Bangladesh: Third Urban Governance and Infrastructure Improvement (Sector) Project

Transport / Urban roads and traffic management

Water and other urban infrastructure and services / Other urban services - Urban flood protection - Urban policy, institutional and capacity development - Urban sanitation - Urban slum development - Urban solid waste management - Urban water supply

The project will strengthen urban governance and improve urban infrastructure and service delivery in 56 pourashavas (municipalities) in Bangladesh. Building upon the successful

implementation of earlier phases, the project will provide investment funds to pourashavas based on their governance performance. The project will develop towns with high growth

potential in an integrated and holistic way both in terms of governance and infrastructure with an aim at making them model towns of the country. In addition to the focused interventions to these towns, the project will roll out application of governance performance criteria linked with fund allocation to all selected pourashavas. Loan closing date of Loan 3142 and Loan 8285 has been extended for one from 31 December 2020 to 31 December 2021 while loan 3550 and loan 3551 have been extended from 31 December 2021 to 31 December 2022. This extension was required due to COVID-19 pandemic, implementation of most of the contract packages has been delayed. In addition, land acquisition and environmental clearance processes, and replacement of consultants have affected the progress.

Urbanization. Rapid urbanization is widening the deficit in infrastructure and services. Although the urban poverty was reduced to 21.3% in 2010, many of the urban poor live in substandard housing conditions and poor infrastructure often in disaster-prone areas.

Urban governance. Pourashavas were characterized by inadequate governance and lack of community participation in the planning, implementation, and management of projects

and programs. There were limited incentives to improve governance in such areas as accountability and transparency, promotion of gender equity, poverty reduction, and financial

management and sustainability. However, with the introduction of a performance-based fund allocation strategy through the urban governance improvement action program (UGIAP) in the Urban Governance and Infrastructure Improvement (Sector) Project (UGIIP) funded by ADB, pourashavas supported under the UGIIP significantly improved their governance.

Urban infrastructure. Pourashavas are struggling to provide their citizens with key services including drinking water supply and sanitation, roads, solid waste management,

drainage systems, and other municipal services such as kitchen markets, street lights, and bus terminals. Although improvements are being made through earlier projects, including the UGIIP, most pourashavas still need significant investment support to improve their service delivery.

Model towns development. The government thus prioritizes (i) improving city governance, (ii) promoting balanced development of urban centers, and (iii) urban resource mobilization in its Sixth Five Year Plan (2011-2015). In line with this policy direction, the project will support 30 pourashavas selected on the basis of (i) population, (ii) population growth between 2001 and 2011, (iii) municipal own-source revenue target, and (iv) population density, with a priority on district headquarter towns (DHTs).

The project is fully consistent with ADB's urban operational plan and Bangladesh's country partnership strategy (CPS). The project will address inclusiveness, environmental sustainability, and competitiveness, the three pillars of the urban operational plan. Urban sector is one of the six priority sectors in the CPS, and the project will also address key thematic drivers of the CPS including good governance and capacity development, and gender equity.

1. Municipal infrastructure improved and made gender and climate responsive

2. Improved capacity of pourashavas in urban service delivery, planning, and financial management

3. Project management and administration system in place

1. To achieve gender and climate responsive municipal infrastructure improved, about 1,529 kilometers (km) of roads and 554 km of drains have been already improved or rehabilitated. About 363 km pipelines are installed, and 58,067 individual water supply meters are installed. To improve the basic needs in slum area, slum improvement sub-projects works are ongoing in 35 PSs. Field assessment of Solid Waste Management (SWM) and Fecal Sludge Management (FSM) sub-projects completed in 28 PSs. Construction works of 4 sub-projects have been completed and remaining are ongoing in full swing. Total waste management capacity is 250 tons/day. Climate issues considered in designing in 100% subprojects and incorporated as per need.

2. Town level coordination committee (TLCCs) and Ward level coordination committee (WLCC) were formed in all project towns (36 pourashavas) by 2017 with targets of women participation achieved at 34.38%, and 40.13%, respectively. Urban master plans developed through gender-inclusive processes in 16 towns which are in process of gazetting. Women and Children Affairs Committee (WCA) and Poverty Reduction and Slum Improvement (PRSI) standing committees are operational in all project towns and 40% women representation was ensured in each committee. Pourashava Development Plan (PDP), Gender Action Plan (GAP), and Poverty Reduction Action Plan (PRAP) approved for all project towns. Annual operation and maintenance plan has been approved and own budget has been allocated for implementation in all project towns. Computerized tax records and billing systems have been made functional in all the project town towns. 20 Pourashavas under Window B were selected for funding for subproject implementation. The works have been completed in all window B pourashavas.

3. PMU and PIUs were established with core staff appointed in early stage of project. Quarterly progress reports and audit reports met ADB requirements have been submitted since Q4/2014. Project is being implemented on time and within the budget. All relevant staff are oriented on gender and trained on collection and monitoring of sex-disaggregated data.