CU-CBADP Final Report

VERSION 041221

EUROPEAN COMMISSION DIRECTORATE-GENERAL FOR HUMANITARIAN AID - ECHO GRANT AGREEMENT: ECHO/DIP/BUD/2005/04014

FINAL REPORT

[Final Report in orange, Times New Roman, size 12]

1. GENERAL INFORMATION

1.1. Name of Humanitarian Organisation:

Concern Universal

1.2. FPA number (if applicable):

86

1.3. Purpose of the submission

1.3.1. Proposal

New proposal date: 23-08-05

Revised proposal x date: 18-01-06

ECHO reference A/11324 date: 24-08-05

1.3.2. Interim narrative report X date: 30-09-06

1.3.3. Preliminary final report X date: 30-04-07

1.3.4. Final report X date 31-08-07

1.3. Grant agreement number

Not applicable

ECHO/DIP/BUD/2005/04014 1.5. Implementing rules applicable to this agreement

Grant, 100% financing

Grant, co-financing X

1.6. Framework of this submission

Primary emergency decision

Emergency decision

Ad hoc decision

Global plan decision

DIPECHO X

Other, please specify

1.7. Executive summary of the Operation

(4.1.) Title of the Operation:

Community-Based Approaches to Disaster Preparedness (CBADP)

(4.2.) Exact location of the Operation:

Jamalpur, Narshingdi, and Barguna Districts, Bangladesh

(4.3.) Start date of the activities in the field:

1 March 2006

(4.4.) Duration in months:

13 months

SINGLE FORM GRANT AGREEMENT VERSION 041221

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15 Months (pending approval of the extension of the operation by

two months)

15 Months (approved following the Interim Report)

15 Months

(4.5.1.) Total number of direct beneficiaries

23,274

Confirmed. No changes to report.

Confirmed.

Confirmed. No changes to report (this number represents the number of

members of the community centres targeted by the operation and it

remained accurate throughout the implementation period – see table in

4.5.7. for breakdown)

(4.5.2.) Identify the status and give details of the beneficiaries

Vulnerable and marginalised members of pre-established Community Centres.




(4.7.1.) Operation specific objective

Raise the disaster awareness and response capacity of local communities in the targeted “high risk” Districts toward multiple natural hazards.

(4.7.2.) Indicator(s) and source(s) of verification

Indicators:

At least 13,965 community members (residing within 2 kilometres of a targeted Community Centre) can recall disaster preparedness awareness raising events conducted by their local Community Centre.

At least 16,290 community members (residing within 2 kilometres of a targeted Community Centre) are aware of appropriate responses to relevant natural disasters (Jamalpur and Narshingdi – flood, storms and earthquake: Barguna – flood, storm, cyclone and tidal surge, and earthquake).

Sources of verification:

Evaluation Report.

Client/Community Feedback.

Mock drills

Dry runs rehearsals

Case studies

Post training evaluation

School competitions

(4.8.1.) Result 1, relevant indicator(s) and source(s) of verification

Result: Strengthen the capacity of Community Centres to operate as conduits for disaster preparedness and response in their local communities.

Indicators:


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Around 17,475 surveyed members of the targeted 241 Community Centres are aware of the nature and level of disaster-related services offered by their Centre.

Around 192 targeted Community Centres have incorporated disaster preparation, mitigation and response into their official operational documents.

180 targeted Community Centres are implementing successful disaster preparedness programmes.


Evaluation Report.


Community Centre Monitoring Reports.

Community Centre Constitutions and/or official operational documents.


Result: Productive linkages between the targeted Community Centres and relevant local government disaster preparedness mechanisms are in place.

Indicators:

Around 17,475 surveyed members of 217 targeted Community have articulated local government communication strategies.

Around 16,310 Community Centre Management Committee members can identify 1) the local government disaster preparedness agencies and 2) the official emergency mechanisms for their community.

217 targeted Community Centres participated in two (2) workshops each with Union level Disaster Preparedness Units.


Community Centre Monitoring Reports.

Community Centre Communication Strategies.


Workshop attendance records.

Minutes from Community Centre meetings.


Result: Enhanced the public awareness in the targeted communities toward disaster risk, methods of mitigation, and appropriate responses to natural disaster.

Indicators:

At project completion 75% of community school teachers trained in disaster preparedness preparation, mitigation and response have retained at least 75% of the knowledge from the training.

At project completion, 75% of Community Centres are continuing to disseminate information for disaster preparedness, mitigation and response.

13,980 community members (residing within 2 kilometres of a targeted Community Centre) have personally undertaken activities or changed behaviour to mitigate disaster.


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Evaluation Report.


Community monitoring.


Result: Disseminate/share project lessons and experiences.

Indicators:

Results of the project’s Impact Evaluation are disseminated to all key stakeholders through a Lessons Learned Workshop.

A system of recording lessons and experiences is established by the end of month #1 and is utilised and maintained throughout the project implementation period.


Official “Lessons and Experiences” documentation.

Workshop report.

Evaluation report.

Objectives and Expected Results of the operation remain relevant and have not been changed

Confirmed. Objectives and Results have been achieved. See below for detailed

information.

(11.1. Total budget of the Operation:

€228,005.56

€250,538.83 (pending approval on increased budget due to

project extension by two months)

€250,538.83 (approved following the Interim Report)

€2 , . Actual Expenditure

(11.2. Contribution requested from European Community:

€193,804.73

€212,958.01 (pending approval)

The percentage of the EC contribution remains at 85%

€212,958.01 (approved following the Interim Report)

€2 , . Contribution requested, representing 85% of actual expenditure

(11.3.) Eligibility of expenditures, date

1 March 2006

2. NEEDS ASSESSMENT

2.1 Date(s) of assessment

The needs assessment survey was undertaken from 5-20 July 2005.

2.2 Methodology and sources of information used

Needs Assessment Methodology:


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The needs assessment survey collected primarily qualitative data/information from multiple sources. The following data collection methodologies were used:

Primary data collection: - In-depth interview - Focus group discussion (FGD)

Secondary data collection: - Literature review

Tools Used for Survey/ Data Collection The following tools were utilised as part of the project needs assessment:

Formats/checklists for conducting FGD

Checklist to ensure that in-depth interviews were structured and consistent with each other.

Sources of Information/Respondents of the Needs Assessment Survey: The major sources of information or the respondents of needs assessment survey were as follows:

Worst victims of the disaster in the proposed project area;

Grassroots level people in the proposed project area;

Leaders of the grassroots level institutions in the proposed project area;

Members of community committees, government, and Disaster Preparedness groups at both the Union and Upazila level;

Upazila and District level relevant government officials in the proposed project area; and

Relevant literature.

Literature collection and review:

Type of literature collected and reviewed - Reports of different government and non-government agencies; - Flood related documents; - Training needs assessment survey and development on Disaster

Management conducted by DAM, 1999; - A National Strategy for Economic Growth, Poverty Reduction and

Social Development, GOB, 2003; - Bangladesh Disaster Report, Disaster Forum-Bangladesh, 1998; - Report of World Environment Day, 2005:SDNP-Bangladesh (

www.sdnpbd.org); - Standing Orders on Disaster, GOB, 1999; - Pubic information such as newspapers.

Sources of literature: - Local NGOs; - Local Community Based Organisations involved in disaster

preparedness activities; - Relief and Disaster Management Ministry and Upazila and District level

government departments; and - Dhaka Ahsania Mission’s Documentation Unit.

Different international, UN and government agencies and non-government organisations working in Bangladesh are involved in implementing disaster management related interventions. In implementing these activities, these organisations and agencies gathered a lot of information on their experiences and lessons. A lot of advocacy and training


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materials have been developed for different stakeholders to work with a variety of approaches. To initiate new activities on disaster preparedness, these materials should serve as sources of information and back up materials and have been collected and reviewed as part of the pre-implementation process. The review of literature suggests that there were recurrent and frequent flooding, river erosion and occasional cyclone/tornado in the targeted areas of the three Districts. It also indicates that the people in the targeted regions have become poorer due to the negative impact of these disasters.

2.3 Organisation/person(s) responsible for the assessment

The Programme Division of Concern Universal’s local NGO partner, Dhaka Ahsania Mission (DAM), along with DAM’s field level officers conducted the needs assessment survey with technical assistance of DAM’s Research Division. Needs Assessment staff also received assistance from Union and Upazila level NGO networks. The Area Coordinator of DAM was the person directly responsible for conducting the needs assessment under the support and guidance of Senior DAM staff.

2.3 Problem statement and stakeholder analysis

Bangladesh is a country that has been intrinsically associated with natural disaster vulnerability. Bangladesh’s geographical vulnerability lies in the fact that it is an exceedingly flat, low-lying, alluvial plain covered by over 230 rivers and rivulets with approximately 580 kilometers of exposed coastline along the Bay of Bengal. In addition, there are three geological faults running underneath the capital of Dhaka. As a result of its geography, Bangladesh frequently suffers from devastating floods, cyclones and storm surges, tornadoes, riverbank erosion, and drought as well as constituting a very high-risk location for devastating seismic activity. UNDP research outlining the disaster profiles of the Least Developed Countries (LDCs) concluded that over the past 30 years, the annual frequency of large-scale disaster in Bangladesh has been approximately six per year, extremely high in comparison to other LDCs1. In more recent years, Bangladesh has been confronted by natural disasters of varying types and magnitude, including major floods in 1987, 1988, 1999 and 2004 and a cyclone in the Bay of Bengal in April 1991 which killed over 138,000 people and rendered millions homeless. The vulnerability of Bangladeshis, and the consequent complexity and negative impact of disasters, is compounded by numerous non-geographical factors. These include, but are not limited to, poverty (particularly in rural areas), inequality related to income, gender, religion and indigenousness, rapid urbanisation, overpopulation, and poor infrastructure. In addition, poverty and overcrowding has driven the relocation of many poor families to highly flood-prone low-lying areas and isolated islands with little or no cyclone protection. Bangladesh’s longer term natural disaster vulnerabilities result from the arsenic contamination of water supplies and the threat of land-loss from rising sea levels as a result of climate change. The three Districts covered in this proposal are among the most disaster prone areas in Bangladesh. Specially, the vulnerable people who live along the riverbank area of the proposed project area regularly face devastating floods and terrible river erosion. In addition, the population of the coastal District of Barguna have to face cyclone and tidal surges along with severe riverbank erosion.

1 United Nations Development Programme. Disaster Profiles of the Least Developed Countries. 3rd Conference on LDCs, Brussels, May 14-20, 2001, (Working Paper).


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Stakeholders Analysis: The individuals covered in the projects three target Districts suffer from range of economic, social and geographical vulnerabilities. The primary stakeholders in this initiative will be the 23,274 members of the local Community Centres targeted by the project. The project will also have indirect benefits for the wider community. The Community Centre (Gonokendra and Village Development Committee) membership consists of people from the following vulnerable and marginalised groups:

People who live in the unstable and vulnerable char and riverbank regions;

Landless households with minimum assets and irregular employment/income;

Marginal farmers;

Impoverished female heads of households and their children;

Residents in perennial cyclone and flood zones who have low results against multiple human development indictors such as employment, income, health and education.

In addition to these vulnerable and marginalised communities, the project will also strengthen the capacity of staff at the relevant local government institutions, local community leaders and the Upazila Disaster Preparedness Committee members.

Confirmed Confirmed Confirmed

2.3. Findings of the assessment

The people in the targeted regions do not have the informational, organisational or infrastructure capacity to effectively mitigate the recurring natural disasters which impact their Districts. Specific inadequacies identified by the needs assessment include the following:

No emergency disaster forecasting system/s in the surveyed areas;

Severe lack of awareness of the people about the negative consequence of the flood and river erosion;

No community-based disaster management committee in the village level;

No functional disaster management committees at either the Union or Upazila levels.

Lack of a information to coordinate a unified response to a natural disaster;

Lack of available resources to meet both the emergency and long term needs;

Lack of available rescue boats and other materials;

No multipurpose and sustainable flood shelters.

General comments regarding the needs assessment:

The needs assessment was adequate and provided a good reading into the vulnerabilities of

the targeted local communities. One of the lessons learned from the implementation of this

operation is that despite the high coping mechanisms of the people of Bangladesh, the

vulnerability to natural disasters remains very high, and at grassroot level very little has

been done in terms of prevention and preparedness. Local government authorities

(particularly at Union Parishad level) and communities have limited or no knowledge of

DRR national policies; nor do they have a clear understanding of processes and

mechanisms associated with preparedness and the extent to which they make a difference

in saving lives. The investment in DP related operations that grassroot level remains a

fundamental necessity.


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3. HUMANITARIAN ORGANISATION'S STRATEGY

3.1. Partner's strategy in country and/or region(s) of Operation

Concern Universal has worked in Bangladesh for more than 10 years and has partnered Dhaka Ahsania Mission for almost all of this time. The focus of Concern Universal’s work in Bangladesh is shaped by strategic planning consultations with local partner organisations and other stakeholders. Concern Universal is currently renewing its Strategy – along with Disaster Preparedness, key strategic themes are likely to include Gender, Environment, Capacity Building, and Transparency and Accountability.

Confirmed Concern Universal Bangladesh renewed its Country Strategy for the period covering 2006-2009. In the Country Strategy, Disaster Preparedness is identified as a cross-cutting issue, and it is expected that CU will ensure all projects have contingencies built into their design to minimise the impact of any disaster; it will also ensure that all projects incorporate mechanisms which assist beneficiary groups to prepare and mitigate natural disaster when and where it occurs, and disaster response. Increasingly CU is allocating more human and financial resources to DRR – see section 5.2/ Contingency for more information. More widely, Concern Universal has significant experience of Disaster Preparedness and Response (e.g. Concern Universal is major player in responding to the food crisis in Malawi and, in West Africa, is strengthening national Emergency Preparedness capacity). Concern Universal’s experience of working with ECHO on Emergency Preparedness and Response programmes spans back to the early 1990’s.

Dhaka Ahsania Mission’s Capacity in Disaster Preparedness and Management: Concern Universal’s local implementing partner, Dhaka Ahsania Mission (DAM), works on the information provided by the government and the concerned agencies to begin with any disaster related activities. DAM collects information about the damage, needs assessment and operational strategies through its own network of the field offices. In the DAM Head Office in Dhaka there is a Central Committee for Disaster Management headed by the Deputy Executive Director with the Director, Programmes as the Member-Secretary. The Director, Programmes, also acts as the Chief Coordinator for Relief and Rehabilitation work. Under the Chief Coordinator there is a Project Coordinator for Disaster Management. This set up is responsible for management and implementation of the disaster related projects at the central level. In each working area of DAM there is a Relief and Rehabilitation Coordination Committee headed by the respective Programme Officers at Upazila Level responsible for coordination of the relief, rehabilitation and other activities in the area concerned. In each area there are several personnel including Area Coordinator, Assistant Area Coordinators, Supervisors and teachers / volunteers. On an average one supervisor is responsible for taking care of 100 families and additional personnel remain stand by to add to the force whenever necessary. This team is available to conduct surveys and estimate damage, assess immediate, short, medium and long term needs and also to undertake and assist in the implementation of such projects.

In addition to the above information, and since the launching of this operation, DAM has started implementing other projects in Disaster Management, covering different geographical areas from the ones targeted under this operation.


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DAM has also created a Disaster Management Unit within their Programme Unit, and Disaster Risk Reduction has been included as a key priority for intervention in their Perspective Plan for the next 10 years – see section 5.2/ Contingency for more information.

3.2. Link between Operation, the findings of the assessment and the problem statement

This operation directly addresses the limited informational and organisational capacity of vulnerable and marginalised communities to effectively mitigate the recurring natural disasters which impact their Districts. The project will focus on strengthening the capacity of local communities, through their legitimacy pre-exiting community mechanisms, to access goods, services and, most importantly, information, to minimise the harm caused by natural disaster. This will be achieved through the institutional strengthening of the Community Centres while simultaneously strengthening their capacity to raise public awareness of natural disaster and advocate for the rights of their communities.

3.3. Is/are there similar Operation(s) in the country/region?

There are relief and/or rehabilitation programmes underway in all three Districts. These can be summarised as follows:

District Working NGO Type of Activity

Jamalpur DAM, BRAC, Prodipan Relief and Rehabilitation

ASA, SHDO, ARD, Unnayan, Shangho, Government programme

Relief

Narshingdi DAM, BRAC, PAPRY Relief and Rehabilitation

DCI, Government programme Relief

Barguna RDF, Sankalpa and Government Rehabilitation

DAM Relief

If yes, explain the measures foreseen to avoid overlap/duplication/double funding.

This project specifically focuses on capacity strengthening of potential conduits for disaster preparedness activities, as opposed to relief and rehabilitation. As such, there will be no overlap. Indeed, the abovementioned pre-existing programmes will complement this initiative as these are the services which the strengthened Community Centres will be accessing on behalf of their communities.

Confirmed. There is no overlap/ duplication of the operation.

Confirmed. There is no overlap/ duplication of the operation.

Confirmed. There was no overlap/ duplication in the operation.

The original proposal was to focus on four Districts, Jamalpur, Narshingdi, Barguna and Dhaka. To ensure that the proposal focused and concise and to avoid duplication, Concern Universal consulted with the other DIPECHO partner organisations. After discussions with eight DIPECHO partners, the decision was made to drop Dhaka District from the targeted regions as it was Handicap International’s to focus in that region, and instead include it as a contingency District in case of a force majure event curtails implementation in the other three Districts.


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3.4. Previous humanitarian Operations with EC grants in the country/ region.

Concern Universal has received European Commission support for several initiatives in Bangladesh (primary health care in Cox’s Bazar (BGD/RELEX/2000/09) and non-formal education in Southwest Bangladesh (ONG/PVD/1999/31/UK)), however these have focused on the long-term development of the target communities rather than the provision of humanitarian support.

3.5. Have you discussed this proposal with ECHO's technical assistance office in the country/region of Operation?

Yes X No

Comments:

DIPECHO comments were generally very broad, focusing more on the general rather than the specific. However, several changes have been made to the proposal design in light of the DIPECHO feedback:

1. The original design had field-based implementation activities occurring in the last month of implementation. Following discussions with DIPECHO, the project duration was increased from twelve to thirteen months with all field-based activities will ceasing at the end of month twelve. Month thirteen will be spent conducting an impact assessment of the project, finalising DIPECHO reporting and disseminating lessons and experiences.

2. In light of the discussions with DIPECHO to keep the projects targeted and focused, the community infrastructure component was dropped from the proposal to ensure the project remains focused on capacity building, institutional strengthening and public awareness raising.

4. OPERATIONAL FRAMEWORK

4.1. Title of the Operation:

Community-Based Approaches to Disaster Preparedness (CBADP) 4.2. Exact location of the Operation – Map

The project will be implemented in the three major disaster adverse Districts of Jamalpur, Narshingdi and Barguna. The overwhelming majority of the people of this region are poor - mostly fishermen and farmers with irregular employment, uncertain income and face widespread under employment for most of the year. Jamalpur, Barguna and Narshingdi District are underserved by both Government services and NGOs due to difficult geographical terrain and unfavourable environmental conditions. These problems are compounded by the occurrences of regular and frequent disasters impeding the overall socio-economic development efforts. Dhaka Ahsania Mission has 241 Ganokendra/Village Development Committees in the project area which serve as a forum for community participation and development. These Centres will serve as focal points for project activities. The Upazila and Union level detail within the targeted Districts is displayed in the following table:

District Upazila Number of Unions

Jamalpur Jamalpur Sadar 02

Dewangonj 06 04 (typing mistake.

It’s 04 Unions, not 06)

Narshingdi Narshingdi Sadar 09

Raipura 03


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Barguna Barguna Sadar 03

Amtoli 05

Total 26 Confirmed

A map identify these Districts has been provided in Annex 1.

Confirmed. There have been no changes in terms of the exact location of the

operation. [See Annex 3 with GIS Map] Confirmed. There have been no changes in the exact location of the operation [map provided at the time of the Interim Report remains accurate]

Confirmed. There were no changes in the exact location of the operation and the map

provided in previous reports remains valid.

Identification Process of Location: Concern Universal’s partner, Dhaka Ahsania Mission, used community based detection approach such as consultation with public and local government organisations, previous records and community opinions to identify those most in need. DAM has given priority to the most disadvantaged Unions which are most vulnerable to the disaster, such as Unions which are very close to the rivers and adjacent to the Bay of Bengal. The Districts themselves were selected as a) they are all severely affected by natural disaster, b) there are high numbers of vulnerable and marginalised communities and households and c) Concern Universal and Dhaka Ahsania Mission already have a strong presence and pre-existing relationships in the area. Focusing on these three Districts will allow us to “hit the ground running” from day one of project implementation.

4.3. Start date of the activities in the field:

1 March 2006


Confirmed

Confirmed

4.4. Duration in months:

13 Months

15 Months (pending approval of the extension of the operation by two months)

15 Months (approved following the Interim Report)

15 Months.

All activities completed and costs incurred within the 15 months, except for the following:

- two (2) essential staff members (Project Manager and Project Coordinator) continued

assigned full time to the operation for the additional month of June 2007 for reporting

purposes [request approved by donor following pre-final report];

- works related to the installation of the tubewells in the three (3) Districts. Procurement

procedures and contracts were signed before the end of the operation but the works were

not completed until the third week of June [DIPECHO TA was informed].


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Motivation for the extension of the operation from 13 to 15 months:

1. Ensure the sustainability of the project;

2. Consolidate community based approaches;

3. Strengthen current activities and linkages that need stronger follow-up.

The implementation of the CBADP project is taking place successfully according to plan and

with the active participation of the targeted communities. Their involvement and

motivation has been constant from the start. However, the dissemination of information on

disaster preparedness, the process of community ownership of the project, and the re-

shaping of attitudes takes time, particularly when we expect the impact of the project to

remain relevant in the long run. With the extension of the project, the CBADP staff will be

able to consolidate the community based approaches and to ensure the sustainability of the

project to a greater extent.

It is also required to further strengthen the linkages between the community centres and

their respective Unions. Although the Unions are actively participating in the project’s

activities, in the majority of the cases their Disaster Preparedness Units are not very

operational and lack a strategic vision / year workplan / meeting agenda. The Upazilas and

Unions need a greater support than initially anticipated. The CBADP project comes as an

excellent opportunity to help the local government authorities develop meaningful

workplans and renew their ties with the local communities. For that reason, we wish to

implement more activities than those initially planned.

The request for an extension of the project is not the end result of the need for more

time to implement the planned activities, but to incorporate new ones.

New Activities Proposed:

1. Disaster Risk Reduction Workshop at National Level

Under result # 2, Activity 2.6

1 day workshop

40 Participants

To be held in Dhaka

To take place in April 2007 (month #14 of the operation)

Cost: €1,703 (inclusive of cost with the visibility of the event, workshop

materials, refreshments, travel allowances, venue, etc.)

2. Disaster Risk Reduction Workshop at District Level


1 workshop per District (Jamalpur, Barguna and Narshingdi)

1 day workshop

40 Participants


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To take place in March 2007 (month #13 of the operation)

Cost: €3,235.69 (inclusive of cost with the visibility of the event, workshop

materials , refreshments, travel allowances, venue, etc)

3. Training to committee members of the Disaster Preparedness Units at Union Level


In the three Districts (Jamalpur, Barguna and Narshingdi)

1 day training

25 Participants

To take place in January 2007 (month #11 of the operation)

Cost: €908.27 (inclusive of cost with the visibility of the event, training

materials , refreshments, travel allowances, venue, etc)

The activities being proposed fall under result # 2 of the operation: “Productive linkages

between the targeted Community Centres and relevant local government disaster

preparedness mechanisms are in place”. The first two activities aim at mainstreaming

Disaster Risk Reduction, and at encouraging greater productivity from the Disaster

Preparedness Units at Upazila and Union Parishad level. It will be a working space for

experience sharing, and to ensure and consolidate a common DP mandate/ working agendas

in the areas of Disaster Preparedness and Risk Reduction.

The one day training will reinforce and strengthen the DP Units at Union level to deal with

DP issues in a more effective and efficient way. Six months into the project it’s visible

that the Community Centres are articulating with the local DP Units. In most cases, these

DP Units are not as operational and productive as they should be due to lack of training and

working agendas. They have no DP strategy or policies in place, but are willing to be more

active and constructive in their approach to DP. Extra time and activities specifically

targeted at dealing with the gaps and voids of the DP Units is, therefore, needed.

4. Impact assessment and sustainability

Not a new activity per se, but a reinforcement of the initial 13 months of the project.

The CBADP is a pilot project and the impact assessment is particularly important in

extracting ‘best practice’ lessons and experiences, and to identify strengths and

weaknesses. With the extension of the project, the field staff will also be in a better

position to support the community-based approaches and continue the visits to the

targeted Gonokendra/ Village Development Communities in order to ensure that the DP

working plans remain valid and the action groups have updated their list of activities and

responsibilities well into 2007-2008.

Workplan and Logframe:

Both documents were updated in order to include the proposed activities for the extension

of the project. See Annex 1 for the Workplan and Annex 2 for the Logframe.


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Budget:

The costs involved in the extension of the operation were updated in the interim financial

report [they include the new activities listed above, as well as an increase in the support

cost by an additional two months].

During the monitoring visit of our DIPECHO TA, the justification for a two month

extension of the operation was discussed.

The extension was granted and the activities proposed during the Interim Report were incorporated in the plan of activities. See section 4.9 for the update on the progress of the activities.

4.5. Beneficiaries

4.5.1. Total number of direct beneficiaries

The approximately 24,000 members of the targeted local community centres (called “Gonokendra” in Narshingdi and Barguna Districts, and “Village Development Committees” in Jamalpur District) will be the direct beneficiaries of the project. Of this, approximately 75% of the beneficiaries will be women.

Confirmed.

Confirmed

Confirmed. See breakdown and further details below in sections 4.5.3 and 4.5.7. As

expected, members of the 26 targeted Union Parishads (Result #2) and teachers from 52

schools (Result #3) also benefited from the operation.

4.5.2. Identify the status and give details of the beneficiaries

The targeted beneficiaries included and involved members of the Community Centres (Gonokendra and Village Development Committee) who are highly vulnerable and marginalised groups of people within the targeted communities. These include 1) People who live in the unstable and vulnerable char and riverbank regions; 2) Landless households with minimum assets and irregular employment/income; 3) Marginal farmers; 4) Impoverished female heads of households and their children; and 5) Residents in perennial cyclone and flood zones.

The project will also focus on these people’s representatives by strengthening the capacity of staff at the relevant local government institutions, local community leaders, and the Upazila Disaster Preparedness Committee members.

As mentioned in the stakeholder analysis, the Community Centre (Gonokendra and Village Development Committee) membership consists of people from highly vulnerable and marginalised groups within the targeted communities. These include 1) People who live in the unstable and vulnerable char and riverbank regions; 2) Landless households with minimum assets and irregular employment/income; 3) Marginal farmers; 4) Impoverished female heads of households and their children; and 5) Residents in perennial cyclone and flood zones who have low results against multiple human development indictors such as employment, income, health and education.


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Confirmed. Confirmed Confirmed. The beneficiaries of the operation were members of the targeted 241

community centres in disaster-prone areas of Bangladesh. Although most activities were

open to all members of the village/ community, priority was given to members and users of

the community centres. The vulnerabilities identified during the needs assessment were

correct – although the community centres are well established forums for community

participation and empowerment, disaster preparedness had never been addressed prior to

this operation. The same applies to the Union Parishads and the schools: despite their

highly influential role in the society no DP activities had ever taken place.

4.5.3. “Catchment” population

The total population in the project catchment area is approximately 125,000 households (around 481,200 individuals). A breakdown of the catchment population according to Union is provided in Annex 2.

A breakdown of different categories of beneficiaries is estimated below:

Name of District

No. of Children (0-18) No. of Adult (18-50) Elderly (50+) Total No.

Boys Girls Total % Male Female Total % Male Female Total % Male Female Total %

Jamalpur 25289 26592 51881 47% 23624 23322 46946 42% 6267 6287 12554 11% 55180 56201 111381 100%

Narshingdi 59576 59783 119359 49% 47705 47243 94948 39% 14442 13880 28322 12% 121723 120906 242629 100%

Barguna 28319 28128 56447 44% 26826 26632 53458 42% 9020 8259 17279 14% 64165 63019 127184 100%

Total 113184 114503 227687 47% 98155 97197 195352 41% 29729 28426 58155 12% 241068 240126 481194 100%

Confirmed

Confirmed

Confirmed

4.5.4. What are the identification mechanisms and criteria?

The direct beneficiaries were identified and defined through their membership status with either the Gonokendra (Narshingdi and Barguna Districts) or the Village Development Committees (Jamalpur District). These are legitimate and respected Committee Centres within the targeted Unions which draw their membership base from vulnerable and marginalised sectors of their communities. Membership is primarily female (75%) and Management Committees are gender equitable. The implementation of this project through pre-existing community mechanism will help ensure high positive impact in the shortest period of time. The identification of the catchment population is purely geographical.


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4.5.5. To what extent and how were the beneficiaries involved in the design of the Operation?

The involvement of project beneficiaries was ensured throughout the design of the operation through the following mechanisms:

The qualitative nature of the project needs assessment survey;

Consultation design meetings with the beneficiaries;

Meetings on disaster preparedness with the Gonokendra and Village Development Committee group members;

Meeting with the relevant elected local government representatives to discuss disaster preparedness capacity and need;

Discussions with local NGO and CBO leaders.

4.5.6. Sectors of activity

Sector 1: Local Capacity Building: Community awareness programme involving consultation meetings, training and workshops. Cost: Euro 78,685.48

Cost: €74,329.23

Cost: €76,182.46

Actual Cost: € , .

Sector 2: Facilitation and Coordination/Institutional Strengthening: Establishment of linkages between legitimate local community centres and relevant government and non-government disaster preparedness agencies. Cost: Euro 59,699.75

Cost: €78,696.86

Cost: €78,650.19


Sector 3: Advocacy and Public Awareness Raising: Prepare local communities to effectively mitigate and respond to natural disaster. Cost: Euro 58,552.16

Cost: €71,624.98

Cost: €65,259.80


Sector 4: Research and Dissemination: Workshops/meetings with government and non-government agencies for experience sharing on process documentation learning and future direction. Cost: Euro 22,335.20

Cost: €25,887.76

Cost: €30,446.38


Sectors of activity confirmed.



4.5.7. Give the following information for each sector

Sector Beneficiaries District


17

Jamalpur Narshingdi Barguna Total

1 Members of Gonokendra and Village Development Committees

6,262 VDCMs 11,412 GKMs 5,600

GKMs2 23,274

members

2 Facilitation and Coordination/ Institutional Strengthening: Number of Community Centers

60 VDCs 125 GKs 56 GKs 241

Centres

3 Advocacy and Public Awareness Raising

26,719 66,724 31,793 125,236

4 Research and Dissemination 100 100 100 300

The community mechanism in Jamalpur District is the Village Development Committee, in Narshingdi and Barguna, it’s the Gonokendra.

Confirmed. Confirmed. Since the beginning of the operation a significant change has taken place in the status of the Village Development Centres (VDC) in Jamalpur District. At present, the majority of the VDC have become Gonokendras. This change in status is linked and is the end result of the following key factors: a) entirely community driven b) expression of the wish for the communities to have in their community centre a stronger forum with a number of services at their disposal c) a positive indication of the impact the project is having at local level, as communities realise the benefits of the Gonokendras [See Annex 39 for revised list with the names of the VDC that have become GK]

Note: in the context of Bangladesh, the difference between VDC and Gonokendra has to do with the scope and scale of services provided by them, which is higher in the case of the Gonokendra. Equally, in the case of VDC there are no institutionalised processes or mechanisms implemented. The same does not happen in the Gonokendra that has organisational structures in place.

This transformation has been a strong indication of the level of commitment and mobilisation from

communities towards the project. The high levels of community involvement with identifiable

impact results around the CBADP project as also helped to reinforce the role the community

centres can play within a community. In other words, this operation as also strengthened people’s

confidence in the services the GK can and should provide.

4.6 Principal objective

Decrease the negative impact of natural disasters on the target Districts.

4.7. Operation specific objective

4.7.1. Specific objective:

2 GK – Gonokendra

GKM – Gonokendra Member

VDC – Village Development Committee

VDCM – Village Development Committee Member


18

Raise the disaster awareness and response capacity of local communities in the targeted “high risk” Districts toward multiple natural hazards.

The specific objective of the operation was achieved successfully in the three (3) targeted

districts. This can be verified throughout the different sections of the single form and in the

annexes provided with the interim and pre-final reports. However, some general points can

be emphasised:

- the needs assessment was adequate and the proposed objective was valid and a priority

[the project and its objectives were relevant];

- the targeted Districts are disaster prone areas and the selected Upazilas and Unions were

‘high-risk’ ones where peoples’ vulnerabilities to natural disasters is high;

- the activities carried out addressed the desired outcome of raising the disaster awareness

and response capacity of the local communities at different levels and in a comprehensive

way [the project was efficient and effective in its design and implementation];

- the community based approach has ensured high levels of community participation in all

stages and activities of the project, namely in training sessions and cultural events;

- case studies from the CBADP project confirm the changing of mindsets into a ‘culture of

safety and prevention’ and collective action;

- a variety of IEC materials were designed and produced addressing multi-hazards and,

consequently, the capacity building of local communities, local government and schools

was enhanced in a multitude of disasters;

- during the implementation of the operation there were small-scale natural disasters,

particularly in the District of Barguna; these instances attested the increased capacity of

communities to prepare and respond to hazards, as well as their high level of coordination

and communication with other relevant stakeholders;

- studies conducted during the operation have confirmed the high degree of achievement of

the project’s objectives and results, and have allowed for corrective measures when

necessary (i.e., mid-term review of the trainings, and physical needs assessment);

- external evaluation report attests the high standards and quality of the project and the

model followed in addressing DRR.

4.7.2 Indicator(s) and source(s) of verification

Indicators:

At least 13,965 community members (residing within 2 kilometres of a targeted Community Centre) can recall disaster preparedness awareness raising events conducted by their local Community Centre.

At least 16,290 of community members (residing within 2 kilometres of a targeted Community Centre) are aware of appropriate responses to relevant natural disasters (Jamalpur and Narshingdi – flood, storms and earthquake: Barguna – flood, storm, cyclone and tidal surge, and earthquake).


Evaluation Report.


Mock drills

Dry runs rehearsals

Case studies

Post training evaluation


19

School competitions

Confirmed. No changes to report in the objectives of the operation.

Confirmed. The objectives and indicators of the operation have remained valid throughout the implementation of the activities.

Confirmed. The indicators remained valid throughout the operation and were met.

Community mobilisation and participation was never difficult or problematic. On the

contrary, the level of attendance in events and participation in the activities was in many

cases higher than expected. DP is understood by the communities as a relevant issue, and

therefore the interest in building upon existing capacities is there. The direct beneficiaries

(members of the 241 community centres, and also members of 26 Union Parishad and 52

schools) remained actively engaged in the project activities and are in a position to

a) recall DP awareness raising events, and

b) are aware of appropriate responses to natural hazards.

All sources of verification have been observed and reported on in the relevant sections of

the single form. Point 4.7.1. also provides further elaboration on the project’s overall

achievements.

4.8. Results and indicators

4.8.1 Result 1, relevant indicator(s) and source(s) of verification

Result 1 Indicators Sources of verification

Strengthen the capacity of Community Centres to operate as conduits for disaster preparedness and response in their local communities.

Around 17,475 surveyed members of the targeted 241 Community Centres are aware of the nature and level of disaster-related services offered by their Centre. 192 targeted Community Centres have incorporated disaster preparation, mitigation and response into their official operational documents. 180 targeted Community Centres are implementing successful disaster preparedness programmes.

Evaluation Report

Client/Community Feedback

Community Centre Monitoring Reports


Confirmed. The data available shows that results are being achieved.

The 241 Community Centres are participating in the proposed activities, and they are

operating as pro-active agents in disaster preparedness. The Gonokendra/ Village

Development Centres are proving to be a privileged platform to mobilise the

communities and to strengthen their capacity to mobilize resources, and to work as a

group/ community.

The indicators and sources of verification remain relevant. As detailed in section

4.9., the activities are on time and the training sessions were held with very good

attendance records and the trainees remain engaged with the project’s activities.


20

Confirmed. The information provided in the Interim Report remains valid. All targeted Community Centres (241), Schools (52) and Union Parishad (26) remain actively engaged in the project. The Community Centres have strengthened their knowledge and capacity in Disaster Preparedness and Response issues. Processes and systems have been put in place that are user-friendly and accepted by the beneficiaries. In this respect, the indicators remain realistic and the sources of verification have been observed. Local communities are used to face natural disasters and people have high coping mechanisms during and after disaster; this does not necessarily mean that they are prepared for disaster. This operation has been able to conduct activities at field level that have changed the commitment of the people into incorporating practices of prevention and preparedness when dealing with natural disasters. Community mobilisation around DP activities has been most rewarding.

Result 1 has been achieved.

Beneficiaries are in a position to distinguish between the different nature and levels of

disasters as well as the services provided by their respective community centre. Awareness

raising was effective. All 241 community centres have prepared DP/DRR contingency

plans and produced other operational documents that increase their level of preparedness

and resilience towards natural disasters; all targeted 241 community centres are running

DP/DRR activities.

This can be verified in the mid-term review of the trainings, direct observation, monitoring

of the project, case studies and final evaluation. Another indicator of the impact regarding

local capacity building has been the conversion of Village Development Centres into

Ganokendras in the Jamalpur District – see section 4.5.7 for more information in this

particular achievement.

4.8.2 Result 2, relevant indicator(s) and source(s) of verification


Productive linkages between the targeted Community Centres and relevant local government disaster preparedness mechanisms are in place.

Around 17,475 surveyed members of 217 the targeted Community Centres have articulated local government communication strategies. Around 16,310 Community Centre Management Committee members can identify 1) the local government disaster preparedness agencies and 2) the official emergency mechanisms for their community. 217 targeted Community Centres participated in two (2) workshops each with Union level Disaster Preparedness Units.

Community Centre Monitoring Reports Community Centre Communication Strategies. Community Centre Constitutions and/or official operational documents. Workshop attendance. Minutes from Community Centre meetings.

Confirmed.


21

The data available shows that results are being achieved. Communities are

articulating/ cooperating with the local government authorities and coming up with

productive working agendas.

The indicators and sources of verification remain relevant. The activities under the

CBADP project are interlinked. If the communities were not participating actively in

the implementation of the project and taking the lead in the inputs and outcomes, the

workplan would have been disrupted and compromised by now. That has not been the

case! Qualitative and quantitative documentation attesting the impact of the project

is provided in the annexes. Confirmed. The information provided in the Interim Report remains valid. The Community Centres are articulating with their respective Union Parishad. In all the targeted Union Parishads, for example, it has been established or revitalised a monthly meeting on Disaster Preparedness with the participation of community members and other relevant members of the society. This has established a platform for communication and coordination between the communities and their relevant local government bodies. In theory the Union Parishads were supposed to have DP mechanisms in place, but in practice that was not the case. Through the CBADP project, we were also able to provide the necessary support to ensure that the monthly meetings were held in a planned and organised way (as opposed to the random meetings without pre-determined agenda and ill-represented prior to this operation). The indicators remain realistic and the sources of verification have been observed.


All 241 community centres have established productive linkages with their respective

Union Parishad bodies, and coordination and communication processes and mechanisms

were set in place. For example, the monthly meeting of the Union Parishad now include

representatives from the communities and DRR is specifically addressed; Union Parishad

members have received training to increase their awareness and capacity towards DP

measures and understand the benefits of a closer dialogue with the local communities;

communities have carried out a physical needs assessment of their respective Union and

they have shared and discussed the results with the Upazila and Union members; etc.

The planned workshops were held with good participation/ attendance records.

The linkage between local communities and the local government authorities has raised

many challenges. Union Parishads are often under resourced and with limited operational

capacities (in other sections of the single form - see for example point 4.4. and 5.2. - the

challenges of working DP/DRR with the Upazila and Union Parishad is addressed and

justified).

Despite the inevitable limitations of working with local governmental authorities, under

this operation significant improvements were possible in activating the operational capacity

and raising the awareness of the local government towards DP practices. The following

examples were collected in the field by the evaluators’ team:


22

1) Construction of road by lobbing with UP:

GK are building their capacity for lobbying with Local Government Institutions to

mobilize local resources. Monsoon flood and water logging is common in Shilmandi Union

Parisad of Narshingdi Sadar Upazila. The only connecting road of this village with Union

Parisad and Dhaka Shylet bound road was roughly broken and goes under water in every

year. During the rainy season, it becomes very difficult to move or to transport goods and

agricultural products.

GK members prioritize to repair their road in their strategic plan for disaster preparedness.

Then they communicated with local UP chairman. He made a visit to that road and to the

GK. After the physical visit he took initiatives to repair the village road. Villagers also paid

labour voluntarily which was repairing the road. Now they believe that this road will not

inundate during flood.

2) The community people (Women and adolescent girls) of Boalmara village in Raipura,

Narshingdi District, expressed that they felt empowered now after several meetings with

the project’s staff, UP members and other stakeholders, and they built a flood shelter in

their village with the help of UP recently. Now, they wouldn’t have to take shelter on the

road during flood anymore.

3) Effective warning in collaboration with CPP: A huge depression was formed in the Bay

of Bengal on the second week of May, 2007. The Metrological office declared that it would

affect the coastal areas of Bangladesh between the 14th and 15th of May. Barguna was

expecting huge tidal surge with heavy wind action. As soon the GK members came to

know about the signal broadcasted in the radio, they immediately took emergency action.

Their action groups were in full alert. No sooner they communicated with the disaster

control room, set in Amtoli and Barguna Sadar. The UDMC, GK and Red Crescent

members announced the message by megaphone, megaphone from mosque and drum

beating. The cyclone preparedness programme (CPP) which is closely associated with

GKs, hoisted the signal flags. DAM local offices also hoisted the signal flags.

Responsibilities were distributed among the volunteers, community people were in full

alert with their valuable and necessary assets. They kept dry food, portable oven, legal

documents and their livestock close to them, so that they could easily move to shelter.

CBADP staff kept communication with control room at all times, UDMC and Red

Crescent volunteers. In the end the cyclone did not hit Bangladesh. However, people

acknowledged that for the first time ever they were organized and prepared.

4.8.3. Result 3, relevant indicator(s) and source(s) of verification


Enhanced the public awareness in the targeted communities toward disaster risk, methods of mitigation, and appropriate responses to natural disaster flood, river-erosion, cyclone , earthquake and drought.

At project completion 75% of community school teachers trained in disaster preparedness preparation, mitigation and response have retained at least 75% of the knowledge from the training. At project completion, 75% of Community Centres are continuing to disseminate information for disaster preparedness, mitigation and response.

Evaluation Report Client/Community Feedback Community monitoring.


23

13,980 community members (residing within 2 kilometres of a targeted Community Centre) have personally undertaken activities or changed behaviour to mitigate disaster.

Confirmed.

The data available shows that results are being achieved. Communities help determine

the priorities to be addressed in disaster preparedness, and therefore are more

prone to effective change in their behaviour towards building a ‘culture of risk

reduction’. Most activities under this result will take place as of September 2006,

but 52 schools have already been selected to participate in the project and they are

committed, and school teachers have participated in the training for volunteers and

in TOT, and already they are disseminating the message in their villages and in the

classrooms.

The indicators and sources of verification remain relevant.

Confirmed.

The information provided in the Interim Report remains valid.

All 52 schools are engaged in the activities of the project. The relationship established with the teachers under the CBADP project has been particularly positive. The teachers have responded very well to the objectives of the project and the training delivered. Subsequently, they have been carrying out DP activities in the classroom with the students. Teachers have voiced that this operation comes as a very important complement to the knowledge they have on the subject. Overall they recognise that Disaster Management issues are addressed in the official school curricula, but the chapters are not sufficiently developed and there’s not enough emphasis on important, life-saving DP messages.


Teachers of 52 schools have received DP/DRR training (with an attendance rate of 96%),

and have conducted classroom activities with the students.

Community centres are active in disseminating DP/DRR messages and they are expected to

continue doing so, as the centres are established forums that will continue operating

beyond the duration of the project. As the monsoon season approaches, members of the

community centres are engaged in preparedness activities. The following case study,

collected at field level by the evaluators, provides such an example:

Increased knowledge on disaster preparedness

Khuki Begum, Cashier, member of Onirban GK, Raipura, Narsingdi

“We faced flood, storms and hails storms many times. We thought these were the part

of our life. We never thought how to prepare ourselves to reduce the negative impact of

disasters. Before the CBAD project, we could not articulate disasters, their causes, and

how to deal with them. We saw and have experienced only response, relief and

rehabilitation programmes following massive disasters. CBADP has opened our eyes.

We have received training from DAM on disaster management. We are now confident

enough to save our lives and assets from the devastations of disasters. We have our

disaster management committees in all the GKs, we have our contingency plans for


24

disaster preparedness and mitigation. Almost all of the villagers have constructed

portable ovens and are saving money for disaster period, strengthened our house

constructions, planted many trees like coconut, banana, etc, and raised platform of tube

wells and latrines.”

Although several radio channels broadcast regularly weather forecasts, local communities

don’t necessarily make the most of this service. The CBADP project has created the

opportunity to build the habit of listening to the weather forecast on a regular basis and to

do it in an organised way with benefits to the entire community.

4.8.4. Result 4, relevant indicator(s) and source(s) of verification


Disseminate/share project lessons and experiences.

Results of the project’s Impact Evaluation are disseminated to all key stakeholders through a Lessons Learned Workshop. A system of recording lessons and experiences is established by the end of month #1 and is utilised and maintained throughout the project implementation period.

Official “Lessons and Experiences” documentation. Workshop report. Evaluation report.

Confirmed. The system for recording lessons and experiences has been established and lessons

are being recorded. The indicators and sources of verification are expected to

remain relevant. Thanks to the CBADP project, a body of knowledge and best

practices is being gathered and promoted. This knowledge will be fundamental in

future interventions, as it will make possible the improvement of weaknesses and the

replication of strengths. Confirmed. The information provided in the Interim Report remains valid. Lessons and experiences are being recorded since the beginning of the operation and the preparation for the Lessons Learned Workshop is taking place. Since the beginning of the operation valuable lessons have been collected and discussed in the CBADP staff meetings, and when corrective measures were called for, they were implemented. On several occasions lessons from the CBADP project have been shared with the DIPECHO partners in the monthly coordination meetings, and with DIPECHO representatives and guests at the NCM.


On May 30th 2007, Concern Universal and Dhaka Ahsania Mission conducted the CBADP

DRR and Lessons Learned Workshop at National level. The previous month the workshops

had been conducted at District level.


25

DRR concepts and best practices of the project were shared with a vast audience in

Bangladesh, and also in the DIPECHO Regional Meeting in Nepal. See section 4.9 for

more details on the activity.

The system for recording lessons was added value in compiling all the key lessons and

practices of the project and it will continue to be used as an institutional tool to build upon

in future projects. Throughout the single form the lessons learned, best practices and case

studies of the project are reflected.

Overall comment:

Six months into the project, data already available clearly indicates the positive

trend towards achieving the objectives and expected results. Most training sessions,

community consultation meetings, and other activities have taken place with the full

participation and active input of the beneficiaries. Disaster preparedness awareness

and response capacity is being raised, and the targeted communities are increasingly

more aware of appropriate responses. This is demonstrated through a) direct

observation from the CBADP field staff, b) direct observation during monitoring

visits from the Project Manager and Project Coordinator, c) post training evaluation

reports, d) community feedback, e) activities/ concrete measures the communities

are carrying out, such as drama and songs specifically addressing DP issues, raising

land, tree plantation, embankment, etc, and f) case studies already identified of

increased DP awareness as a direct result of the CBADP project.

[See Annexes 4 - 8 with case studies on the impact of the project] Confirmed The information provided in the Interim Report remains accurate and valid. The qualitative and quantitative documentation resulting from the implementation of the activities demonstrates the positive effects of the project in the targeted communities. In addition to the information already provided, it should be further emphasised that the

model followed and sequence of activities implemented in this operation was most

adequate and appreciated by the communities. Community centres and schools are

privileged platforms for changing mentalities, and the process of doing so was set in

motion with positive impact.

4.9. Activities

All planned activities have been implemented. Activities Under Result #1:

1.1 Design and conduct disaster preparation, mitigation and response training for Community Centre Management Committees and community volunteers involving 60 Village Development Committee and 181 Gonokendra in the targeted areas within 7 months of the project implementation.

Total Cost: €24,490.29

Activities in the first six (6) months of the operation:


26

1.1.1. Consultation with the communities for input into the training programme and selection

of the participants completed a total of 241 consultation meetings took place (one per

Gonokendra / Village Development Centre). The meetings were facilitated by the respective

Union Supervisor (US) and District Field Coordinator (DFC). These meetings gave ample

room for community members to openly discuss their views/ inputs and expectations for the

training. Minutes of the meetings were made and they are kept in the respective GK/VDC

regulation book. During these consultation meetings, the interactive process of selecting the

participants for the training sessions also took place.

241 Consultation Meetings were held

6,025 average beneficiaries attended

723 Management Committee members were selected to attend the training

1.1.2. Design the training module completed the Training and Materials division of

Dhaka Ahsania Mission was responsible for the preparation of the training modules, based

on their technical experience in this area and on the data collected from the field.

1.1.3. Deliver training to Community Centre Management Committee members completed

the training was delivered as planned with a near perfect attendance record (98.89%).

The facilitators of the training were professional trainers from the partner organisation.

723 Management Committee members of the 241 GK/VDC were selected

3 Management Committee members per GK/VDC were selected

715 Management Committee members attended the training

2 trainers from DAM attended

29 CBADP staff members (DFC and US) attended

30 training sessions were planned and conducted in the three Districts

25 average participants per training session

3 days per training session

[See Annex 9 with translation of the initial pages of the Training Manual, and Annex 10 with

translation of the Training Evaluation Sheet]

1.1.4. Deliver training to community volunteers completed the selection of the

participants took place after consultation with the communities (under activity 1.1.1.),

facilitated by the Union Supervisors and the District Field Coordinators, and the training

was delivered.

1,687 Community Volunteers were selected from the 241 GK/VDC

1,687 Community Volunteers attended the training

29 CBADP field staff attended the training

An attendance record of 100%

34% male and 66% female participants


27


25 average volunteers per training session


The volunteers training was initially scheduled to take place over the months of July (15

batch), August (30 batch) and September (23 batch). However, during implementation, it

was felt that all 68 batches should take place by the end of August. As such, the training of

volunteers was conducted and completed ahead of schedule (all 68 batches were conducted

by the end of August).

[See Annex 11 for list of Meetings, Workshops and Training Sessions during the

implementation of the project]

All activities under 1.1 have been completed as planned.

Confirmed.



Total Cost: €

1.2 Support Community Centre Management Committees to incorporate Disaster

Preparedness into the constitutions and/or official operational documentation in 60 Village Development Committee and 181 Gonokendra in the targeted areas by the 8th month of the project implementation.



1.2.1. Planning meeting at the community level to develop community Disaster Preparedness

strategies completed the meetings with the communities took place in the three

Districts in order to discuss their strategy on disaster preparedness. The meeting agenda

covered topics, such as strengths and weaknesses of the GK/VDC, local resources, and

linkages with Upazila and Union.

241 meetings were planned and held between April and June 2006

6,025 average beneficiaries attended the meetings

DP strategies and workplans at community level have been established

1.2.2. Draft Disaster Preparedness and mitigation guidelines adapting the principles covered

in the training completed in the guidelines several components were taken into

account, namely disaster preparedness and mitigation goals, identification and analysis of

mitigation measures, and mitigation action plan.

26 meetings were planned and held between June and July 2006

104 beneficiaries participated in the meetings

1.2.3. Local level workshop to finalize and implement the strategy documents in progress

completed the management committee members who received the management


28

training (under activity 1.1.3.) organised the workshops at community level to finalise the

implementation strategy documents. Examples of the strategies identified are early warning

systems (such as forecasting and the dissemination of warning systems), and capacity

building and measure on environmental management, land-use, networking and financial

instruments.

241 workshops planned to take place between July, August and September 06

156 workshops already held by the end of August

6,054 average beneficiaries expected to attend by the end of the activity

2 days per workshop

The rest of the planned workshops (85) were held and, as expected, an average of 6,054 beneficiaries participated in the activity.

All activities under 1.2 are either completed or close to completion, as planned.

All activities under 1.2 have been completed.



Total Cost: €

1.3 Oversee training of Community Centre members by Management Committees and

community volunteers in disaster preparation, mitigation and response involving 23274 members of VDCs and GKs in targeted districts by the 10th month of the project.



1.3.1. Training of Trainers (TOT) for Management Committee members completed

the selection of the participants for the TOT took place at community level (under activity

1.1.1.). The beneficiaries undergoing TOT will subsequently play an active role as co-trainers

in the training of volunteers (under activity 1.1.4.).

482 beneficiaries of the 241 GK/VDC were selected for the TOT

2 participants per GK/VDC were selected

481 participants attended the training

2 trainers from DAM attended the training

29 CBADP staff members (DFC and US) attended the training

35% of male and 65% of female participants


25 average participants per training session


[See Annex 12 for more information on the TOT course contents - June]

1.3.2. Develop and implement mechanisms to raise awareness among members of training

completed this activity was facilitated at field level by the management committee


29

members of the Gonokendras/ Village Development Centres that underwent training under

the CBADP project. The management committee members have mobilised their communities

into preparing the implementation of the mechanisms to raise awareness in issues such as

mapping vulnerabilities, and producing more reliable information that could be integrated in

the community based disaster management programme.

241 workshops were held in the three Districts

1.3.3. Support Management Committee members in the delivery of training in progress

completed the District Field Coordinators, the Union Supervisors, and the trainers

from DAM are supporting the GK/VDC Management Committee members that underwent the

Training of Trainers (TOT) to develop their skills in disseminating the learning experiences

to the rest of the community members.

It is the aim of the project to prepare a “resource pool” at the community level, which will

be able to conduct the awareness/ training in a self-sufficient way.

All activities under 1.3 are either completed or close to completion, as planned.

All activities under 1.3 have been completed as planned.



Total Cost: €

1.4 The consolidation of awareness messages and disaster mitigation capacity through

the public upgrading of 60 VDCs and 181 GKs-Community Centres to improve their level of resilience against disaster until the 11th month of the project.

Activity 1.4 includes a survey of the condition and upgrading needs of each Community Centre – the costs associated with this survey appear Section 02.05 of the Project budget. In addition, storage and distribution costs of building materials have been included in Section 02.02.04 of the Project budget.



1.4.1. Conduct physical needs assessment of the Community Centre buildings completed

the physical needs assessment was designed to identify the present situation of the centres

and to be clear about the resources available in the communities. It’s intended to be both a

strategic and functional assessment tool. The survey aimed at:

a) verify/ assess the local physical infrastructures and their good or poor condition;

b) identify the local resources and how they can be incorporated and improved;

c) identify and examine the local obstacles/ constraints (i.e., lack of shelters or shelters

that are not well maintained by the communities);

d) identify suitable agencies/ local organisations to work with.

The physical needs assessment took place in the nine (9) wards of each one of the 26 Unions

targeted in the CBADP project. In terms of data collection, the survey relied on i) direct

observation from our field staff, and ii) structured interviews.


30

[See Annex 13 with translation of the Physical Needs Assessment Questionnaire]

1.4.2. Identify and select appropriate mitigation works completed Consultation

Meetings at community level were held in order to discuss with the villagers the gathering

of information and get their views on the priorities for the mitigation works. The meetings

were facilitated by the DFC, US, Union Parishad members, civil society members (i.e., social

workers and journalists), community members, and GK/VDC Management Committee

members.

In the process of identifying and selecting mitigation works, it has been called to our

attention the urgent need for tube-wells in the three Districts. There are GK/VDC targeted

under the CBADP project, without access to clean water. Initially, the CBADP project only

contemplated small-scale mitigation works, and no tube-wells were thought to be necessary.

After re-evaluating the situation, the purchase of 85 tube-wells is being requested (see

more information in section 6.3., in the financial interim report, and in the budget

breakdown).

1.4.3. Undertake mitigation works (including the selection of community volunteers to

perform the works) in progress completed a series of meetings, consultation

sessions at community level and training was organised in order to collect data for

identifying the mitigation works (under activity 1.4.2.). The CBADP staff is supporting the

communities in the undertaking of mitigation works such as raising land, constructing

embankments, collect fire wood, dry food and medicine, and updating hazard mapping. This

activity will take place until the end of December 2006.

This activity has played a key role in engaging the communities together and raising their awareness on the importance of working together as a community in preparation to cope with natural disasters. Mitigation works have taken place in all the targeted communities, using local technologies.

Works beyond the scope of the communities have been addressed with the local authorities (such as repairing roads, building embankments, etc.). Community Centres have been encouraged to assess the situation and discuss it with their respective authorities.

The project has also contemplated the upgrade of mitigation works in the Community Centres. Although the mitigation works are completed, the process of financial support for the upgrading of the Gonokendras will be in progress until the end of April.

[See Annex 40 and 41 for list of mitigation works carried out and examples]

Activities under 1.4 are being implemented on time and according to the workplan.

Activities still to come under 1.4.:

1.4.4. Conduct training/ information session on how the public upgrading works mitigates

disaster. completed in the three Districts the training and information

sessions were organised and conducted to do follow-up on the mitigation works and discuss other issues such as role assignment and experience sharing (at this stage the school teachers had already underwent the teachers training).

9 training sessions were organised for the school teachers


31

199 school teachers have attended the training sessions

241 information dissemination sessions were held at GK/VDC level

26 information sessions were held at Union Parishad level

Activities under 1.4 have been completed as planned.



Total Cost: €

Activities Under Result #2:

2.1 Support Community Centre Management Committees of 60 VDCs and 181 GKs to develop and implement and Communication Strategy with Union Disaster Preparedness Units from throughout the project.



2.1.1. Workshop with Management Committee members to review current communication

strategy and recommend measures to improve it completed the communication

strategy will resort, not exclusively, but to a great extent, on radio spot activities, which

are a very effective means to reach the communities before, during and after disaster.

241 workshops planned between July and August 2006

241 workshops already took place

3,615 average participants

1 day workshop

2.1.2. Meeting of Community Centre Management Committee members at Union Parishad

level to develop a coordinated approach to disaster management communication in

progress completed this activity is creating a very important platform of

understanding between the local government and the communities. Under the CBADP

project, communities are approaching their respective Union Parishad and informing them of

the DP activities being carried out as well as discussing with Union members DP workplans at

grassroot level. In some cases, members of the Union Parishad are participating in the

communities DP meetings, and vice-versa.

26 meetings planned between August and September

104 beneficiaries are expected to attend the meetings

1 day meeting

26 meetings were held by the end of September 2006

104 beneficiaries have attended the meetings

[See Annex 14 with example of coordination between the local communities and the Disaster

Preparedness Units at Union Parishad level]

The Management Committee of the Community Centres continues to be represented in the monthly meetings of the Union Parishad’s DP Units. In the process of the project implementation, it was identified the need for the creation


32

of a Disaster Management Committee at community level, with the overall responsibility of ensuring the coordination between the community and the respective UP in the long-term. 241 such committees were created at community level.


Confirmed.


2.1.3. Finalisation of communication strategies completed a number of processes

for communication strategies have been put in place, including the creation of the radio spots, radio spot managers, and the listeners forum. Other communication strategies include the dissemination of data regarding important stakeholders that play a role in disaster management and (ie, publicly display names and telephone contact numbers of Fire Department, Hospital, District Commissioners’ office, etc.).

26 workshops at Union Parishad level were held

2.1.4. Implementation of communication strategies in progress completed this

activity is linked to the previous one. Once communication strategies were agreed upon and established, the next step is that of the implementation. To follow the whole process and consolidate the communication strategies the following took place:

26 meetings held at UP level for preparing communication strategic planning

241 community workshops to review and finalise all strategies

48 coordination meetings took place with various stakeholders

[See Annex 42 for information on activities involving the communities and the local government]



Total Cost: €

2.2 Two (2) general meetings and one (1) consultation meeting held at each of the

targeted Community Centres to coordinate grassroots disaster preparedness activities during the project implementation period.



2.2.1. Develop meeting aims and objectives completed the aims and objectives were

developed by the beneficiaries, with the support of the DFC and US. The general meetings

were targeted at all the community members.

2.2.2. Arrange / Conduct general meetings completed these meetings were undertaken

to formulate future strategy/ action plan and also as a space for sharing experiences and

needs. The general aim of the meeting was to organise the communities in a common

platform for reducing vulnerabilities towards natural disaster and strengthen the


33

communities’ capacity to cope with hazards. At the meeting the beneficiaries were briefed

on the project, and their role /responsibility in the project was reiterated.

241 general meetings planned and held between May and June 2006

6,025 approx. participants attended the meetings

1 day meeting

In September/ October 2006 another 241 general meetings took place

2.2.3. Arrange / Conduct consultation meetings completed community consultation

meetings were held in each one of the targeted GK/VDC in order to identify needs and

establish communication and coordination at Union level, and to select mitigation works.

These meetings are playing a significant role in building the confidence and trust among the

GK/VDC.

241 general meetings planned between July, August and September 2006

241 held by the end of August (completed ahead of schedule)

6,025 average participants attended the meetings

1 day meeting

2.2.4. Document and disseminate key issues and themes emerging from the general and

consultation meetings in progress completed the GK/VDC are keeping regulation/

registration books of all meetings. This way the minutes of the meetings are kept and are

available to anyone who wishes to consult them, and the key issues are documented and

disseminated more efficiently.

[See Annex 15 for example of record book]

The setting up of the procedures has been completed, although this is an on-going activity which is monitored by the CBADP field staff. Minutes of the meetings and other supporting documents are produced and disseminated accordingly.



2.2.5. Follow-up of general meetings based on the feedback and experiences from the

previous meetings completed this activity was facilitated by the respective

District Field Coordinators and Union Supervisors. In the process 241 follow-up sessions were conducted through general meetings at community level.




Total Cost: €

2.3 One (1) coordination workshop in each of the targeted unions for Community Centre

management and local government authorities during the project implementation period.


34



2.3.1. Formulation of workshop agenda, aims and objectives completed from the

discussions held, some ideas came out regarding issues such as strengthening institutional

capacity for training and managing information, and working in collaboration with the Union

Parishad. Based on the findings, the aims and objectives were formulated.

2.3.2. Brief Community Centre Management and local government authorities of the purpose

of the workshops in progress completed the briefing of the Community Centre

Management and local government authorities was re-scheduled to take place in September.

The training of volunteers (activity 1.1.4.) was re-scheduled to finish in August (rather then

continue through September), and the briefing meetings were moved to September (rather

than spread out between August and September).

2.3.3. Conduct workshops in progress completed same explanation as above.

780 participants are expected to attend

26 workshops will take place in September 2006

1 day workshop

26 workshops were held

780 participants attended

Activities under 2.3 are being implemented according to the workplan. The re-scheduling of

activities 2.3.2. and 2.3.3. were due to normal, inconsequential adjustments in the

implementation plan of the project.

Confirmed. Activities under 2.3 have been completed as planned.



Total Cost: €

2.4 Facilitate the involvement of Community Centre representatives in Union level Disaster

Preparedness Units by the end of project implementation.



2.4.1. Discussion with Union Parishad to incorporate the disaster issue in the regular meeting

completed a total of 26 discussion meetings have taken place in the three Districts to

reinforce the inclusion of DP issues in the Union Parishad’s regular monthly meetings.

Comments and Challenges:

This activity represented an important step in the implementation of the project insofar as

the majority of the Union Parishad doesn’t have effective aims and objectives on Disaster

Preparedness (despite their willingness to reverse the situation). The extension of the

project and the inclusion of new activities that will reinforce the work of the Union’s on DP


35

are justified in section 4.4.

Confirmed. The links and networking with the Union Parishad are of great importance in the implementation of the operation. Despite the inherent difficulties of working with the lowest unit of local government that is often under-staffed, under-resource and without the appropriate knowledge of existing national disaster management policies, their involvement in the project has been positive and progress in their operational capacity has been achieved.


2.4.2. Sharing community developed strategies with Union Parishad members completed

the sharing of community developed strategies is completed through a number of meetings carried out between representatives of the communities and their respective UP. However, this activity is an on-going process as strategies are not static and evolve according to the local needs.

2.4.3. Participation of community centre representatives in the Union Parishad meeting

discussion on DP in progress completed the process has been established for

the proper community participation in the Union Parishad meetings. The monthly meetings of the DP Units at Union Parishad level are taking place with the participation of community representatives (management committee members of the

GK and other volunteers), including the presence of Union Supervisor and civil society members. This activity is on-going throughout the duration of the operation.

2.4.4. Sharing Union Parishad decisions with other community members in the regular centre

meetings in progress completed this activity is on-going throughout the

duration of the operation. The processes have been established and the field staff is monitoring that the sharing of the decisions takes place with the other community members. Participants of the meeting are encouraged to take initiative to provide feed-back on the decisions, but the community members are also encouraged to ask (rather than have a passive, ‘waiting to be told’ approach).




Total Cost: €

2.5 Establish and implement a system for Community Centres to quickly disseminate

messages from the Union level Disaster Preparedness Units to the community by the end of the project.


No activities to take place until November 2006

Activities under 2.5.:

2.5.1. Planning meeting with Union Parishad to develop strategies of communication


36

completed under this activity the following took place during December 2006

26 meetings at Union Parishad level were planned and held

2.5.2. Establishment of system of physical facilities completed under the CBADP

project, a physical needs assessment was conducted in the three Districts. This study was conducted by the communities themselves with the participation of members of the civil society, and supported by the CBADP field staff. The Physical Needs Assessment provides an accurate ‘reading’ of the existing physical infra-structures available at local level. Combined with the demographic data also gathered, the communities were in a position to determine priority areas for intervention and discuss them with their respective Union Parishad. This gave the communities the opportunity to take a pro-active, well-informed step in approaching the local government and highlighting the strengths and weakness in the infra-structures (such as the condition of the shelter and of the schools-cum-shelters), and finalise the activity plan for the Union in direct collaboration with the Union Parishad.

[See Annex 43 for summary of the Physical Needs Assessment]

2.5.3. Review of the communication functioning system in the Union Parishad meetings and

the centre meetings completed this activity is linked to the previous ones

regarding the planning and setting-up of communication strategies within and between the communities and Union Parishads. In light of the review

241 workshops were conducted at community level

26 workshops were conducted at Union Parishad level

At community level the processes were discussed and agreed upon. The next step was to discuss at Union Parishad level and establish the joint processes for an operational communication to be effective.




Total Cost: €

2.6 Disaster Risk Reduction Workshop at National Level [See section 4.4]

Activity Cost: €1,703.00

Total Cost: €8,088.84 in progress completed the DRR Workshop at National level is one of the new

activities approved at the time of the Interim Report. Initially planned for late April 2007, it has been re-scheduled to the second week of May 2007. However, the process of developing the agenda, aims and objectives, as well as the selection of the participants in going on. The DRR Workshop took place in combination with the Lessons Learned Workshop on May 30th

in Dhaka. In order to make the sharing of information and the discussions more fruitful, over 20

people from the three targeted Districts were invited to attend. Participants included government

officials (such as the Upazila Executive Officer, District Relief and Rehabilitation Officer, District

Information Officer, Union Parishad members, etc.), teachers, representatives from the National

Scouts, members of local and international NGO, Red Crescent, community trainers and


37

management committee members of the Ganokendras, journalists, CBADP Union Supervisors and

District Field Coordinators.

This event had wide media coverage in English and Bengali. For example, The Daily Star, The

New Nation, The News Today, The Bangladesh Today, The Independent, The Bangladesh

Observer, etc.

[See Annex 63 and Annex 64 for copy of the powerpoints presented]

Activity 2.6 is being implemented according to the workplan. Total Cost: €8,209.13

Total Cost: €

2.7 Disaster Risk Reduction Workshop at District Level [See section 4.4]

Activity Cost: €3,235.69

Total Cost: €9,621.54 in progress completed the three DRR Workshops at District level are one the

new activities approved at the time of the Interim Report. Initially planned for late March 2007, it has been rescheduled to April 2007. All steps leading to the Workshops (development of agenda and aims, selection of participants, and logistical arrangements) are taking place. Regarding the selection of the participants, for example, different stakeholders will be represented: members of the Gonokendras, civil society, teachers, Union Parishad, District Disaster Management, CARE, BRAC, Red Crescent, other local NGO, Fire Brigade, media personnel, Upazila, and District Commissioner. The DRR Workshops in combination with the lessons learned were conducted in the three

Districts:

- Jamalpur District on the 24th of April

- Barguna District on the 26th of April

- Narshingdi District on the 28th of April

The workshops had a high level of participation with representatives from the government (District

Commissioner, Deputy Commissioner, Additional Deputy Commissioner, Upazila Executive

Officers, District Relief and Rehabilitation Officers, Union Parishad members), District Fire

Brigade Officers, school teachers, community workers, members of the community centres,

community trainers, local NGO, CBO, etc.

This activity has strengthened the perceptions on DRR and it has reinforced the communication

and articulation between stakeholders. Government officials are aware of DRR approaches and

understand that simple steps can make a difference. DP is becoming clearer to them whereas

before they didn’t really think it was important or do-able. First hand testimonies from community

members attending the workshops supported the showing to GoB what can be achieved with

DP/DRR practices.

Activity 2.7 is close to completion. Total Cost: €9,241.83

Total Cost: €

2.8 Training to committee members of the Disaster Preparedness Units at Union

Parishad Level [See section 4.4]

Activity Cost: €908.27



38

in progress completed the training to the committee members of the DP

Units at Union Parishad level was to take place in January 2007. Due to the political unrest leading up to the State of Emergency being declared on January 11th 2007, the management of the project decided to postpone the trainings for a time when it would be easier to mobilise the Union Parishad Chairmen and other UP members, and guarantee their attention and attendance. As explained in other sections of the Pre-Final Report, Union Parishad Chairmen were not easily available at the height of the political tensions. This delay was reported to the DIPECHO TA at the time. The trainings were re-scheduled for March 2007

7 training sessions planned for the three Districts 2 training sessions held in Jamalpur 3 training sessions held in Narshingdi 2 training sessions scheduled for the second week of April in Barguna

The follow-up of the training sessions has started in the Districts of Jamalpur and Narshingdi as planned. All planned training sessions were completed in the three Districts.

Activity 2.7 is close to completion. Total Cost: €7,414.40

Total Cost: €

Activities Under Result #3:

3.1 Train teachers in community schools on disaster preparedness preparation, mitigation and response and oversee the dissemination of this information to students by the completion of the project implementation.


No activities to take place until September 2006

Activities under 3.1.:

3.1.1. Selection of schools and teachers completed the selection process took

place covering the 26 Unions targeted under the project. The selection process was conducted by the respective District Field Coordinator and Union Supervisors in close articulation with the Headmasters of the school. From each targeted school, a total of 4 teachers were selected to receive the training

52 schools were selected

208 school teachers were selected to receive training

3.1.2. Developing training courses/ modules completed the training modules were

developed and compiled in a manual that was distributed to all the participants in the training.

3.1.3. Selection of venue and supply of training materials completed A total of nine

(9) venues were selected at community level for conducting the training sessions. The venues were the following:

Jamalpur:

Jhalarchar girls high school, Dewangonj


39

Narikeli Ansar Village development party club, kendua.

Narshingdi

Akota community resource centre, Balurchar, Madhabdi

Bikoshita community resource centre, Nuralapur, Madhabdi

Mitali community resource centre, Olipura, Raipura, Narshingdi

Sonali community resource centre, Ghoradia, Narshingdi

Papri community resource centre, Shilmondi, Narshingdi Barguna

Shagorika community resource centre, Burirchar, Barguna Sadar

Dhumketu community resource centre, Amtoli, Barguna

3.1.4. Training of teachers completed the training of teachers was planned to

take place during the months of November and December 2006. As explained in other sections of the report, the training of teachers had to be delayed as a consequence of the political tensions at the time. Most schools had to close down due to the consecutive ‘hartals’ and protests. This was reported to the DIPECHO TA at the time. However, the training resumed as soon as the situation improved and the implementation of the activities continued without further disruptions.

199 school teachers participated in the training

2 days per training sessions

Name of District No of Union

No. of Selected Schools

No .of Selected Teachers

Training Received

Male Female

Jamalpur 06 12 48 46 42 04

Narshindi 12 24 96 89 70 19

Barguna 08 16 64 64 61 03

Total 26 52 208 199 173 26

3.1.5. Teachers organise discussion sessions in the school/ classes completed this

activity is completed in terms of setting up the processes for the classroom discussions around DP issues; however, the expectation is that the practice of organising classroom activities should be on-going. In the 52 schools, activities are taking place, namely discussions around the IEC materials, essay and drawing competition, classroom debate, cultural events, rally, simulation exercises, etc.

[See Annex 44 for examples of school activities]

3.1.6. Follow-up of the school programme and documentation of the learning completed

School teachers get the necessary support and guidelines to maintain good display of DP related information and preserve the essays and other works produced by the students. The implementation of the activity is complete, but it continues to be monitored regularly by the CBADP field staff in their visits to the schools.




40


Total Cost: €

3.2 Raise awareness of the location, rationale and meaning of disaster radio spots and

distribute radios to the Community Centres by the end of the 10th month of the project (no permission is necessary from the government for this).

The storage and distribution costs of the radios have been included in Section

02.02.04 of the Project budget.



3.2.1. Preparation of operational guidelines for the radio spots completed guidelines

have been prepared, following consultations at grassroot level. The Radio Spot Managers (a

total of 241) were selected, and the Listeners Forums have been established in the three

Districts.

From each GK/VDC, 22 to 30 members were selected to be part of the community Listener

Forum. The primary responsibility of this Forum is to collect information from the radio

news (i.e., weather reports) and disseminate it in the community, as well as to record it in

the register book. The Listener Forums articulate with the Action Groups.

[See Annex 16 for the Radio Spot Managers’ Guidelines]

3.2.2. Organising radio spots and orientation of the spot managers completed under

the CBADP project, radio spots have been organised with the active participation of the

community members.

241 radio spots were identified.

10 orientation sessions planned and conducted between July and August 2006

270 participants (241 Radio Spot Managers and CBADP field staff)

1 day

3.2.3. Distribution of the radio sets in progress completed the radios have been

purchased and are being delivered to the respective communities and schools. (The details

of the procurement procedures, price unit, etc., are provided in section 6.3.)

295 radios were distributed to local communities and schools

3.2.4. Organising community meetings around the radio spots in progress completed

one of the major messages getting across in these community meetings is to make the

beneficiaries aware of early warning systems and how the radio spots can alert the

communities before, during and after disaster. In the meetings the functioning of the radio

spot is explained by the DFC, US, Radio Spot Managers, and Management Committee

members (that underwent training).

241 meetings planned between August, September and October 2006


41

24,100 expected participants

60 meetings already held

241 of the planned meetings were held as planned

Although in terms of implementation this activity is complete, the monitoring of the meetings by our field staff continues on a regular basis, ensuring that the communities and the radio spot managers maintain the good practice of listening and recording weather reports.

[See Annex 45 for examples of activities with community volunteers and early warning signs]



3.2.5. Mobilise children and organise child-to-child activities to popularise radio-based

events completed following the steps of the work involving the schools, 52

discussion sessions (one per school) were organised, and child-to-child cultural events carried out. Students from classes VI-X attended these sessions. The discussions centred on the role of the students and how the radio events are effective as an early warning system.

3.2.6. Organise listeners club around each radio spot completed this activity is

linked to the setting up of the radio spots. Each radio spot has a radio spot manager that is in turn supported by a group of volunteers – the listeners’ forum. In total 241 meetings were organised around the radio spot.

3.2.7. Implement programmes to listen to weather bulletin on regular basis completed

this activity is directly linked to the previous ones. Lists with the radio frequency of weather forecast programmes and their respective broadcasting times were disseminated in the 241 community centres, schools and Union Parishad.

3.2.8. Organise community meetings to discuss the messages received from the radio

completed a total of 241 meetings took place to discuss the messages gathered from the radio, and consolidate the activity of listening to the weather bulletin on a regular basis. In the monthly meeting held by the Gonokendras the key messages collected are topics for discussion.

3.2.9. Documentation of the events in the radio spots completed the listeners’

forum is divided into groups. In rotation, each group listens to the weather forecast and records the findings in the Radio Spot Register. The book is available to the community people.


Although the procedures are in place and the activities have been implemented successfully, the practices are still being monitored by our field staff on a regular basis.



42


Total Cost: €

3.3 Through the Community Centres, conduct public meetings on disaster preparedness,

mitigation and response which include culturally relative means of information dissemination such as role play, songs and/or drama from the 7th month of the project implementation.



3.3.1. Develop community action groups completed in the course of community

meetings, 7 volunteer members from each targeted community were chosen to be part of

the action group. Each member plays a different role; in other words, each of the seven

members has a distinctive function (one is in charge of early warning systems, other is in

charge of updating the mapping of the mitigation works, another of first aid, etc.). A

‘snowball effect’ also comes into play as each of the seven members selects from the

community members other people than can assist them in the respective responsibilities and

associated activities. The action groups are in place.

3.3.2. Plan community level social and cultural activities to disseminate disaster

preparedness messages completed the 241 GK/VDC were actively involved in the

collection of manuscripts on disaster preparedness, mitigation and response, drama, songs,

“jari”/ “sarry”. The CBADP DFC, US and GK Management Committee members together with

other community members visited the mosques and temples to discuss the project with the

religious leaders and raise their awareness to the project, and to discuss other possible

social and cultural activities.

3.3.3. Local workshop to develop scripts / plans for community based activities

completed once the previous activity was completed, local workshops were organised to

prepare and develop the scripts.

8 sessions planned and held between July and August 2006

225 participants attended

2 days workshop

3.3.4. Select venue/ spots for drama/ cultural events in progress completed by

now 241 venues have been selected already. Other open spaces (i.e., schools,

courtyards, market places, etc) have also been identified and will be used in the

running of the cultural events.

Confirmed. 241 venues were identified, including courtyard next to the community centres, courtyard next to the community resource centres (CRC), schools, and open spaces.




43

3.3.5. Conduct cultural events in progress completed cultural events are an on-

going activity throughout the implementation of the project. They combine leisure with life-saving messages; the community-based performance of cultural events is highly appreciated by the people and it easily attracts a large audience from all ages.

[See Annex 46 and 47 with list of cultural events and examples of activities]

One of the lessons learned and best practice in the project has been the extent to which the

performances of cultural events are popular and appreciated at community level. In Bangladesh

there is no recreational culture at grassroot level, and the project has provided a space for

recreation combined with life-saving messages that easily got everybody’s attention and

acceptance.

Simulations at community level have equally played a crucial role. Take the following example:

Md. Nazrul Islam (52) is a physical instructor of Choto Nilganj High School of Amtoli, Barguna.

He still remembers the historical cyclone and tidal surge that hit this area back in 1965 and1970.

He was a school boy that time. He recalls how his relatives and neighbours were killed by those

cyclones. He also remembers participating in a mock drill organized by Red Crescent when he was

a student of class IX. Recently, Md. Nazrul Islam received two days training on disaster

management under the CBADP project.

He thought that mock exercises could be a very useful vehicle to aware community people

regarding disaster preparedness. He wrote a script for the village simulation. He shared his idea

with Mr. Mizanur Rahman, the CBADP District Field Coordinator of Barguna.

On 29th of March, 2007 he invited fellow villagers and conducted the events. The students took

part in the simulation and played different roles. He created an environment of cyclone there. The

students demonstrate the preparedness, mitigation and response activities. More than 2.000

spectators enjoyed the simulation. Both print and electronic media covered the event.

This simulation created much awareness among the villagers on disaster management. After that

some mitigation works were also done. CBADP also replicated the village simulation in the other

Districts of Narshingdi and Jamalpur.

3.3.6. Review meeting after each event to document lessons from the event in progress

completed like the activity above, the review meeting is on-going throughout

the implementation of the project. The lessons extracted from the performances are discussed in the aftermath of the events. Scripts and other relevant information are also kept in the Gonokendras.

Activities under 3.3 are being implemented on time and according to the workplan



Total Cost: €

3.4 Procure/prepare and distribute disaster preparedness leaflets, booklets and posters,

and train Community Centre personnel on their meaning and use from the 3rd month of the project.

The distribution costs have been included in Section 02.02.04 of the Project budget. Total Cost: €13,109.33


44


3.4.1. Indication of key messages for dissemination and selecting format of the materials

completed prior to the implementation of activities, a need assessment survey was

conducted, and the primary data was collected through in-depth interview, focus group

discussion, and literary review. In the process, key messages and areas of need were

identified.

3.4.2. Prepare/ procure disaster preparedness materials (leaflets, posters, booklets) in the

community completed the needs of the communities regarding DP materials (IEC and

training) were identified, including a search into DP materials disseminated by other

stakeholders (such as the Red Crescent) in order to ensure a) that there isn’t contradiction

in the dissemination of DP messages, and b) that the materials reflect the needs of the

beneficiaries.

3.4.3. Distribute disaster preparedness materials in the community in progress

completed the bulk of the distribution of the materials has taken place already. By now

all materials related to the training (training manuals, flipchart, etc.) have been distributed

during the respective training events, and most of the other IEC material has also been sent

to the communities.

3.4.4. Train community central personnel on the contents and use of the materials in

progress completed this activity is still taking place with the help of the Training

and Materials Division of the partner organisation, Dhaka Ahsania Mission.

[See Annex 17 with list of IEC materials prepared and distributed to the communities]

Confirmed. A total of 241 demonstration sessions were conducted at community level, and eight (8) training sessions were conducted at Union Parishad level, involving the participation of all the targeted 26 Unions.


Activities under 3.4 were implemented as planned.


3.4.5.: Follow-up of the use of the materials in progress completed this is an on-

going process. IEC materials are used constantly and the methodology used in their presentation perfected based on the feedback and recommendations collected.



Total Cost: €

Activities under Result #4:

4.1 External impact evaluation of the project at the end of the project period. Total Cost: €12,550.41

No activities to take place at this stage


45

Confirmed. The evaluation of the project is to start in May 2007.



Total Cost: €

4.2 Lessons Learned Workshop (one per District) for all key stakeholders in the first half of

the 12 month of the project. Total Cost: €9,424.38


4.2.1. Establish a system for recording lessons and experiences completed a system

for recording lessons and experiences was established in the early stages of the project,

and disseminated to the CBADP staff (Project Coordinator and District Field Coordinator).

The system was shared with the EC and it is part of the Project Implementation Plan.

4.2.2. Record lessons and experiences in progress completed this is an on-going

activity throughout the implementation of the operation. Lessons and experiences are being

recorded.

Confirmed. Lessons are being recorded and they will be shared primarily in the Lessons Learned Workshop. However, lessons from the operation are continuously being incorporated in relevant workshops and meetings. The approach followed is to not restrict the discussion on the lessons learned only to the final Lessons Learned Workshop, but to disseminate them as widely as possible.

The Lessons Learned Workshop took place in combination with the DRR Workshop on May 30th

in Dhaka. In order to make the sharing of information and the discussions more fruitful, over 20

people from the three targeted Districts were invited to attend. Participants included government

officials (such as the Upazila Executive Officer, District Relief and Rehabilitation Officer, District

Information Officer, Union Parishad members, etc.), teachers, representatives from the National

Scouts, members of local and international NGO, Red Crescent, community trainers and

management committee members of the Ganokendras, journalists, CBADP Union Supervisors and

District Field Coordinators.

This event received wide media coverage both in the English and Bengali press.

[See Annex 63 and Annex 64 for copy of the powerpoints presented]

Activities under 4.2 were or are being implemented on time and according to the workplan.



Total Cost: €

4.3 Participation in two two-day consultative meetings of DIPECHO partners (one National

and one Regional). Total Cost: €6,866.68

Dates to be determined by DIPECHO


46

1) NCM Bangladesh on March 13th 2007. Participation of the Project Manager and the Project Coordinator in the event organised by DIPECHO.

The DIPECHO partners were asked to assist in the organisation of the event. The costs involved with the organisation of the NCM were not originally budgeted. This point was discussed with the DIPECHO TA and permission was given to identify underspent money from other budget lines to cover for the additional costs.

2) Regional Meeting in Nepal scheduled for April 2007. DIPECHO advised on the participation of two (2) people per partner. Initially this activity was only budgeted for one (1) person attending the meeting in India. This point was discussed with the DIPECHO TA and permission was given to identify underspent money from other budget lines to cover for the additional costs.



Total Cost: €

4.10. Work plan

The workplan for this project is attached.

Workplan - six months into the project:

The workplan was followed in the implementation of the project. At this point there are no

deviations to the planned activities or significant delays to report. The delays have been a)

planned or b) inconsequential to the overall implementation of the project. The project has been implemented this far without significant delays or deviations that compromise the effectiveness or the quality of the activities. Adjustments made were minor ones, pre-planned and thought beneficial for the smooth running of the operation.

Workplan - for the coming months:

At this point we do not expect any deviations or delays in the implementation of the coming

activities. Confirmed. The project will terminate in two months time and deviations are not expected.

Workplan – extension of the project by two months:

The workplan has been updated to include the planned activities for the additional months of

April and May 2007. [See section 4.4. for detailed information on the extension of the

project].

[See Annex 1 for the revised workplan] [See Annex 37 for the workplan – the workplan reports no changes to the one submitted at the time of the Interim Report. The sequence in the implementation of the activities and the linkages between them have remained unaltered]

See Annex 61 for the Workplan – no changes are to be reported regarding the number and sequence

of activities. The changes in the timeframe were always minor ones and carried out in the best


47

interests of the overall operation.

4.11. Monitoring, evaluation and external audit

4.11.1. Monitoring

Monitoring is a high priority for Concern Universal and will be ongoing throughout the Project’s thirteen-month implementation period. The expatriate Project Manager will monitor all aspects of implementation through at least monthly field visits and weekly review meetings on different components and activities with the local NGO partner. In the Project’s spirit of accountability, CU’s Dhaka office will monitor the local partners to ensure the high quality implementation of the Project and, as a partnership relationship, we will be accountable to our partners and consequently be monitored by them. Concern Universal’s Administration and Finance Manager will be responsible for the overall project financial management and monitor District-level financial activity and ensure our transparent administrative systems are in place and being followed.

Project Manager (PM):

The PM has designed and developed the monitoring system of the project, and is responsible

for the on-going implementation of the monitoring activities. The monitoring system was laid

out in the Project Implementation Plan [see below more information on the PIP].

From the early stages of the project, the PM is

a) using the monitoring tools of the PIP;

b) carrying out monthly field visits to the project sites, together with the Project

Coordinator from the partner organisation in order to i) observe the implementation of

activities in situ, such as training sessions, ii) conduct staff meetings with the District Field

Coordinators and the Union Supervisors, iii) meet with the targeted communities and

respective management committee members, iv) meet with relevant members of the Upazila

and Union Parishad, and v) meet with relevant stakeholders;

c) receiving, reviewing and providing feedback on monthly reports from the partner

organisation, Dhaka Ahsania Mission, on the progress of the project;

d) conducting weekly progress and coordination meetings with the Project Coordinator. Confirmed. The above information regarding the monitoring of the activities on behalf of the Project Manager remains accurate and relevant. Confirmed. The Monitoring of the project was carried out according to the qualitative and

quantitative steps explained above. As attested by the external evaluation, the management and

monitoring of the project was efficient and appreciated by the CBADP staff.

Administration and Finance Manager:

Concern Universal’s Administration and Finance Manager is monitoring the overall financial

management of the project. The monitoring includes regular trips to the partner’s financial

department at head office in order to ensure the transparency of the financial and

administrative systems and procedures. Confirmed. The information remains accurate and relevant. Confirmed

Implementing Partner Organisation, Dhaka Ahsania Mission (DAM):

The partnership between DAM and CU, dating a long time back, has been a solid and


48

constructive one. Throughout the CBADP project, there has been a good understanding

between the two organisations, with open and fluid communication channels. Concern

Universal, as part of its mission and mandate, is overseeing the overall implementation of

the project, as well as building the capacity of the partner. Weekly meetings with the

Project Coordinator have taken place, and periodically meetings have also taken place with

DAM’s Deputy Executive Director and the Programmes Director. Concern Universal always

takes into account the feedback provided by DAM with regards to the CBADP project or

any other issue that is of relevance to the partnership between the two organisations. Confirmed. The information remains accurate and relevant. Confirmed

A Project Implementation Plan (PIP) will be prepared prior to the commencement of activities. This will apply consultative methodologies to ensure the active participation of all stakeholders. The PIP will act as the basis for monitoring, planning and reporting and will establish a performance measurement framework. While this is considered an internal working document, Concern Universal will be happy to share the PIP with DIPECHO once it is completed. The PIP, as the project’s key management document, will cover 1) a description of individual activities and expected results, 2) performance indicators which build upon those listed in the logframe, 3) implementation process and procedures, 4) the delegation of specific responsibilities to local NGO partner, project staff and project stakeholders, 5) the level and extent of anticipated project impact, and, 6) detailed budgetary information.

Project Implementation Plan (PIP):

A first draft of the PIP was prepared by the Project Coordinator from DAM. The PIP was

further elaborated and developed by the Project Manager according to the plan laid out in

the proposal. The PIP and all its annexes (including the monitoring tools) were shared with

DIPECHO (sent by the end of May 2006 to New Delhi and Brussels).

The PIP was shared with all the staff involved in the management of the project (the

Project Coordinator and the District Field Coordinators). This document has been a helpful

tool in the overall management of the project, and it will continue to be used throughout the

operation. Confirmed. The PIP remains a helpful tool in the management of the project, and it continues being used. Confirmed. Throughout the implementation of the operation the PIP remained a relevant

monitoring tool.

The Management Committee of the Community Centres will monitor project activities on weekly basis through field visits and discussion meetings with the beneficiaries and other stakeholders of the project, the field level office staff, as the part of in-built monitoring system will conduct monitoring on a weekly basis, and the monitoring officers at DAM’s Dhaka office will monitor the project activities monthly basis. In addition to the monitoring by the Project Manager and Concern Universal’s Country Director, our Head Office in the UK, will maintain a watching brief on the overall progress and direction of the Project though established and tested internal project management, administrative and financial quality monitoring systems which include the submission of monthly reports and analysis by Country Offices.


49

Grassroot level monitoring / Management Committee members:

As planned, monitoring at the beneficiaries level is on-going in the project. The CBADP is a

rights-based, community oriented project that relies heavily on the targeted communities

active participation, indigenous knowledge and inputs. Priorities for the running of activities

and for designing the content of the various training needs was established by the

communities in community-based consultation meetings, facilitated by our field staff – the

Union Supervisors and the District Field Coordinators. At all times the beneficiaries have

been in a position to provide their input and, therefore, to feel that the CBADP project is

above all their project, that addresses their needs and builds upon their existing coping

strategies.

All consultation meetings were held as planned, and the beneficiaries were responsible for the

selection of the participants undergoing training, for the making of the action groups, etc.

Minutes of the community meetings held are kept in the respective GK/VDC.

[See Annex 15 for copy of record books at community level] Confirmed. The information remains relevant and the approach adopted in the project has not changed. Since the beginning of the implementation that all activities are done in direct consultation with the beneficiaries, and their contribution is incorporated. The Union Supervisors play a crucial role in keeping this communication/ dialogue with the communities an on-going process. Confirmed

Country Director:

Concern Universal’s Country Director is monitoring the implementation of the CBADP project

on a regular basis, through monthly reports from the Project Manager and bi-monthly team

meetings. Confirmed. Confirmed

Head Office in the UK:

Concern Universal’s Head Office in the United Kingdom is involved in the CBADP project at all

levels (implementation, administrative and financial management) through internal mechanisms

of quality assurance. In May 2006 the International Director from the Head Office came to

Bangladesh on a monitoring visit to the Country Programme and the CBADP project was

subject to his attention (monitoring meetings were held at internal level, as well as with the

partner organisation, DAM). Confirmed. The exchange of information with the Head Office over the CBADP project is frequent and adequate. In May 2007 the President and the International Director from the Head Office will return to Bangladesh for a monitoring visit. Confirmed. The President and the International Director from the Head Office visited the Country

Programme of Bangladesh. Their monitoring schedule included a field visit to the project site in

Narshingdi, and a number of staff meetings at Concern Universal and Dhaka Ahsania Mission.

4.11.2. Evaluation

Is an evaluation foreseen during the Operation?

Yes X No


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Is an evaluation foreseen after the Operation?

Yes No X

The evaluation will take place in month 13 of the project implementation – while this is officially still “during the operation”, non-sustained field activities while cease at the end of month 12 so in the final month project staff can focus on report preparation, measuring impact and testing the retention of project messages.

If the extension of the project is granted, the evaluation will take place in month 15 of the

project implementation. Confirmed. The extension of the project was granted and the external evaluation of the project is planned to start in May 2007.

Confirmed. The external evaluation of the project was carried out for four (4) weeks by the

organisation Sustainable Development Associates (SDA) from Bangladesh.

The project evaluation followed a participatory and interactive process of learning from the

project’s staff, partner NGO, local actors and beneficiaries at community level. The tools

included review of project documentation, consultation, focus group discussions, in-depth

interview, collection of case studies, etc.

Overall, the conclusions of the evaluation found that the CBADP project followed an innovative

approach and it was successfully implemented in the three Districts. All the project activities

under the four expected results were completed within the planned timeframe of 15 months. The

project staff was committed and has worked hard, and the beneficiaries participated in all project

activities with great interest and confidence, which yielded good/ positive results on the four

outcomes.

The evaluation collected opinions from the different actors and stakeholders on the project’s

relevance and effectiveness, and found that the innovative approach of the CBADP brought about

a change in the mind set of the community people (poor, marginal group and women) and

towards disaster preparedness rather than only relief and rehabilitation. They also found the

activities under four results streams very useful and effective. The sets of activities were arranged

sequentially and they complemented each other. For example capability building in GK/VDC and

UP led to greater awareness and improved their mutual relation and responsibilities for disaster

preparedness and risk reduction in their local contexts (disasters, local resources and needs). At

the same time the linkage in the activities helped build the capacity of the GK and UP to initiate

collaborative action at community level.

[See Annex 65 for Evaluation Report]

4.11.3. External audit

Is an audit foreseen during the Operation?

Yes No X

Is an audit foreseen after the Operation?

Yes X No

An external project audit will take place in the month immediately following the project implementation period.


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Confirmed. The auditing process is expected to start in July 2007.

Confirmed. The audit to the operation took place in July 2007.

[include executive summary]

[See Annex 66 for Audit Report]

5. RISKS AND ASSUMPTIONS

5.1. Pre-conditions

The preconditions for the successful implementation of this project are as follows:

Political stability;

Local cooperation;

Community interest and support. An elaboration of the preconditions for this project is provided below in the “assumption and risk assessment profile”.

5.2. Assumptions and risk assessment profile

Assumption/Risk Analysis

Political instability does not impact on disaster preparedness mechanisms.

Confirmed

Confirmed

The next national election in Bangladesh is expected to occur in mid-2006, the middle of the project implementation period. If previous years are any indication, both political (uncertainty and reluctance to make any major decisions) and civil society (hartals, increased security) can anticipate at least some disruption in the months leading up to the election. There is also a risk of disruption immediately after the election if the losing party does not accept the result or the election process.

As this project focuses on the community level, it is anticipated that the political disturbances and uncertainty will have only a limited impact on the implementation of project activities. The Result at most risk is Result #2 as it involves coordination between the Community Centres and the Disaster Preparedness Units. However this level of government will more than likely be the least affected by national events.

The next national election will take place in the first quarter of

2007. Otherwise, the above analysis is confirmed. ‘Hartals’ under

the mandate of the caretaker government are not expected to

be critical in number or to directly hamper the overall

implementation of the project. Political and social unrest may be

more acute in the period following the elections (Feb 2007).

In the first six (6) months of the operation, no disruptions to

the project have been caused by socio-political unrest.

The last semester of 2006 was very unstable following the end of the term of the BNP and the shift of power to the Caretaker Government. Violent road protests and


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successive ‘hartals’ made travelling to the field more difficult and delayed the implementation of the project’s activities regarding teachers’ training and, to some extent, the work with the Union Parishad. During this period Concern Universal sent regular updates of the situation to the DIPECHO TA and the difficulties faced were explained.

The State of Emergency in Bangladesh was declared on January 11th 2007 and since then no public protests, ‘hartals’ or any other form of demonstration has been allowed. Once the State of Emergency was declared the field visits and the catching up on the delays in the implementation of the activities were resumed.

The elections have been postponed and no new date has yet been announced.

No further disruptions are expected until the end of the operation.

Local leaders are cooperative with the Community Centres.

Confirmed

Confirmed

There is a risk that the local government authorities will not regard working with the Community Centres as important and therefore will not participate in the facilitation and coordination activities.

As previously mentioned, the Gonokendra and Village Development Committee Community Centres were selected as they already had a strong positive reputation in their local communities. They are known and respected by local government officials, not least of all because the Centres supported by a significant proportion of local constituents.

The high level of legitimacy the Community Centres have within their local communities greatly reduces the possibility of this risk negatively impacting on project implementation.

Local government authorities are participating in the facilitation

and coordination activities. They have been very cooperative in

the three Districts. We do not anticipate a change of heart in

this respect. The challenge is to make local government

authorities more productive in their links with the communities.

The above information remains relevant. The challenges faced are not so much in having the local government authorities facilitating and participating in DP activities, but in turning Union Parishads into productive and operational units as a whole. This is a national challenge, which goes beyond the scope of this operation.

Government policies continue to be supportive of disaster preparedness.

Confirmed

Due to the nature and extent of natural disaster in Bangladesh, disaster preparedness is currently a high priority for all levels of government. There is, however, a small risk that this situation may change. Political will to mitigate natural disaster, while likely to continue, can in no way be guaranteed.

Concern Universal and its local NGO implementing partner do not view this as a major risk. Even if the political commitment toward


53

Confirmed disaster preparedness wanes at a national level, the issue is so important to people at a local level that to ignore it in these high risk Districts would be election suicide.

Having said that, this project focuses on empowering local communities, through their Community Centres, to manage their own disaster preparedness. As such, the project is reducing the communities’ dependence on government structures and, therefore, is directly reducing this risk.

The National Strategy for Accelerated Poverty Reduction

(“Unlocking the Potential”) of the GoB has Comprehensive

Disaster Management towards Poverty Reduction and Growth as

one of their key policies (policy matrix #7). Disaster

Preparedness is one of the targets, and the political will is there.

The information provided in the Interim Report remains valid. Government policies are supportive of DP. The challenge is to ensure that the Government turns policies into action.

Community Centres continue to maintain disaster preparedness as a priority activity.

Confirmed

Confirmed

As a community-driven initiative, the ongoing commitment of the Gonokendra and Village Development Committees to the issue of disaster preparedness is essential. Without their commitment, the project, by definition, cannot continue.

A waning in support for disaster preparedness by the Community Centres is unlikely. This is an issue that was identified by them as a priority and, as such, they already have ownership over the project concept.

The project will reinforce this sense of ownership throughout the implementation period by supporting the Gonokendra and Village Development Committees to directly implement the advocacy and public awareness activities themselves. All direct contact with the wider community will be down through the legitimate Community Centres.

The 241 GK/VDC are committed to the project and their active

involvement/ participation has not been a problem in any way.

Confirmed. All community centres remain actively engaged with the project’s activities and recognise the importance of DP.

Disaster Preparedness Units continue to function in all the targeted Unions throughout the project implementation period.

Confirmed

Confirmed

The local government Disaster Preparedness Units play a pivotal role in this proposal. Without them, the Community Centres cannot disseminate information on disaster or be part of a wider, coordinated approach to disaster preparation, mitigation and response.

As with the discussion around government policies continuing to support disaster preparedness, disaster preparation and mitigation is currently an important political issue due to the high negative impact disasters have on Bangladesh and is likely to remain as such in the foreseeable future.

The discontinuation of the Disaster Preparedness Units would have


54

a catastrophic impact well beyond the scope of this project and it is therefore unlikely for those politically responsible to allow that to eventuate.

The Disaster Preparedness Units at local government level

(Upazila and Union level) do exist and their discontinuation is not

anticipated during the implementation of the project nor in the

foreseen future.

The above information remains accurate. All 26 Union Parishads targeted by the project have Disaster Preparedness Units. Under the CBADP project these units have become more operational.

Disaster Preparedness Units remain open to Community Centre involvement and activity.

Confirmed

Confirmed

Concern Universal and Dhaka Ahsania Mission have assurances from the Disaster Preparedness Units that they are open and supportive toward the involvement of community-based mechanisms to promote and disseminate disaster preparedness and awareness messages to the wider community. They acknowledge that their outreach capacity is limited and recognise that another structure at the local level could be beneficial.

While it is unlikely their support for the involvement of community-based mechanisms will diminish, the project will stress the importance of establishing and consolidating the relationship will local government under Activity 2.1: Support Community Centre management committees to develop and implement a communication strategy with the Union Disaster Preparedness Units.

The Disaster Preparedness Units at local government level are

open to Community Centre involvement and activity. Under the

CBADP project, there have been no obstacles or difficulties in

accessing the members of the DP Units, explain to them the

objectives of the project, request their input in the

development of the activities, and work ways in which we can

help establish stronger, productive links with the respective

communities. We have noticed that it is common for DP Units

members to participate in the communities centres’ activities,

free-willingly. However, the DP Units at Union Parishad and

Upazila level need guidance and training in order to come up with

working agendas and, consequently, more productive links with

the respective communities.

The information provided in the Interim Report remains valid. Disaster Preparedness Units at Union Parishad are open to articulate and work with the community involvement. An example of this is the fact that the DP Units of the Union Parishads held monthly meetings in which community members and other relevant stakeholders integrate the participant’s list. In the past seven (7) months of the operation particular attention has


55

been paid to the capacity building and training of UP members to increase their knowledge on DP issues and establish working agendas.

Disaster Preparedness Units disseminate accurate and timely information to the targeted Community Centres.

Partially Confirmed

Confirmed

While the project is focussing on strengthening the capacity of the Gonokendra and Village Development Committees to implement disaster preparedness activities, there is an assumption that the Disaster Preparedness Units already have the capacity to access accurate and timely information on natural disaster. If the Disaster Preparedness Units cannot access this information, then the communication and dissemination structures fall apart.

So long as disaster preparedness remains a priority, then this is unlikely to eventuate. In addition, this is a level of disaster mitigation and preparedness that already receives significant support. Providing additional assistance at this level would run the risk of duplication.

The access to the information or having disaster preparedness

as a priority is not the key issue. The main obstacle is that the

Disaster Preparedness Units at Upazila and Union Parishad level

are not as operational as they could/ should be. The DP Units’

committee members need support in terms of DP training and in

developing year-based working plans.

Although the information above remains relevant, under the CBADP project it has been possible to reach considerable progress and establish productive linkages and communication strategies between the local government and the communities.

Community members are not receiving conflicting information on disaster mitigation and response.

Confirmed

Confirmed

Retention of and adherence to public announcements is much more likely if the community are presented with one clear, concise message. This is why it is essential to avoid duplication.

By ensuring that the Community Centres act as conduits for the official, Disaster Preparedness Unit messages, the project will make certain that there is a unified approach to disaster preparedness in the unlikely event that a new project commences in the project area during the implementation period.

Community members are not receiving conflicting information

regarding disaster management. IEC materials have been

produced bearing in mind what other major players in the field

of Disaster Management are doing (for example, Red Crescent

and other DIPECHO partners).

The above information remains valid.

Community members consider disaster mitigation as a household priority.

As previously mentioned, many of the project beneficiaries are from highly vulnerable and marginalised sections of the community. Many have difficulty covering the bare necessities in life, let alone can afford to upgrade or improve their housing compounds to make them more resilient against natural disaster.

The information disseminated by the Community Centres will focus


56

Confirmed

Confirmed

on low-cost, simple measures which can mitigate the negative impact of natural disaster. In addition, preparedness efforts will focus on the distribution of radios and the bandwidth location, rationale and meaning of disaster information which is something that requires no financial investment from the community.

The CBADP project is a rights-based project and the

communities participate actively in all stages of the project,

including the definition of priorities and content of training and

other activities. As such, the project is highly regarded by the

communities.

The above information remains accurate and valid. All activities take into account the needs and possibilities of the local communities. Mitigation works, for example, are carried out by the beneficiaries with the technical support of the project’s field staff. The types of mitigation works were discussed and prioritised in advance with the communities. Low-cost, local technologies were used.

Key stakeholders are interested in sharing lessons and experiences.

Confirmed

Confirmed

Lesson and experience sharing is a major component of this project. The final Lessons Learned Workshops will involve all key stakeholders and their willingness to openly collaborate and cooperate is essential to the success of the events.

As Concern Universal will utilise these Workshops as the forum to disseminate project lessons, it is hoped this approach will encourage others to openly share their experiences, even if it is as an agreement or retort to the project lessons.

Throughout the implementation of the project a stakeholder

analysis has been carried out and meetings with relevant

stakeholders were held in order to a) brief them on the CBADP

project and b) assess the possibility of their participation/

cooperation in the running of the activities. Overall, they

recognise the importance of the project and are willing to

participate and cooperate (although not many have field

experience specifically in DP). This has been the case, for

example, in the District of Barguna where the Vice Chairman of

the CPP programme from the Red Crescent did the opening of

one of our training sessions, and Red Crescent volunteers

participated together with our staff in community consultation

meetings.

The Lessons Learned Workshop will not take place until the end

of the project, but we can safely say at this point that relevant

stakeholders are interested in sharing lessons and experiences.

The above information remains valid.

The lessons learned workshop is scheduled for the last


57

month of the operation (May 2007), and a good level of participation from relevant stakeholders is expected. Communication and coordination between stakeholders at national and local level has taken place constructively during the implementation of the project.

The lessons and experiences of the project are relevant and of interest to other key stakeholders.

Confirmed

Confirmed

The final Lessons Learned Workshops will only be successful if the information disseminated through that forum is of relevance to the stakeholders in attendance.

Workshop invitations will clearly specify the purpose of the meeting. It will then by left up to the stakeholder to make a determination as to its relevance to their work and/or responsibilities. In addition, stakeholders will be survey prior to the finalisation of the Workshop agenda to help ensure relevance and bearing.

Although it’s too soon to draw conclusions, the assumption

remains that the final lessons learned workshop will be of

relevance to stakeholders.

Lessons Learned from this operation are the direct result of first-hand field experience in one of the most important issues affecting Bangladesh – natural disasters. The relevance of the Workshop speaks for itself, and based on the previous mobilisation of participants in other workshops and seminars, no problems are anticipated regarding the validity of the discussion and attendance records.

Final comments: Overall, the operation has not faced changes in the security situation and

assumptions/ risks have not materialised, with the exception of the “Disaster Preparedness

Units disseminate accurate and timely information to the targeted Community Centres”,

which requires some adjustment in the running of the activities (the issue is directly being

addressed by our field staff and the request for the extension of the project will deal

directly with this issue). Confirmed. Overall, no significant risks / assumptions have compromised the objectives, expected results or the impact of the project.

The findings reported at the time of the Pre-Final Report remained accurate and valid throughout

the last months of the project implementation. It has been possible to implement the activities and

achieve the desired outcomes without the materialisation of the risks.

Contingency: In the unlikely event of an irreconcilable force majure occurrence or unworkable security situation, Concern Universal can easily transfer the activities to Dhaka District. Concern Universal’s local NGO implementing partner, Dhaka Ahsania Mission, has been working in 90 wards of Dhaka Metropolitan City with a total coverage of 24,585 households. Community Centres with DAM linkages have the capacity incorporate disaster preparedness activities into their current programmes.

There has been no need to resort to the contingency plan.

At this point we have no reasons to believe that it will be necessary to transfer activities to


58

Dhaka District during the implementation of the project. No activities were transferred to Dhaka, nor are they expected to be. Confirmed. It was never necessary to resort to the contingency plan.

CBADP Contingency Plan, 2006-2007 in case of natural hazard:

Concern Universal and Dhaka Ahsania Mission developed in the initial stages of the project

implementation, a Contingency Plan in case natural hazards hit any one of the Districts

covered by the project, and emergency relief operations became necessary.

By and large, the goal of the Contingency Plan is to reduce the negative impact of natural

hazards by providing emergency relief assistance, and to accelerate the recovery process of

the communities by supporting mitigation and rehabilitation works. The objectives are to

ensure CU and DAM are fully prepared for an emergency intervention, and to establish a set

of rules and responsibilities that will allow for an efficient and timely response in an

organised and well planned manner.

So far, Bangladesh is experiencing a relatively dry monsoon, and the location areas of the

CBADP project have not been hit by natural hazard in the first six (6) months of the

operation. The Contingency Plan remains an important working tool. At this late stage of the implementation of the operation, resorting to the Contingency Plan is not anticipated. However, as the monsoon period begins, it’s always hard to predict. Should any natural disaster affect the geographical areas of the operation before the end of the operation or after, Concern Universal and Dhaka Ahsania Mission will assess the situation and plan the appropriate disaster response. Long term commitment to the areas covered by DIPECHO operations: Concern Universal and Dhaka Ahsania Mission are currently reviewing the Contingency Plan to go beyond the implementation of this operation. The senior management of both organisations have agreed on the long term commitment to the areas covered by the DIPECHO operations and to have an integrated approach to Disaster Management (covering the cycle from the preparedness stages to the appropriate disaster response). In light of this, Concern Universal is taking a leading role in the drawing of a Plan of Action for the partnership between the two organisations. This Plan of Action, motivated by the implementation of DIPECHO III, is wider in its scope and it covers Districts of Bangladesh where other projects are being implemented by CU and DAM. Relief Operations in the past seven (7) months of the operation: Two (2) small-scale relief operations took place in the period following the Interim Report. The first one was the sudden storm that hit the Bay of Bengal in September 2006. The second one was the cold wave that affected the whole country in December 2006 and January 2007. 1. Sudden Storm in Barguna On the night of September 19th, 2006, a sudden storm hit the Bay of Bengal claiming a heavy toll in material and human losses in Bangladesh and India. The District of Barguna was one of the affected areas. Fishermen and other beneficiaries of the project went missing for several days, assets were lost and several Gonokendras were damaged (16) or destroyed (three).


59

The CBADP field staff took immediate steps to assess the situation and support the communities. All targeted Unions were visited, a participatory assessment of the losses and damages was conducted, and the CBADP District Field Coordinator participated and coordinated with the local authorities involved in the relief operations – District Commissioner’s Office, Red Crescent, etc. The affected Gonokendras had technical support from the CBADP field staff (District Coordinator and Union Supervisors) and they were all rehabilitated/ reconstructed through the communities’ own efforts. Note on the Early Warning Signs. Regarding this natural disaster, official reports mention that the storm approached the Bay of Bengal very quickly and at late hours when it was no longer possible to disseminate the message to all the local communities or to the many fishermen out in the sea.

[See Annex 48 for more information] 2. Cold Wave Cold waves are another common natural phenomena affecting Bangladesh on a yearly basis. In December 2006 – January 2007 a wave was felt throughout the entire country, including in the three (3) Districts of the operation. According to official documentation it was one of the coldest winters in years with temperatures as low as 2 degrees Celsius in the Northern parts of the country. Dhaka Ahsania Mission, with projects in 43 Districts of Bangladesh, conducted a relief operation that was not limited to the Districts of the DIPECHO operation, but included them as well. Warm, winter clothes were collected amongst DAM’s staff; other items were donated by garment factories; Care also donated blankets to be distributed in Jamalpur District. All clothes were sent to DAM’s District Offices and distributed to the most vulnerable families. The identification of the families requiring support was conducted by the communities themselves, and later discussed with the CBADP field staff. [See Annex 49 for more information] Both hazards and respective relief works were reported to the DIPECHO TA. The small-scale relief operations took place without requiring the suspension of the project or additional financial resources.

5.3. Security

5.3.1. Situation in the field

While the security situation in the three targeted Districts is more stable than other parts of the country, the February 2005 attacks on the offices of Grameen and BRAC by conservative Islamic elements (in the northwest of the country) reinforce the message that organisations providing development and/or humanitarian assistance need to remain vigilant. As such Concern Universal and its local implementing partner will ensure standard security procedures are followed throughout the implementation period. The community members through the Gonokendra and Village Development Committees will receive instructions in designing their own specific security strategies to ensure safe implementation in the project areas. The members of the community centres will maintain


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communication with the local government and GOB security agencies involving Union Parishad, Upazila and District administrations. As a precaution, the project has allow provisions in the budget to engage security personnel as required.

There are no security incidents to report. The overall implementation of the operation was not hampered by the security situation in the field. As mentioned before (see section 5.2 - Risks), the political situation was very tense in the last semester of 2006, and consequently a) the Project Manager and the Project Coordinator could not travel to the field in the months of the October and November; however, the monitoring of the project continued despite the limitation regarding the travelling and the field staff remained in daily contact with the Project Coordinator; b) the field staff was advised to continue their work as long as they felt safe; as most of the project’s activities take place at community level the interruptions were minimal; c) although the CBADP staff was never at risk, there were security incidents affecting beneficiaries of the project; in Narshingdi the Chairman of one of the targeted Union Parishad was killed in a political protest and another two (2) were arrested. In the three Districts the staff reported that other Union Parishad Chairmen were not turning up to work for fear of being investigated or arrested. Despite these situations the work with the Union Parishad continued because the other UP members were still available and ensuring the daily running of the Union Parishad. During the most politically unstable periods, Concern Universal increased the level of security for all staff and it monitored the security situation with the partners’, Embassies and other INGO. The five DIPECHO partners also kept frequent contact and coordination meetings regarding the political instability and the security. The DIPECHO TA was kept briefed on the progress of the security situation. The above information remained valid.

The overall implementation of the operation was not significantly hampered by security

issues.

5.3.2. Have you established a specific security protocol for this Operation?

Yes No Standard procedures X

If yes please elaborate:

5.3.3. Have you a specific plan for security-related and medical evacuations for this Operation?

Yes No Standard procedures X

If yes please elaborate:

5.3.4. Are your field staff and expatriates informed of and trained in these procedures?

Yes X No


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6. RESOURCES REQUIRED

6.1. Total budget (point 11.1.)

€228,005.56

€250,538.83

€250,538.83

€2 , . Actual Expenditure

The total budged has been revised and subject to changes.

The changes in the budget are justified by:

a) the request of extension of the operation by two (2) months, resulting in

the increase of activities and support costs;

b) adjustments due to the exchange rate (initially the exchange rate used was

of BDT75 to the Euro; at the moment of this interim report the exchange

rate is of BDT88.08 to the Euro);

c) additions initially overlook, but necessary to the smooth running of the

operation

The changes in the budget where discussed with our DIPECHO TA.

The total budget is confirmed.

See section 11- Financial Information for more updated financial information.

6.2. Human resources

6.2.1. Staff included in Title 1: “Goods and services delivered to the beneficiaries”

Position No Status Function Project Coordinator (Local counterpart for the Project Manager)

1 Fulltime Focal person at DAM.

Ensure workplans are fully understood by all field staff and implemented in a timely and high quality fashion.

Provide support and assistance to the Project Manager.

Collect, edit and, if necessary, translate information for report and donor reports.

Project monitoring and logistical support.

District Field Coordinator

3 Fulltime Oversee training of Community Centre members by Management Committees and community volunteers in disaster preparation, mitigation and response.

Oversee public upgrading of Community Centres;

Support Community Centre Management Committees to develop and implement and Communication Strategy with Union Disaster Preparedness Units.

Facilitate the involvement of Community Centre representatives in Union level Disaster Preparedness Units.


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Establish and implement a system for Community Centres to quickly disseminate messages from the Union level Disaster Preparedness Units to the community.

Union Supervisors

26 Fulltime Support Community Centre Management Committees to incorporate Disaster Preparedness into their official operational documentation.

Through the Community Centres, conduct public meetings on disaster preparedness, mitigation and response;

Train teachers in community schools on disaster preparedness preparation, mitigation and response and oversee the dissemination of this information to students.

Distribute and monitor radios and supplies to Community Centres;

Distribute disaster preparedness leaflets, booklets and posters, and train Community Centre personnel on their meaning and use.

Conduct disaster preparation, mitigation and response training for Community Centre Management Committees and community volunteers.

Coordinate public upgrading of Community Centres to improve resilience against disaster.

Confirmed. All CBADP staff is in place.

[See Annexes 18 - 23 with the Monthly Staff Lists for the first six (6) months of the

operation, and Annexes 24 and 25 with images of the CBADP team]


[See Annex 50 - 56 with the Monthly Staff Lists for the period covering the last seven (7) months of the operation]

Confirmed. All CBADP staff was in place.

[See Annexes 67 - 69 with the Monthly Staff Lists for the months of April, May and June 2007]

Project Coordinator and District Field Coordinators:

The Project Coordinator (1) and the District Field Coordinators (3) were assigned to the

project and started working on the setting up of the District Field Offices and the

implementation schedule of the operation in March 2006. There have been no changes to

their positions, status or responsibilities. Turnovers in these positions have not taken place.

Confirmed. There have been no changes in the positions, status or responsibilities of the Project Coordinator and the three District Field Coordinators. Turnovers in these positions have not taken place.

Confirmed. Throughout the operation there were no turnovers in the managerial positions.

Union Supervisors:

The recruitment of the Union Supervisors (26) began in February 2006. In March it was


63

possible to recruit and have in place 16 Union Supervisors. In April the other 10 Union

Supervisors were recruited and by the end of the month the team of 26 Union Supervisors

was in place.

The Union Supervisors have been line managed by their respective District Field

Coordinator. There have been no changes to their positions, status or responsibilities.

Turnovers have taken place at the Union Supervisors level. In the three Districts there’s

been a need to replace Union Supervisors that have submitted their resignation either due

to a) better paid job offers, or b) maternity leave of one of the female staff. However,

aware that this turnover could happen, the project management staff, when undergoing the

recruitment process, shortlisted and interviewed more candidates than the necessary. To a

certain extent the turnovers were anticipated and dealt with from the start. Consequently,

the smooth running of the project has not been hampered by this, and the positions have not

been open for more than one or two weeks, maximum. During the time the positions were

open, other Union Supervisors and the District Field Coordinator have stepped in.

There have been no changes in the status or responsibilities of the Union Supervisors. However, turnovers have taken place in the last seven (7) months of the operation. The analysis provided at the time of the Interim Report remains accurate and valid – there were staff resignations due to better paid job offers, or change of address in the case of one female staff that got married and moved into another District. At the moment there is one (1) vacancy that is being covered by the District Field Coordinator and other Union Supervisors. The staff believes that it’s not in the best interest of the project to be replacing new members when the operation is coming to an end.

Regarding the position of the Union Supervisors, it has been identified that the salaries assigned to this position were not very attractive and that future projects should take this factor into account. Union Supervisors that are performing well are easily targeted by other NGO that pay higher. In the future, an increase in the salary for this position will help reduce the rotation of the staff, and keep the staff motivated.

[See Annex 26 for copies of HR management tools being kept under the CBADP project]

6.2.2. Staff included in Title 2: “Support costs”

Position No Status Function Country Director (Expatriate)

1 Part-time (5%)

Overall responsibility for the project progress, implementation and reporting;

Ensure lessons and experiences of Concern Universal are incorporated into the project;

Provide direct support to the Project Manager.

Administration and Finance Manager

1 Part-time (30%)

Overall project financial management;

Monitor District-level financial management;

Ensure administrative systems are in place and being followed;

Preparation of Project Financial Reports.


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Project Manager (Expatriate)

1 Fulltime Oversee the implementation of the project to ensure it follows the workplan and logframe;

Design, develop and implement the project monitoring system;

Liaise with other NGOs, relevant government agencies and DIPECHO;

Conduct internal impact evaluation of the project;

Lessons Learned Workshop (one per District) for all key stakeholders

Participation in two two-day consultative meetings of DIPECHO partners (one National and one Regional).

Officer Assistant 3 Fulltime Maintain District-level accounts;

Ensure project administrative systems are followed by all field staff;

District-level logistics.

Caretaker/Guard3 3 Fulltime Ensure office and stores are secure at all times;

Keep office, guest room and office grounds clean;

Support guests and officials;


There have been no changes to their positions, status or responsibilities. There has been no

turnover in these positions either. Confirmed. There have been no changes to the positions, status or responsibilities of the staff. Confirmed

The position of Country Director (Expatriate) and Administration and Finance Manager was

already in place before the CBADP project, and they have been involved in the project from

the beginning. In February 2007, the Country Director Catherine Whybrow was replaced by Stephane Bonduelle. There was a hand-over period and the new Country Director is providing the necessary input to the project.

The Project Manager (Expatriate) was recruited over February 2006, and was hired by

Concern Universal on March 20th, 2006.

[See below more information on the recruitment of the Project Manager]. No turnover has taken place. Confirmed

Field-based positions:

Office Assistant (3)

Two Office Assistants were recruited and placed in March 2006. The third was recruited

and placed in April 2006.

Caretaker (3):

One Caretaker was recruited and placed in April 2006. The other two were recruited and

placed in May 2006.

3 Caretaker/Guard positions appear under heading 2.04: Security in the Project Budget.


65

The delay in finding suitable candidates for the positions of Office Assistance and

Caretakers, although advertised in good time, did not hamper in any way the good running of

the project, as the position of Caretaker is not directly linked to the implementation of

activities, and because the District Field Coordinators were in a position to ensure the

tasks/ responsibilities initially assigned to the Office Assistant. There have been turnovers

in the positions of Office Assistant and Caretaker, but they were anticipated and are being

dealt with. The smooth running of the project has not been hampered by this, and the

positions have not been open for long. Otherwise, there have been no changes to their

positions, status or responsibilities. There has been turnover in the positions of office assistant and caretaker. The analysis of the situation provided at the time of the Interim Report remains accurate and valid. However, the project was not hampered by the staff rotation at this level. At the moment there are two (2) vacancies in the position of Office Assistant that will not be replaced for the reasons explained above under the Union Supervisors section.

Addition of one staff member to the project - Project Officer:

Justification for the new recruitment:

1) Translation of materials.

IEC materials, training manuals, case studies, drama scripts, song scripts, and other various

materials are being produced, in Bengali language, under the CBADP project. Concern

Universal’s office in Bangladesh does not have the necessary staff or infrastructure to work

on the translation of the materials into English. It is therefore vital that a new staff

member, with the right qualifications, is able to join the CBADP team and work on the

translation of the materials.

2) Support in the translation of field and Dhaka-based meetings for the Project Manager.

The expatriate Project Manager (PM) of the CBADP project does not speak Bengali. In the

first six (6) months of the project, the PM has relied on the Project Coordinator from the

partner organisation, Dhaka Ahsania Mission, for the translation of everything that goes on

at field and office level (courtyard meetings, staff meetings, etc.). This is proving a heavy

burden for the Project Coordinator that has to focus on translation work while coordinating

the implementation of the project.

3) Attest the quality of the project directly.

Although Concern Universal has a sound partnership established with Dhaka Ahsania Mission,

it’s important that Concern Universal is in control of the monitoring of the project by asking

questions and getting the answers without going through possible ‘interpretations’ of what is

being said.

4) Administrative Support.

Under the CBADP project, administrative work is underway regarding the elaboration of

databases for the stakeholder analysis (currently done in a basic word table) and other

tasks in view of keeping information that can be further developed during the

implementation of the project and continuously updated beyond the completion of the

operation.


66

The addition of the new staff member was discussed with our DIPECHO TA.

Recruitment Process:

The recruitment process took place in July/August 2006.

1) the terms of reference (TOR) were defined;

2) an open tender selection procedure was followed, and the vacancy was advertised in

www.bdjobs.com (the largest job site in Bangladesh) for over two weeks, and it was

disseminated by email to the DIPECHO partners, the DER network members (through the

DIPECHO partners), and other relevant contacts. Over 80 applications were received by

post and email;

3) candidates were shortlisted and interviewed by a panel of three people, including the

Project Manager of the CBADP project;

4) the candidate, Md. Evan Shahriar, was selected.

- Starting date: September 11th, 2006.

- Line Manager: CBADP Project Manager

- Salary: Grade IV of Concern Universal Salary Scale with BDT15,000 per month (entry

level).

The estimated total expenditure with the salary of the Project Officer (from September

2006 until the end of May 2007) is of €1,736.56.

[See Annex 27 for the CV of the new staff member]

Confirmed. There have been no changes in the position, status or responsibilities of the Project Officer and no turnover has taken place. The Project Officer’s departed from Concern Universal in mid-April. The position was temporarily

filled by the Programme Support Officer.

Position No Status Function

Project Officer 1 Full-Time Translation work from Bengali into English of the

materials produced for the project;

Accompany the Project Manager in the field

visits to the Districts of Barguna, Jamalpur and

Narshingdi with the purpose of facilitating the

translation of meetings, and other relevant

activities related to the monitoring and impact

assessment of the project;

Attend internal and external project meetings

upon request;

Ensure the project filing is conducted in a

consistent and timely basis;

Create and maintain databases for the project;

Produce forms and other administrative

documents necessary for the implementation of

the project;

http://www.bdjobs.com/


67

Perform other duties as required.

The 26 Union Supervisors are necessary for the project because the Unions are scattered, low lying areas with high density of population having difficulty in accessibility. In addition, a lesson from a previous community development project (Gonokendra Project) is that a higher number of lower level field staff increases the likelihood of training uptake by local communities.

Confirmed The position of Union Supervisors is playing a key role in the implementation of the activities and in the overall impact of the project. It’s the Union Supervisors that make the link between the rationale of the project and the communities per se. This lesson should be replicated in future projects. Confirmed

A total of 39 staff (30 field staff, 6 support staff and 3 Management staff) will be engaged in the implementation of the project. As most of the field staff have worked with Concern Universal’s partner, DAM, on previous project, they represent better value for money than recruiting external professionals who are use to working for international development organisations (and international rates).

With the recruitment of the new staff member – Project Officer – the operation

now has a total of 40 staff. Confirmed Concern Universal has very strict recruitment procedures which ensure transparency and openness. As such, the expatriate Project Manager position for this initiative will not be recruited until Concern Universal has firm assurances from DIPECHO that it’s proposal has been accepted. This is because Concern Universal is reluctant to incur the costs of an international recruitment process until it is reasonably confident that the position will exist. Concern Universal has not allocated a pre-existing staff member to this position as it is envisaged that the Project Manager will dedicate 100% of their time to this initiative. It is envisaged that the selection criteria for this position will incorporate the following:

A relevant Masters-level degree;

A minimum of 5-years experience implementing humanitarian and/or emergency response projects or programmes in South Asia (preferably Bangladesh);

Previous experience managing ECHO projects and a thorough knowledge of ECHO reporting requirements and expectations in terms of quality, timeliness, and content; and

Demonstrated experience and high level of competency in at least three (3) of the following sectors:

- Advocacy and Public Awareness Raising; - Community Education; - Facilitating the Coordination between Government organisations and

CBOs; - Development/Implementation of Disaster Early Warning Systems; - Institutional Strengthening; and - CBO Capacity Building/Training.


68

The recruitment of the Project Manager (expatriate) took place immediately after

the confirmation of the acceptance of the DIPECHO proposal. The recruitment

process followed Concern Universal’s Human Resources guidelines, with full

transparency and openness. The recruitment process was completed by March the

2nd. The expatriate Project Manager started working for Concern Universal on March

the 20th, 2006.

[See Annex 28 for the CV of the Project Manager]

See Annex 70 with Table of Managerial and Expatriate Positions

6.3. Material resources

See Annex 71 for Table with the Procurement and Contracts followed under the operation.

6.3.1. Equipment needed. Describe the procedure to be followed for the procurement of equipment.

As this project focuses on capacity and institutional strengthening, procurement of equipment shall be limited to equipment to support implementation and radios and wireless sets as part of an early warning system. The procurement of project equipment will be subject to European Commission and/or Concern Universal purchasing procedures, which ever is the most stringent. In accordance with the European Commission’s Rule of Origin, Concern Universal will need to secure prior Delegation approval for purchase of the following items which will be manufacture outside of Bangladesh:

Item Number Value per Item (Approx.)

Total Value (Approx)

When Procedure

Computer

Purchased

1

Confirmed

€734

€ 624 € 578.78

€734

€ 624 € 578.78

Month 1

Confirmed

3 Written Quotations

4 quotations Radio Sets

Purchased

260

295

€33.40

€ 17.14

(BDT1,510) €17.18

€8,684

€5,057.33

(BDT445,450) €5,068.45

Month 1-3

Month 6

3 Written Quotations (on bulk purchase)

4 quotations

Stationary Items

Purchased

Various

Confirmed

Various €3,604

So Far:

€1,464.58

Ongoing

Confirmed

Competitive selection of supplier

Confirmed

Mobile Phone

Purchased

4

5

€107

4 at €90.83 €90.23 (BDT8,000),

and 1 at €60.17 €60.30 (BDT5,300)

€428

€423.48 €421.22

Month 1

Month 1

and

Month 6

3 Written Quotations (on bulk purchase)

4 quotations


69

In addition to the above, under the project three TV and three DVD players were also purchased to

facilitate the viewing of the video-shows at community level. The equipment was included in the

‘Equipment List’ sent with the Pre-Final Report.

Concern Universal will follow the procurement guidelines of its ‘Finance Manual’. Steps of procurement according to the article 3 of the manual:

1. Purchase requisition approval 2. Quotations collections, 3. Comparative statement and recommendation 4. Approval for purchase 5. Ordering, receiving and payment

Confirmed

If successful Concern Universal will required immediately derogation from DIPECHO for the purchase of the abovementioned items as there is a strongly likelihood that the most competitive supplies will be manufacture outside of the EU and Bangladesh. Therefore, as part of this proposal, Concern Universal requests a derogation on approval of this proposal to purchase the following items:

1. Computer (1)

2. Radio sets (260)

3. Stationary (various items)

4. Mobile Phones (4)

Equipment Purchased:

a) One (1) additional mobile phone was purchased for the Project Manager. This had been

overlooked at the time of the proposal, and mobile phones were only contemplated to the

Project Coordinator and the three District Field Coordinators. However, for the efficient

and smooth running of the operations, it is vital that all project management staff can

communicate timely and whenever appropriate while in the field. Due to the exchange rate

and the lower prices per unit, the purchase of the additional phone has not increased the

total amount initially budgeted.

b) Initially only one (1) computer and ups (for the Project Manager) was thought necessary.

However, with the addition of a staff member (Project Officer), which will be based at

Concern Universal’s office, another computer, ups, desk and chair will be necessary. The

underspend funds will be used to purchase the 2nd computer and the additional necessary

funds are requested to the EC in the revised budget. Confirmed. The necessary equipment was purchased for the position of the Project Officer.

c) Initially it was thought that 260 radios would be enough to cover all the needs of the

Community Centres. Throughout the implementation of the project, it became clear that the

items and quantities listed under early warning systems needed some adjustments. As such

the project has purchased:

i) 295 radios to cover not only the community centres but the targeted schools as well (unit

cost BDT1,510; total cost €5,057.33 €5,068.45);

ii) 152 megaphones to cover the needs of the most needy/ vulnerable community centres and


70

schools (unit cost BDT2,225; total cost €3,839.69 €3,848.13).

The total cost of both radios and megaphones was of €8,897.02 €8,916.58, almost entirely

covered by the initially budget for the radios only.

d) Bicycles for the Union Supervisors. In the initial proposal, no provision was made for the

local transport of the CBADP field staff. The partner organisation, Dhaka Ahsania Mission,

had three motorbikes made available to the District Field Coordinators out of their own

funds. However, there is difficulty in providing local transport to the Union Supervisors that

have to cover significant distances to and from the unions covered by the project. After

discussing the issue with our DIPECHO TA, a total of 22 bicycles were purchased and

handed-over to the Union Supervisors in the three Districts. Each bicycle had the unit cost

of BDT5,300, and the total amount of expenditure was of €1,323.80.

Equipment Needed:

As part of the mitigation works, the project staff and the communities have identified the

urgent need for the purchasing and installation of 85 tube wells in the three Districts (60 in

Jamalpur, 15 in Barguna and 10 in Narshingdi). This was overlooked at the proposal stage.

After inquiring possible suppliers, it is estimated a unit price of BDT8,000 for the purchase

and installation of each tube well (the total price for the 85 tube wells is expected to be

BDT680,000 / €7,720.25. We are requesting the EC the addition of this budget line). The need for the purchasing of tubewells is confirmed. However, there has been a change in the number and distribution of the tubewells. The accurate total number of tubewells for the three Districts is 78. The distribution is as follows: 54 tubewells in Jamalpur, 21 in Narshingdi and 3 deep tubewells in Barguna. Initially a higher number of tubewells for Barguna was contemplated; however, technical advisors have recommended the installation of deep tubewells in Barguna due to the specific geography of this District. The cost of the deep tubewells is higher than the cost of the tubewells to be installed in the other two Districts, but no extra funds will be necessary. This revision was discussed with our DIPECHO TA before starting with the procurement procedures. A total of 78 tubewells have been installed in the three (3) districts: 54 shallow tubewells in

Jamalpur, 21 shallow tubewells in Narshingdi, and 3 deep tubewells in Barguna.

Regarding the installation of the tubewells in the three (3) Districts: procurement procedures and

contracts were signed before the end of the operation but the works were not completed until the

third week of June.

Procedures Followed:

All purchases followed internal procedures according to Concern Universal’s “Accounts

Manual”, and the EC rules detailed in the FPA guidelines and procedures, including Annex V.

For the distribution of the goods Hand-Over Certificates were prepared and signed.

The rules of nationality and origin were also observed. Confirmed Confirmed

During the monitoring visit of our DIPECHO TA in early July 2006, the revision and addition

of equipment and goods was discussed.


71

6.3.2. Goods to be purchased. Describe the procedure to be followed for the awarding of contracts.

No contracts for goods will be issued as part of this project.

Confirmed. No contracts have been issued as part of this project. Confirmed. No contracts have been issued as part of this project.

6.3.3. If the Operation requires the purchase of medicines and/or medical equipment: Do you have standard procedures for the purchase, handling and storage of these medicines/equipment?

No medicine will be purchased through this initiative.

Confirmed. No medicine was or will be purchased as part of this project. Confirmed. No medicine was/will be purchased as part of this project.

7. PERSPECTIVES OF THE HUMANITARIAN ORGANISATION IN TERMS OF LINKING RELIEF, REHABILITATION AND DEVELOPMENT

7.1. This Operation (or a similar Operation) is under way since:

The mainstreaming of disaster preparedness and mitigations activities into the targeted Community Centres has not yet begun. However, the major of the Community Centres has delivering other social, education and empowerment services to their local communities since 2000.

Confirmed The Community Centres targeted in the operation deliver other social, education and empowerment services to their members. That’s the very principle of the Gonokendras: to operate as a forum that capacitates people to claim integrated, quality services in areas such as health, livelihoods, education, etc. While implementing the CBADP project efforts and steps were taken in order to ensure that Disaster Preparedness works are not short lived, but incorporated in other development projects – see below for further information (section 7.2.).

7.2. Describe the expected level of sustainability

The Project’s utilisation of a rights-based implementation methodology promotes sustainability. Through demonstrating to local communities the importance of disaster preparedness and mitigation, then providing them with the institutional structures to access available services, the Project anticipates the continuation of activities after project closing. Financially, the community centres currently derive much of their support from membership contributions. This is a mechanism frequently adopted by Concern Universal to use the sense of local “ownership” as a means of sustainability. As the disaster preparedness activities are in many ways an extension of current programming, there is a strong likelihood that the disaster preparedness activities, once incorporated into the official operational documentation of the community centres, will be financially sustained beyond the life of the Project.

The impact and sustainability of the CBADP project is expected to last beyond the

implementation period of the operation, despite the fact that 15 months is a relatively short


72

time to ensure an effective change and re-shaping of attitudes in the beneficiaries.

However, several factors come into play in the assurance for sustainability:

a) the operation is a rights-based, community-driven project and the beneficiaries have the

ownership of the project;

b) activities are being planned and designed taking into account the beneficiaries direct

input, indigenous knowledge, and existing coping mechanisms;

c) communities understand that an emphasis on DP saves lives;

d) the level of participation of the communities in the activities and the very high

attendance record of all the training delivered in the first six (6) months of the operation is

a strong indication of the beneficiaries commitment to the project;

e) The Gonokendra/ Village Development Centres are privileged platforms for reaching

communities and ensuring the dissemination of information/ messages in the long run;

f) use of appropriate, local technologies, and renewable resources;

g) the identification and involvement of relevant stakeholders greatly increase the

possibilities of a long-term focus on DP activities.

Another point worth emphasising is that the partner organisation, Dhaka Ahsania Mission,

has introduced Disaster Preparedness and other Disaster Management related issues into

their non-formal education curricula, as well as in their institutional strategy for the next 5

to 10 years. Throughout DAM’s work at the GK/VDC level in the Education sector, issues

regarding DP will continue to be addressed. Confirmed. The information provided at the time of the Interim Report remains accurate and valid. In the last seven (7) months of the operation the levels of participation and involvement of the beneficiaries in the project’s activities has remained high. The impact of the project at community level is very positive, and the beneficiaries are mobilised around the project. DP processes and systems have been established at local level with the understanding and participation of the communities. Efforts are in place to ensure that activities continue after the project closes. For example: a) DP has been incorporated in the monthly meeting agenda of the Management Committee of the Gonokendras (rather than have it as a separate topic, dealt with in ‘isolation’ in an independent meeting). This way, there’s a higher probability that DP will continue to be addressed well beyond the implementation of the project. b) Coordination meetings at field level to mainstream and link DP with other development projects. For example, in Jamalpur DAM is implementing a community-based, development project on Water & Sanitation and another one on Livelihoods. The managers and key field staff have conducted meetings and joint field visits to share experiences and discuss ways in which DP could be mainstreamed and IEC materials used jointly. c) Operational communication strategies between stakeholders. Communities, local government and other relevant social players are communicating and coordinating activities. The communication channels are open and expected to last. d) A mid-term review of the trainings conducted under the project revealed the acceptance and appreciation of the learnings under the project. Areas where


73

gaps were identified were immediately addressed by the CBADP staff, hence strengthening the knowledge and interest in DP beyond the duration of the project. e) DAM has taken important institutional steps by i) creating a DM unit and focusing on all the strategic and programmatic work that comes with it, ii) including DRR approaches as a key area of intervention in their strategic plan for the next 10 years, and iii) taking concrete actions in mainstreaming DP across their programmatic department (through staff meetings, sharing of IEC materials, internal workshops and annual staff retreat, etc). f) DAM’s District field offices will continue to operate beyond the CBADP project, and DAM’s staff is encouraged to continue disseminating DP messages and reinforce the use of the training manuals, guidelines and IEC materials produced.

The information reported earlier remains accurate and relevant.

The sustainability of the project is reassured by the fact that the community centres are well

established forums at community level and therefore DP/DRR will continue to have a strong

presence beyond the life cycle of this operation. It is understood that follow–up activities are

needed in order to ensure and reinforce long-term sustainability of the processes and mechanisms

already achieved.

The perception at the end of the operation is that communities appreciate that DP practices are for

life. And messages were disseminated not only at individual level but also at family level (what

has to be done at household level), hence strengthening long-term commitment.

As emphasised in the final evaluation of the project, the effective engagement of GKs as local

platforms of action created new venues for the community members to take various types of

action: training, awareness raising, developing response and mitigation measures as well as

demonstration of good collective action and exchanging community experiences and learning. The

activities under the project have empowered both GKs and the local actors including UP, UDMCs,

Schools and ultimately the community people with new information, better understanding,

identifying rate and responsibilities of the actors and stakeholders in disaster preparedness and

disaster risk reduction.

Disaster preparedness strategies and local action plans were integrated in GK core programme.

That was a great achievement and it will help to sustain disaster preparedness at vulnerable

community in the long run.

Challenges:

Although Disaster Preparedness is being considered a key theme by the communities

targeted under the CBADP project, and the political will at national level to have DP as a

priority theme is there, Bangladesh has a past history of focusing on mitigation, relief and

rehabilitation rather than preparedness. There is always the risk that in years to come if no

further incentives are targeted at DP activities, communities will move towards other stages

of Disaster Management other than DP.

The ‘Relief-Development Continuum’ approach, although well established in theory, still

needs reinforcement at practical level. Confirmed. The above information remains accurate and valid. The impact of the project is positive and steps to ensure sustainability in the long run have been taken. However, there’s not yet a ‘culture of risk prevention’ in


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Bangladesh and follow-up activities to key areas under DIPECHO III should take place in the future. For example, visits to the Gonokendras should take place in order to ensure that the Management Committee and the community volunteers have updated the yearly plans and that they are workable and realistic. Confirmed. The above analysis remains accurate and valid. Future operations will propose follow-

up activities in order to maximise and consolidate the present achievements.

7.3. Continuum strategy

The continuation of Project interventions lies on its roots at the community level. All field level interventions for sensitisation and advocacy will be community-led, taking the local government institutions on board. Through the Project’s adoption of a supporting role of facilitation, capacity building and guidance, rather than direct support and leadership, the project will be driven by the communities’ search for self-improvement and self-realization, and the self-reliant pursuit of those communities for disaster preparedness services and support. The involvement of pre-existing community management and authority structures will also play a key role in the Project’s sustainability strategy by strengthening the sense of joint responsibility, ownership and accountability for Project outcomes.

The activities will be conducted through 236 [the figure 236 was a typing mistake; it

should read 241] pre-existing, community managed Centres (Gonokendra and Village

Development Committees) which were established through previous project initiatives. All of these Centres are firmly established and respected local organisations which have already demonstrated their strong commitment to improving the quality of life for vulnerable and marginalised groups within their communities. In addition, they have demonstrated their capacity to implement and monitor sound management and financial practices under the principles of continual improvement and community participation. The Centres all have legitimacy within their communities and have the potential to develop strong, productive working relationships local government officials, law enforcement personnel, civil society organisations, and other key stakeholders in the region. Continuing linkages between the Project partners, governmental authorities, community groups, and other civil society organisations in the target regions beyond the Project implementation period will be actively encouraged and supported by Concern Universal and its local implementing partner. The workshop and linkages activities will place an emphasis on consolidating and maintaining the relationships that are established during the Project and will reinforce the benefits of sharing information and lessons learned.

The platforms through which the CBADP project is being implemented – the Gonokendra/

Village Development Centres, the Schools, and the DP Units at Upazila and Union level – will

continue to exist beyond the time-span of the current operation. The partner organisation,

Dhaka Ahsania Mission, is well established in the three Districts and is currently running

projects in the sectors of Non-Formal Education and Micro-Credit. As such, it is expected

that DAM and other relevant stakeholders will continue to disseminate DP messages. Confirmed. The information above remains relevant, and it’s further complemented by the analysis in section 7.2.

Stakeholders analysis:

Under the CBADP project, a stakeholder Analysis is underway in the three Districts. The

first step was to identify relevant stakeholders in each one of the Districts. The second

step was to contact the stakeholders (a responsibility of the respective District Field


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Coordinator and Union Supervisor) and establish the extent to which they could participate

and/or cooperate in the project. The updating of this information is ongoing, and their

involvement in the different stages of the project helps continuing linkages between them

and the communities well beyond the project implementation period.

[See Annex 29 for summary of the Stakeholders Analysis] Confirmed. The Stakeholder Analysis has remained a vital tool throughout the implementation of the project. The field staff has always incorporated different stakeholders in as many activities as possible. The experience has been most rewarding, as there have been little obstacles in getting the attention/ participation of the District Commissioners, representatives of the Red Crescent, community leaders, health workers, media, etc. For example, the International Disaster Reduction Day (IDDR) was celebrated in October 2006 in the three Districts. Three workshops and rallies were organised under short notice (initially this activity was not planned), however the level of participation of the different sectors of the society (including the District Commissioners and local NGO) was above our expectations. Confirmed. The above remarks remain accurate. In addition we can emphasise that one of the key

findings while conducting the stakeholders’ analysis was that, with very few exceptions, almost no

organisation had projects on DP or run DP oriented activities; but once the local NGO and CBO

were approached by our field staff they were interested in participating and learning from the

CBADP project. IEC materials produced under the operation were distributed to local

organisations in order to facilitate the dissemination of DP/DRR messages as widely as possible.

Section 4.8 has further case studies and examples of the linkages and engagement of stakeholders

in the operation.

8. MAINSTREAMING

The issues of equality, representation and empowerment are incorporated in the overall process and interventions of the project. The project itself creates opportunities for the vulnerable and marginalised members of the community especially children, women and the disabled to participate in the various, stages of the project cycle. This is demonstrated through the high percentage of beneficiaries who are economically disadvantaged women. The participation of women is also encouraged at the management level through their active involvement in the key mechanisms like disaster management committees.

The 241 Community Centres targeted in this project are all already firmly established effective, community-managed local support mechanisms which work with vulnerable groups within their respective communities such as women, children, people with disabilities and the landless labourers. This initiative will, in effect, be mainstreaming disaster preparedness into the pre-existing realm of activity already offered by the Centres. As a result of this intervention, vulnerable and marginalised members of the targeted communities are being given a demonstration of the benefits of incorporating disaster preparedness activities into their Centres’ programming and the social and economic advantages of mitigating disaster. Participation of women and adolescent girls in all activities of the project will be ensured through the 75% beneficiary rate. The project recognises that environmental degradation frequently leads to increased negative impact of natural disasters on local populations. As such, messages of environmental sustainability shall be incorporated into training programmes at the


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community level and any small scale mitigation works associated with this project while occur under the overarching premise of “do no environmental harm”.

Mainstreaming equality, representation and empowerment:

The project is creating opportunities for the vulnerable and marginalised members of the

communities including economically disadvantaged women. A very high percentage of women

have attended the training sessions conducted in the first 6 (six) months of the project

[percentages are given under the respective activity in section 4.9.]. All sectors of the

communities, regardless of their economic or social status have been able to participate in

the activities and consultation meetings. Confirmed. The above information remains relevant. Also, the principle underlying the operation is that the staff does not determine who does or does not participate in the activities; the communities take responsibility for the project and for the selection of the participants in the activities. In this respect the role of the CBADP field staff is to ensure that everybody is given the opportunity to participate if they wish to, and sensitize the communities to the importance of having all sectors and ages in the community duly represented.

Mainstreaming Disability / Support from Handicap International:

Although the project is targeted at community members regardless of possible disabilities,

it became clear that the field staff needs training in order to mainstream disability in the

Disaster Preparedness context in a more efficient and effective way.

In light of this the INGO Handicap International (also a DIPECHO partner) was contacted

and we have requested training to our field staff with the following objectives:

- Raise awareness on disability issues in disaster preparedness for the CBADP field staff;

- Capacity building of the field staff to convey messages on disability when working with the

targeted communities under the CBADP project.

The expected results are:

1. Ensure the staff has basic knowledge of disability issues;

2. Establish the importance of disability in disaster preparedness;

3. Strengthened the capacity of the CBADP field staff to identify PWD in the targeted

communities.

The training will have the duration of 2 days. It will take place in the Narshingdi District.

The provisional dates of 15th and 16th of November have been determined.

The total cost of this initiative is estimated at €681.20.

This budget line was not initially planned and we are requesting the EC the approval to run

this training.

This activity has been discussed with our DIPECHO TA. Confirmed. The deliver of this training has been approved by the EC. Handicap International will conduct the above mentioned training to the CBADP field staff. Due to the political insecurity towards the end of 2006 and the difficulty in coordinating dates, the training had to be postponed several times. The training will take place in Narshingdi in the month of April 2007. Confirmed. Training was delivered in April 2007.

Mainstreaming Environmental Issues:

The “do no environmental harm’ policy has been respected and integrated in the CBADP

project. In the training manual and other IEC material, environmental issues are imbedded in

the messages. The preservation/ protection of the environment is inherently a cross-cutting


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issue of the project. Confirmed. The information mentioned above remains relevant.

Concern Universal’s Policy on Disaster Risk Reduction:

Besides the emphasis on DP through the CBADP project, CU has:

a) Disaster Preparedness as one of the cross-cutting issues for all CU projects (Concern

Universal’s Country Strategy 2006-2009);

b) started elaborating the policy on Disaster Risk Reduction;

c) enrolled in the Disaster Emergency Response (DER) network;

d) started elaborating a database with a stakeholder analysis in the field of Disaster Risk

Reduction. Confirmed. The information remains relevant. See also section 5.2 – Contingency for more information on Concern Universal’s comprehensive Plan of Action in DRR.

Dhaka Ahsania Mission’s Mainstreaming of Disaster Management:

Besides the emphasis on DP through the CBADP project, DAM has also:

a) introduced Disaster Preparedness and other Disaster Management related issues in their

school curricula;

b) introduced Disaster Preparedness and Disaster Management in their institutional

strategic plan;

c) started implementing other projects in the field of Disaster Management. Confirmed. In addition DAM has created a Disaster Management Unit and took important institutional steps to mainstream DP and DRR approaches in their programme – see section 5.2 and 7.2. for more information. Final Remarks:

The above information remained valid and accurate. Throughout the entire operation DP/DRR was

mainstreamed at local and national level. Capacity building at this level was also successful with

the local implementing partner – DAM - that has increased its knowledge and scope of

intervention in DP/DRR.

9. VISIBILITY PLAN AND COMMUNICATION STRATEGY

Visibility: Concern Universal will fully recognise the support of the European Commission (EC) throughout the implementation period and, as such, will ensure that the project adheres to all European Commission visibility requirements. All information and materials produced as part of this project will display an appropriate level of EC signage in the format specified by DIPECHO prior to implementation. Specific Visibility Actions: Action 1: Production and distribution of ECHO stationary at the Community Centre disaster preparation, mitigation and response training sessions (Management Committee Members): - Workpads (15 x 241 = 3615) - Pens (15 x 241 = 3615) Action Cost: €2,265.40 Action 2: Design and production of banners (approx. 4m x 1m) with the ECHO logo for each Community Centre. Banners are to be displayed at:


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1) Training of Community Centre members by Management Committees and community volunteers in disaster preparation, mitigation and response (involving 23274 members of VDCs and GKs); 2) Two general meetings and one consultation meeting held at each of the targeted Community Centres to coordinate grassroots disaster preparedness activities; 3) Public meetings on disaster preparedness, mitigation and response which include culturally relative means of information dissemination such as role play, songs and/or drama; 4) Coordination workshop at Union level. - Banners (241) Action Cost: €1,606.67

Action 3: Design and production of ECHO stationary kits for distribution at each of the District level Lessons Learned Workshops: - ECHO Satchels (3 x 100 = 300) - ECHO Workpads (3 x 100 = 300) - ECHO Pens (3 x 100 = 300) - ECHO Stickers (3 x 100 = 300) Action Cost: €1,452

Action 4: ECHO stickers will be placed on the Radio Sets which are distributed to the Community Centres: - ECHO stickers (260) Action Cost: €34.67

Action 5: Specially produced ECHO stickers with the weather radio frequency and simple but relevant disaster preparedness message for their District (in Bangla) will be distributed to members of the Community Centres: - Disaster Preparedness Stickers (241 x 100 = 24,100) Action Cost: €3,213.33

Communication: In addition to the specific visibility actions, DIPECHO’s contribution will be acknowledged publicly through organisational communication mechanisms. These public actions will include, but are not necessarily limited to:

Project-related publicity and media coverage, including in the press releases promoting for major project events such as the Lessons Learned Workshop;

Concern Universal 2006 Annual Report; and

Concern Universal website. Information on the lessons and experience of the Project, along with the contribution of DIPECHO, will be internally disseminated through the following mechanisms:

Concern Universal’s “Bulletin”. A monthly newsletter which is distributed to staff in all Country Programmes around the world;

Pre-existing disaster preparedness and mitigation linkages within the organisation; and

Concern Universal’s Intranet (scheduled for activation in 2006).

The Visibility Plan and Communication Strategy have been revised to better promote

awareness of the EC’s support of the operation. The revisions were the result of a) our own


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perceptions while implementing the project, and b) based on discussions and taking into

account recommendations from our DIPECHO TA during a monitoring visit to the CBADP

project in July 2006.

VISIBILITY and COMMUNICATION accomplished in the first six (6) months:

1) In Country / Beneficiaries and Project Staff

Workpads, pens and plastic folders all with the three logos (EC, CU and DAM).

Distributed to the beneficiaries in all training sessions, workshops and other events;

Banners used in the training and workshops;

Training Manuals and IEC materials all with the three logos (EC, CU and DAM) and

disclaimer note. Distributed to the beneficiaries in all training sessions;

EC Stickers stickers (2,000 units at BDT3.5 per unit) only with the EC logo and the

name of the project “DIPECHO – CBADP Project” have been produced and are being used at

field and office level. Also, larger stickers (500 units at BDT10 per unit) were produced

with the three logos and the name of the project;

Back-shoulder bag 40 back-shoulder bags with the three logos were produced to the

CBADP staff. All CBADP staff are identified when in the field;

Caps 40 caps with the three logos were produced to the CBADP staff. All CBADP staff

are identified when in the field;

Carry on Bags (two different types: shoulder bag, and sidekick bag) bags with the

three logos and the name of the project “DIPECHO – CBADP Project” to the beneficiaries

in the workshops;

Display panels one display panel per District with the identification of the project,

implementing partners and donor.

2) In Country / Wider Public

Press-release press-release of the launching of the project. Published in the daily

newspapers “The News Today” and “The Independent” on March 21st, 2006;

Press coverage significant press coverage at District level;

Institutional Networking and Public Presentations of the Project;

Project Manager’s Visiting Card with the identification of the donor.

3) International / Wider Public

Institutional Website information on the CBADP project available on the institutional

website: www.concern-universal.org

AAB DIPECHO Website information on the CBADP Project available on Actionaid’s

DIPECHO Website: www.aabdipecho.org;

Note: some of the visibility items are costed in the running of

the activities (for example, the banners, workpads, pens, etc).

[See Annex 30 with examples of materials produced]

[See Annexes 31 - 34 with examples of press releases and other published articles]

The information provided at the time of the Interim Report remains valid. The key items ensuring the overall visibility of the project were established in the

http://www.concern-universal.org/

http://www.aabdipecho.org/


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first six (6) months of the operation. In the past seven (7) months of the operation visibility and communication issues continued to play a significant role. At District level the press coverage remains at good level, with several articles being published regarding CBADP activities. Also, updated information on the project and case studies are available on-line (see website addresses above). In addition to the Visibility and Communication Plan previously layed out, Concern Universal has created a Disaster Risk Reduction eNewsletter. The first issue was circulated in February 2007 to all of CU’s Country Programmes, donors, fellow NGO and partners, DER network, etc. [See Annex 57 for copy of the eNewsletter] The visibility and communication was followed according to plan.

ADVOCACY and COMMUNICATION

Concern Universal’s Policy on Disaster Risk Reduction Concern Universal has started

developing a Policy on Disaster Risk Reduction, thus strengthening the institutional capacity

to continue implementing projects in the field of Disaster Management, and actively

participate in advocacy initiatives; Confirmed

Mainstreaming Disaster Preparedness Disaster Preparedness is one of the cross-

cutting issues of the Country Strategy for 2006-2009 at Concern Universal Bangladesh.

Increasingly, DP issues are being mainstreamed into the other projects of the organisation; Confirmed

Advocacy and Public Awareness through the DER group Concern Universal has

requested membership to the Disaster Emergency Response group, and we are participating

in the monthly meetings; Confirmed

Concern Universal’s Advocacy Officer, based in the West Africa Regional Head Office (in

the Gambia), has been briefed on the CBADP project and is articulating with us ways in

which we can improve our advocacy on DP. The Advocacy Officer will be visiting CU

Bangladesh in November-December 2006; Confirmed. Concern Universal’s Advocacy Officer, Katie Jefferson, visited Bangladesh in November/December 2006. Katie’s input was most valuable in discussing and drafting CU’s advocacy approach to DP/DRR. Key areas for intervention, concrete initiatives/ messages and other guidelines were recommended.

Advocacy and Public Awareness through the DIPECHO coordination group the five

INGO working in Bangladesh under DIPECHO held monthly coordination meetings [the

minutes of the meetings are shared with DIPECHO]. It’s an opportunity for the DIPECHO

partners to share their experiences, discuss challenges, and materials being used in the

respective projects. The partners are also preparing a number of initiatives on DP policy

and Advocacy at national level, starting with a joint statement on October 12th,

International Day for Disaster Reduction. Confirmed. The DIPECHO coordination group has been one of the most effective and efficient ways of getting DP messages across (especially at national level) and making our voice heard as a group, as well as valuable space to share experiences and lessons learned between us. The DIPECHO partners meet on a monthly basis to discuss common issues, to define and coordinate the Joint Advocacy Initiative and to organise joint events


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(such as the one regarding the International Day for Disaster Reduction which was observed in conjunction). [minutes of the meetings are shared with DIPECHO] [See Annex 58 for the DIPECHO Joint Advocacy Initiative Plan, Annex 59 for copy of joint materials, and Annex 60 for example of activities at national and local level]

Revised Budget for Visibility and Communication:

Factsheets for UK audience to be produced under production completed

€408.72

Waistcoats under production produced €249.77

Caps produced €45.41

Back-shoulder bags produced €127.16

Photography to be produced produced €316.76

Photo Booklet to be produced under production completed €2,838.33

Beta Production to be produced under production completed €2,333.11

Bags produced €227.07

EC stickers produced €136.24

Visiting Cards produced €13.62

Polo Shirts under production produced €317.89

Umbrella under production produced €136.24

Project Brochure under production produced €454.13

Football and Volleyball Balls for schools under production produced €649.40

Tin-plate with EC logo for Bicycles under production produced €14.19 All activities were completed as planned.

[See Annex 72 for copy of the Factsheets produced for the UK audience]

Copies of the Photo Booklet and the Beta Production have already been sent to the donor.

IEC materials and other visibility items were also sent to the donor earlier on in the project.

Total Revised Budget: €8,268.05.

10. FIELD COORDINATION AND LOCAL IMPLEMENTING PARTNERS

10.1. National and local authorities

National: Ministry of Food and Disaster Management

District: District Disaster Management Committee

Upazila: Upazila Disaster Management Committee

Union: Union Parishad: Disaster Preparedness Units

10.2. Field co-ordination fora

Project field staff will maintain regular communication with relevant government authorities at Union, Upazila and District levels, as well as other non-government agencies engaged in emergency and humanitarian work in Jalampur, Narshingdi and Barguna. Coordination workshops and seminars will be held at the community, Union, Upazila, district and national levels involving different stakeholders including beneficiaries, local


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leaders, GO/NGO Officials, donors and other relevant national and international and UN agencies.

Confirmed. More information is detailed in section 4.9 – Activities, and below. Confirmed. More information detailed in section 4.9 – Activities, and below. Confirmed Both Concern Universal and Dhaka Ahsania Mission are registered the NGO Affairs Bureau to operate in Bangladesh. This registration is valid for the full duration of this project.

Confirmed. Both Concern Universal and Dhaka Ahsania Misson are registered

with the NGO Affairs Bureau. [See Annex 35 with the project’s approval from the NGO Affairs Bureau] Confirmed. There has been no change in the status of both organisations. Confirmed. There was no change in the status of the both organisations.

Coordination with various stakeholders : Government: The key government Ministries with Disaster Management functions will be involved as part of the establishment of a disaster preparedness and response system such as the Disaster Management Bureau, Ministry of Planning, Ministry of Telecommunication, Ministry of Public Health, Ministry of Information, Ministry of Agriculture, Ministry of Defence and Ministry of Local Government. While this project may have indirect benefits at the National level, it is primarily a local level, community-based initiative. As such, government liaison and coordination will be with the Union and Upzilla Parishad level. This is the level of government which is most active and effective at a community level at the time of disaster. In addition, Dhaka Ahsania Mission, who will be directly implementing the community-level activities of this project, have extensive experience working with this the Union and Upzilla Parshad on post-disaster relief and rehabilitation. This pre-existing, constructive relationship shall help facilitate close the communication and liaison necessary for this project. NGOs: Local NGOs play on important role in emergencies and disaster management because of their understanding of local culture and system and their close connections to local communities. Local NGOs are essential partners with international NGOs and development agencies, particularly in humanitarian assistance. This is the primary reason why Concern Universal shall be implementing this project in partnership with DAM, a widely respected and experienced local NGO. CBOs: The community based organisations play very important role in assessing and delivering humanitarian assistance and in rehabilitation activities. The CBOs are linked with the project activities. DMC’s: Disaster management committee at the Union and Upazila level have been integrated into activities to ensure the meaningful implementation of the project.

Coordination with the various stakeholders is confirmed.

Field coordination with national and local authorities has been an important part of the

CBADP project and a number of activities have been taking place under the implementation


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schedule of the project and/or as part of our institutional networking activities.

In other sections of the interim report (particularly under section 4.9 Activities) steps

involving the coordination with relevant key players at all levels have been established,

namely through the stakeholder analysis developed since the initial months of the project,

and the extent to which it remains an important working tool, constantly being up-dated;

the workshops and other meetings at field level with government authorities; CBADP

training sessions and workshops have had the collaboration of and the opening speeches by

other relevant organisations, such as BRAC and the Red Crescent; the involvement of the

civil society (social workers, journalists, etc.); the process of membership in the DER

network; the DIPECHO coordination meetings; etc.

Another example of coordination at field level has been with Save the Children Australia.

They are currently implementing a program in the education and health sectors (with

financial support from Unicef). One of the Districts covered is Narshingdi. Save the

Children has met with our CBADP staff and they have invited to attend a training session

on psychosocial support to children during and after disaster. They have also provided us

with two protection/ recreation kits, and mats for the Gonokendras.

[See Annex 36 for example of field coordination with other stakeholders – Red Crescent;

see Annex 29 with the summary of the Stakeholder Analysis]

Confirmed. The information provided at the time of the Interim Report remains valid. Articulation with relevant stakeholders has been constant throughout the implementation of the project activities. As mentioned in previous sections, integrating and mobilising stakeholders from the different sectors of society has not been problematic. Once the objectives of the project are explained and the importance in the coordination is established, people are willing to actively participate in DP activities. Through the DIPECHO coordination group the articulation with a wider network of stakeholders has also been possible. See Section 4.8.2 (Impact of Result # 2) for examples on the coordination with other relevant

stakeholders. In addition to the case studies already provided, we emphasise the fact that the local

implementing partner – DAM – has also established an effective linkage and collaboration with

the Meteorological department of the Government of Bangladesh. Under this collaboration, DAM

receives regular weather updates, particularly during monsoon and cyclone seasons. In turn,

DAM is in a position to disseminate the information to local communities through their district

field offices.

10.3. Implementing partner(s)

10.3.1 Name and address of implementing partner(s)

Dhaka Ahsania Mission (DAM), House 19, Road 12 (New), Dhanmondi, Dhaka 1209, Bangladesh

10.3.2. Role of implementing partner(s) in this Operation

DAM will implement the field level activities.


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Confirmed. DAM is implementing all activities at field level Confirmed. DAM is implementing all activities at field level Confirmed. DAM implemented all activities at field level

10.3.3. Type of relationship with implementing partner(s)

Concern Universal and Dhaka Ahsania Missions have a long-standing equal partnership relationship. The two organisations have had a valid Memorandum of Understanding in place since 1994 and have collaborated on the design, logistics, management and implementation of numerous programmes across Bangladesh.

10.3.4 History of previous collaboration with implementing partner(s)

Concern Universal has been working in collaboration with DAM since 1994. Joint projects have included the implementation of sustainable non-formal education programmes, community empowerment, and anti-trafficking projects for disadvantaged Bangladeshis.

10.3.5 Name and title of the person(s) authorised to represent the implementing partner(s) with regard to this Operation

Mr Ehsan Rahman, Deputy Executive Director

10.4. Contractor(s) and procedure envisaged for the award of contracts

See Annex 71 for list of Procurement and Contracts awarded under the operation.

10.4.1. Name and address of contractor(s)

As a primarily capacity building and institutional strengthening initiative with a strong training focus, the project shall be implemented entirely by Concern Universal and its local implementing partner NGO, Dhaka Ahsania Mission. As such, we do not envisage any contracting of services. However, in the interests of transparency and openness, both the Evaluation and Audit will be conducted by firms and/or individuals who are not engaged by either Concern Universal or its local implementing partner.

Confirmed. No contracts have been celebrated under the CBADP project. The project is

being implemented entirely by Concern Universal and Dhaka Ahsania Mission. Confirmed The project is being implemented by Concern Universal and Dhaka Ahsania Mission. Supporting services from third parties were required in the following activities (a) mid-term review of the trainings: assisting DAM in designing the survey (b) publishing of the photo-booklet: support in the graphics and printing (c) production of the film: support in the shooting and editing (d) training on disability issues in Disaster Management: consultancy by the DIPECHO partner Handicap International. Procurement rules were followed.

10.4.2. Role of contractor(s) in implementing this Operation

10.4.3. Describe the procedure followed for the selection of contractor(s)

External evaluation: Evaluators will be selected through a transparent tendering process with close collaboration of DIPECHO counterpart. (Financial Limitation: €6,667)

€9,082.65 €7,519.30 € , . Actual Expenditure The recruitment process for the external evaluator will take place during the month of April 2007 and the final evaluation will start in May 2007.


85

The selection process and recruitment of the external evaluators was carried out in May

2007 as planned. The evaluation was completed within the expected four weeks. The external audit will be done by Haque Shah Alam Monsur and Co., a Bangladeshi registered Chartered Accountants Firm, 27 Bijoy Nagor, Dhaka (A partner of Md. Nurul Haque FCA and Member of the institute of Chartered Accountants of Bangladesh. (Cost:

€1,446.67) €908.27 €568.27 € , . Actual Expenditure

The selection process and recruitment of the external auditors was carried out in July 2007

as planned.

11. FINANCIAL INFORMATION

11.1. Total budget of the Operation €228,005.56

€250,538.83 €250,538.83 Actual costs incurred with the operation: € , .

Justification for the increase in the budget also explained in section 6.1.

The budget of the operation is being increase by €22,533.27 due to:

a) the extension of the project by two (2) months, resulting in the increase of the

support costs (staff salaries, office rent, etc.);

b) the introduction of new activities (directly related to the extension of the

project, as justified in section 4.4.); and

c) the addition of line items that were overlooked at the time of the proposal: the

purchase of bicycles for the Union Supervisors; games on DP for the GK/VDC and

the schools; football and volleyball balls for the school competitions; the addition of

a new staff member; tube-wells for the three Districts; training on disability to the

CBADP staff; etc..

All additions are explained in detail in the respective sections of the interim report,

and have been included in the interim financial report.

The underspent money from the exchange rate does not cover the extension of the

project or the additions in its entirety.

The budget breakdown includes all the revisions of the budget.

The revision of the budget was discussed with the DIPECHO TA.

The total budget of the operation remains unchanged. The total budget for heading 1 (goods and services delivered to the beneficiaries) and heading 2 (support costs) is also expected to remain unchanged until the end of the operation.

However there are revisions within the headings regarding the following points:


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a) increase the budget line allocated to the Project Manager and the Project Coordinator For reporting purposes only, permission is requested to maintain two (2) essential staff (the Project Manager and the Project Coordinator) allocated to the project for one (1) additional month only (June 2007). Both staff are allocated 100% to the current DIPECHO operation and they are essential in the final stages of closing and reporting on the operation;

b) increase the budget line allocated to the NCM and the Regional Meeting The budget currently allocated for these two (2) activities does not cover the actual expenses, as explained in detail in section 4.9, under activity 4.3.

c) increase in other budget lines that were under-estimated at the time of the Interim Report modifications were introduced in the budget line items regarding the costs with the Country Director and with the training on disability to the field staff (see section 8 – Mainstreaming for more details on this activity).

Identified underspent money from other budget lines (under the same heading) cover for the proposed modifications. These modifications do not compromise in any way the implementation of the activities or the quality of the project.

All modifications have been incorporated in the Pre-Final Financial Report.

The modifications were discussed with the DIPECHO TA.

11.2. Contribution requested from European Community: €193,804.73

€212,958.01 €212,958.01

€2 , . Actual Contribution

Based on the increase of the budget of the operation, the contribution from the

European Community is also requested to increase.

Percentage of the total amount: 85%

Confirmed. The percentage of the contribution is not to be changed and it

will remain that of 85%.

Confirmed. The percentage of the contribution remains at 85%.

11.3. Co-financing:

11.3.1. Indicate your own contribution: EUR […]

11.3.2. Contributions by other donors: €34,200.83

€37,580.82

€37,580.82

€ , .


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Name: Development Cooperation Ireland. DCI is a major supporter of Concern Universal’s work. A positive decision by DCI on a proposal that shall be submitted to them in the coming weeks for this co-financing element is anticipated.

Co-financing of the operation from Irish Aid.

11.4. Pre-financing requested from European Community: €96,902.36

Percentage of the total EC contribution: 50%

A total of €96,902.36 has been pre-financed by the EC.

Six (6) months into the project, over 70% of the first payment has been

spent (the total expenditure of the project exceeds €70,015.92 – See

financial interim report).

Concern Universal is now requesting the payment of the 2nd instalment

representing 30% of the revised EC contribution (the 2nd payment is of

€63,887.40).

11.5. Eligibility of expenditures, date:

(4.3.) Start date of the Operation:

1 March 2006

11.5.1. If the Operation has already started explain the reason that justifies that situation:

Primary emergency Operation

Emergency Operation

Other

Please elaborate:

11.5.2. If the eligibility date of expenditure precedes the start date of the Operation, please justify this request.

Not applicable

12. ADMINISTRATIVE INFORMATION

12.1. Humanitarian Organisation’s official name, address, phone/fax n°

Concern Universal 21 King Street Hereford HR4 9BX United Kingdom Phone: +44-(0)1432-355111; Fax: +44-(0)1432-355086

12.2. ECHO FPA number (if applicable)

86

12.3. Name and title of legal representative

Dr Ian Williams, Executive Director

12.4. Name, telephone, fax and e-mail of desk officer at HQ

Mr Matthew Lake, Phone: +44-(0)1432-355111; Fax: +44-(0)1432-355086; [email protected]


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12.5. Name, telephone, fax and e-mail of the representative in the country of Operation

Mr. Stephane Bonduelle, Phone: +880-(0)2-885-5296; [email protected]

12.6. Bank account

Name of bank: Standard Chartered Bank

Address of branch: Corporate Branch, St Clements House, 27-28 Clements Lane,

London, EC4N 7AP

Precise denomination of the account holder: Concern Universal

Full account number (including bank codes): 56 02 7023251 96

IBAN account code, (or BIC country code if the IBAN code does not apply): SWIFT BIC: SCBLGB2L Sort Code: 60-91-04

13. CONCLUSIONS AND PARTNER'S COMMENTS

The CBADP project is being implemented on time and according to the workplan.

There have been no deviations or significant delays in the first six (6) months of the

implementation of the project. The CBADP staff are in place, and all planned

activities have been implemented in accordance to the workplan in the three

Districts covered by the operation.

The target 241 Community Centres are participating in the proposed activities, and

they are operating as pro-active agents in disaster preparedness. The Gonokendra/

Village Development Centres are proving to be a highly effective platform to

mobilise the communities and to strengthen their capacity to mobilize resources, and

work towards a ‘culture of risk reduction’.

The activities under the CBADP project are interlinked. The communities are

participating actively in the implementation of the project and taking the lead in the

inputs and outcomes, and, therefore, the operation has not been disrupted or

compromised. Qualitative and quantitative documentation attesting the impact of

the project is provided in the annexes.

The duration of the operation was initially planned for thirteen (13) months. Due to

Concern Universal’s inexperience in implementing DIPECHO projects, it was believed

that this time-span would be sufficient to achieve the necessary results. However, in

order for the operation to have the necessary impact and sustainability at grass

root level, and to strengthen linkages that would benefit from stronger

consolidation, more time would add significant value to the project’s lasting impact.

Concern Universal kindly requests the extension of the project by another two (2)

months. This will increase the total duration of the operation to 15 months.

The request for a two (2) month extension is not to have more time to implement

planned activities, but to incorporate new ones, and to ensure the impact and


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sustainability of the project in the long-run [see more details on the justification

for the extension of the operation in section 4.4.].

For the extension of the project to take place an increase in the budget is

necessary. Concern Universal kindly requests the European Commission an increase in

the budget, as the operation has no underspent money from planned activities. The

revised budget includes the costs of the new activities to be implemented, and the

inclusion of line items that were overlooked in the initial budget; the support costs

were also updated by another two (2) months of project implementation. The revised

total cost of the operation is of €250,538.83 (it represents an additional

€22,533.27). The revised contribution of the European Commission is of

€212,958.01. The percentage of the contribution remains at 85% of the total costs

of the operation [see detailed explanation in sections 6. and 11. of the report].

A total of €96,902.36 has been pre-financed by the EC. Six (6) months into the

project, over 70% of the first payment has been spent (the total expenditure of the

project exceeds €70,015.92). Concern Universal is now requesting the payment of

the 2nd instalment representing 30% of the revised EC contribution (the 2nd payment

is of €63,887.40).

All revisions were discussed with our DIPECHO TA.

The CBADP project is being implemented on time and according to the workplan. There have been no deviations or delays in the last seven months of the implementation that compromise the objectives or results of the operation. Also, there have been no drop-outs in the targeted community centres (241), Union Parishad (26) and schools (52). The analysis provided at the time of the Interim Report regarding the positive effects of the operation remains valid. Concern Universal has identified underspent and overestimated money from other budget lines and allocated it to the budget lines regarding the NCM event and the Regional Meeting in Nepal, according to the exchange of correspondence with the DIPECHO TA. The same procedure applies regarding the revision in the budget line allocated to the country director and to the training on disability to the field staff of the project. No additional funds are requested to the EC. Concern Universal kindly requests the permission for two essential staff members to continue assigned full-time to DIPECHO-CBADP Project for the month of June 2007. For reporting purposes (Final Report), Concern Universal requests permission for the Project Manager and the Project Coordinator to have their salaries covered for an additional month only – June 2007. In the case of the Project Manager (expatriate position) the legibility for the expenditure should also


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include the respective rent and per diem. No additional funds are requested to the EC; underspent funds will be allocated from other budget lines. The operation is expected to terminate on time - May 31st 2007. No change is requested regarding the total budget of the operation. The total budget for heading 1 and heading 2 is also expected to remain unchanged until the end of the operation.

All revisions were discussed with our DIPECHO TA.

The operation was implemented on time and according to workplan

There were no significant deviations or delays in the implementation of the activities, and the

objectives and expected results were met.

The operation met the quality requirements of relevance, effectiveness, efficiency and impact The objectives and expected results of the operation were successfully achieved. The community

based approaches to DP is a model that proved to be highly effective and innovative, and it should

be replicated in future operations.

In Bangladesh there’s still a lot of work to do to ensure a culture of prevention towards natural

disasters at grassroot level, but the communities are motivated and willing to play their active role

in DP/DRR. ‘Bottom-Up” interventions such as the CBADP project should continue to be

encouraged.

Capacity building of the implementing partner organisation

Throughout the operation, capacity building was increased at field level. Significant

accomplishments were also achieved regarding the capacity building of the implementing partner

Dhaka Ahsania Mission.

Concern Universal kindly requests the EC for the final payment

All required documents from the CBADP operation have been submitted to the EC.

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CU-CBADP Final Report

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