procurement of goods and works.

Procurement of Goods and Works

Method Threshold

International Competitive Bidding (ICB) for Works Above $2,000,000

International Competitive Bidding for Goods Above $1,000,000

National Competitive Bidding (NCB) for Works Beneath that stated for ICB, Works

National Competitive Bidding for Goods1 Beneath that stated for ICB, Goods

Shopping for Works Below $100,000

Shopping for Goods Below $100,000

2. ADB Prior or Post Review

2. Except as ADB may otherwise agree, the following prior or post review requirements apply to the various procurement and consultant recruitment methods used for the project.

Procurement Method Prior or Post Comments

Procurement of Goods and Works

ICB Works Prior

ICB Goods Prior

NCB Works Prior

NCB Goods Prior

Shopping for Works Post

Shopping for Goods Post


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Procurement Method Prior or Post Comments

Recruitment of Consulting Firms

Quality- and Cost-Based Selection (QCBS) Prior

Quality-Based Selection (QBS) Prior

Other selection methods: Consultants Qualifications (CQS), Least-Cost Selection (LCS), Fixed Budget (FBS), and Single Source (SSS)

Prior

3. Goods and Works Contracts Estimated to Cost More Than $1 Million

3. The following table lists goods and works contracts for which procurement activity is either ongoing or expected to commence within the next 18 months.

General Description Contract Value

Procure-ment Method

Prequali-fication

of Bidders (y/n)

Advertise-ment Date

Comm-ents

Goods – Revetment Material

Supply of Geotextile bags and sheets at Chauhali in the district of Sirajganj

$4,555,849 (BDT 364,467,905)

ICB 1 stage 1 envelope

N 01-Jan-2014

Supply of Geotextile bag and sheets at Zafarganj and Harirampur in the district of Manikganj

$4,972,071 (BDT 397,765,659)


N 01-Jan-2014

Supply of Geotextile bag and sheet at Harirampur in the district of Manikganj

$4,511,308 (BDT 360,904,663)


N 01-Jan-2015

Supply of Geotextile bags and sheets at Benotia (Sirajganj), Chauhali (Sirajganj) and Zafarganj (Manikganj)

$3,849,195 (BDT 307,935,633)


N 01-Jan-2015

Goods - Vehicles

Supply ofJeep and Motor Cycles (in 2 lot)

$1,251,813 (BDT 100,145,000) ($918,683 is tax)

NCB 1 stage 1 envelope

N 01-Jul-2014

Civil Works (bank protection)

Construction of comprehensive bank protection work at Chauhali (Reach-1, 2.50 km)

$5,578,063 (BDT 446,245,000)


N 01-Mar-2014

Construction of comprehensive bank protection work at Chauhali (Reach-2, 2.50 km)

$5,578,063 (BDT 446,245,000)


N 01-Mar-2014



Construction of comprehensive bank protection work at Zafarganj (2.0 km)

$4,462,450 (BDT 356,996,000)


N 01-Mar-2014

Construction of underwater bank protection work at Harirampur (Reach-1, 3.50 km)

$4,122,431 (BDT 329,794,500)


N 01-Mar-2014

Construction of underwater bank protection work at Harirampur (Reach-2, 3.50 km)

$4,122,431 (BDT 329,794,500)


N 01-Mar-2015

Construction of comprehensive bank protection work at Verakhola (1.0 km)

$2,257,763 (BDT 180,621,000)


N 01-Mar-2015

Civil works (Embankment)

Construction of new embankment with pavement from Kaijuri to Bhatpara under Shahjadpur upazila in the district of Sirajganj (5.0 km)

$5,175,313 (BDT 14,025,000)


N 01-Apr-2014

Construction new embankment from Bhatpata to Gala under Shahjadpur upazila in the district of Sirajganj (3.50 km)

$1,385,675 (BDT 110,854,002)


N 01-Apr-2014

Construction new embankment from Gala to Verakhola under Shahjadpur upazila in the district of Sirajganj (4.0 km)

$1,431,000 (BDT 114,480,002)


N 01-May-2015

Re-construction of Baral/Hurasagr LB Embankment : Baghabari-Verakhola (D/S Reach, 4.80 km)

$1,807,570 (BDT 144,605,602)


N 01-Apr-2014

Re-Construction of Baral/Hurasagr LB Embankment : Baghabari-Verakhola (U/S Reach, 5.70 km)

$1,818,168 (BDT 145,453,400)


N 01-Apr-2014

4. Consulting/NGO Services Contracts Estimated to Cost More Than $100,000


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The following table lists consulting services contracts for which procurement activity is either ongoing or expected to commence within the next 18 months.

General Description Contract Value Recruitment Method1

Advertisement Date

(quarter/year)

International or National Assignment

Comments

Consulting Services for Institutional Strengthening and Project Management Consultant

$13,384,855 (BDT 1,070,788,368)

QCBS Quality:Cost

90:10

01-Nov-2013 International

NGO Services for Resettlement Plan Implementation

$490,612 (BDT 39,248,981)

Q©BS Quality:Cost

80:20

01-Jan-2014 National

NGO Service for Livelihood Development

$338,968 (BDT 27,117,458)

Q(C)BS Quality:Cost

80:20

01-Sep-2014 National

NGO Service for Community based Flood Risk Management

$936,301 (BDT 74,904,100)

Q(C)BS Quality:Cost

80:20


Consulting Services for Multi-beam Echo Sounding Survey

$828,000 (BDT 66,240,000)

QCBS Quality: Cost

80:20

01-Nov-2014 National

Consulting Services for Erosion Prediction

$380,000 BDT 30,400,000)

SSS


Consulting services for development and operationalization of Project and Asset MIS

$462,875 (BDT 34,030,000)

QCBS 01-Sep-2014 National

NGO Service for Environmental Management (wetland biodiversity and sanctuary study)

$747,500 (BDT 59,800,000)

QCBS Quality: Cost

80:20

01-Jan-2015 National

5. Goods and Works Contracts Estimated to Cost Less than $1 Million and Consulting Services Contracts Less than $100,000

The following table groups smaller-value goods, works and consulting services contracts for which procurement activity is either ongoing or expected to commence within the next 18 months.

General Description Contract Procure- Prequali- Adverti Comme-



Value ment Method

fication of Bidders

(y/n)

se-ment Date

nts

Goods – Equipment

Supply of computers and application software (multiple package)

$111,750 (BDT 8,940,000)

Shopping N 01-Aug-2014

Supply of Survey Equipments (multiple package)

$111,250 (BDT 8,900,000)

Shopping N 01-Aug-2014

Supply different input items for livelihood support program (multiple package)

$464,764 (BDT 37,181,100)

Shopping N 01-Nov-2015

Civil Works

Emergency and Adaptive bank protection work (2014)

$222,750 (BDT 17,820,001)

NCB N 01-Mar-2015


$229,500 (BDT (18,360,000)

NCB N 01-Mar-2016


$222,750 (BDT 17.820,001)

NCB N 01-Mar-2017

B. Indicative List of Packages Required Under the Project

The following table provides an indicative list of all procurement (goods, works and consulting services) over the life of the project. Contracts financed by the Borrower and others should also be indicated, with an appropriate notation in the comments section.

General Description

Estimated Value (cumulative)

Estimated Number of Contracts

Procurement Method

Domestic Preference Applicable1 Comments

Goods $17,888,423 4 ICB $1,251,813 1 NCB $918,683 is

tax $687,764 3 Shopping Works $34,922,250 7 ICB $3,491,675

7 NCB

Consulting Services

$13,384,855 1 International $1,670,817 3 National

NGO Services $2,513,381 3 National


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C. National Competitive Bidding

1. General 7. The procedures to be followed for national competitive bidding shall be those set forth for the National Open Tendering Method in the Government’s Public Procurement Rules, 2008(as updated and issued pursuant to the Bangladesh Public Procurement Act, 2006) with the clarifications and modifications described in the following paragraphs required for compliance with the provisions of the ADB Procurement Guidelines.

2. Advertising 8. Bidding of NCB contracts estimated at $500,000 or more for goods and related services or $1,000,000 or more for civil works shall be advertised on ADB’s website via the posting of the Procurement Plan.

3. Anti-Corruption 9. Definitions of corrupt, fraudulent, collusive and coercive practices shall reflect the latest ADB Board-approved Anti-Corruption Policy definitions of these terms and related additional provisions (such as conflict of interest, etc.).

4. Location of Bid Submission 10. Submission of bidsto ‘primary’ and ‘secondary’ locations, or ‘multiple droppings’ of bids, shall not be required or allowed. Advertisements and bidding documents shall specify only one location for delivery of bids.

5. Rejection of All Bids and Rebidding 11. Bids shall not be rejected and new bids solicited without ADB’s prior concurrence.

6. Member Country Restrictions 12. Bidders must be nationals of member countries of ADB, and offered goods must be produced in member countries of ADB.

7. Lottery 13. A lottery system shall not be used to determine a successful bidder, including for the purpose of resolving deadlocks.

8. Qualification Requirements 14. A successful bidder must be determined by an assessment process that shall include the application of qualification requirements to all bids.

9. Rejection of Bids 15. A bid shall not be rejected on the grounds that its bid price is not within a percentage range above or below the contract estimate.

Annex H: Implementation and Procurement Planning

Documents

Transcript of Annex H: Implementation and Procurement Planning