XM-DAC-46004-35242-013-LN2188Asian Development BankThe objectives are to: (i) improve the governance of the gas sector through its restructuring and increased private sector participation by developing an enabling regulatory framework; (ii) ensure the long-term financial viability of the sector by reducing technical and non-technical system losses and improving management of sector entities; and (iii) increase the pace of economic development in less-developed regions of the country by expanding the sustainable use and supply of natural gas. The Project will also improve air quality, reduce deforestation, and lessen respiratory diseases.Asian Development BankBangladesh Gas Fields Company Ltd.Bangladesh Oil, Gas & Minerals Corp (Petrobangla)Gas Transmission Company Ltd.Pashchimanchal Gas Company Ltd.Sylhet Gas Fields LimitedAsian Development BankAsian Development BankNazmun Naharhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=35242-013 (Closed)&officer= nnahar@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshKhulna District22.5 89.33333Bheramara23.9649 88.86369Pabna District24.00633 89.33533Sirajganj District24.33333 89.61667Rajshahi District25 89Ashuganj24.04016 91.0117Bara Manohardi23.78736 90.61739Chhota Manohardi23.78097 90.61069Dhanua24.2661 90.38777Elenga24.33682 89.91274Hatikumrul24.43237 89.55171Kushtia District23.83333 88.91667Ullapara24.31277 89.57011Kamarkhanda24.38 89.65Natore S.24.45 88.98Lalpur24.19 88.95Tarash24.45 89.36Jessore District23.08333 89.16667Inclusive economic growth225000000Asian Development BankBangladesh Gas Fields Company Ltd.156205042.40Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.7337826.00Asian Development BankBangladesh Gas Fields Company Ltd.2297319.72Asian Development BankBangladesh Gas Fields Company Ltd.2370228.80Asian Development BankBangladesh Gas Fields Company Ltd.58534.30Asian Development BankBangladesh Gas Fields Company Ltd.886612.19Asian Development BankBangladesh Gas Fields Company Ltd.492227.46Asian Development BankBangladesh Gas Fields Company Ltd.725199.76Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1354314.65Asian Development BankBangladesh Gas Fields Company Ltd.27738.42Asian Development BankBangladesh Gas Fields Company Ltd.1059547.40Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.4715737.79Asian Development BankBangladesh Gas Fields Company Ltd.477738.08Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.31441.90Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.14440381.82Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.3190336.58Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.3571648.76Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.3811701.35Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.4026974.61Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.4271164.10Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.4524634.96Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.4976493.18Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.5235751.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.5493851.31Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.5770387.51Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.6065359.36Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.6360331.22Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.6673738.89Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.7005582.25Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.7355861.41Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.7724576.26Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.8111726.86Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.8517313.14Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.8941335.28Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.9402228.84Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.9863122.40Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.10360887.47Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.10877088.27Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.11467032.07Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.9824474.17Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.547463.54Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.685836.88Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.679004.93Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.725199.76Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.813899.25Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1059547.40Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1323134.08Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1387594.16Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1291177.99Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1905967.81Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1914608.13Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1814543.39Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1363638.68Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.909532.49Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.404986.07Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.353637.88Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.297271.79Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.773923.80Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1569498.84Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1600305.95Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1352655.96Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1049879.59Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.609922.25Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.313182.43Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.255.19Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.PerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Improved and expanded gas transmission and distribution network system in project areas Indicator: (i) Construction of about 353 kms of new transmission line- Ashuganj - Jamuna Bridge east bank gas transmission pipelines -Hatikumrul-Ishwardi-Bheramara; -Bonpara-Rajshahi -Bheramara-Khulna Progress/Status: Completed Data Source: Project reports from the executing and implementing agencies and review missions Actual value: Output: 1. Improved and expanded gas transmission and distribution network system in project areas Indicator: (ii) installation of 4 natural gas turbine compressor stations and ancillary facilities at Ashuganj (South and West), Muchai and Elenga; Progress/Status: Completed Actual value: Output: 1. Improved and expanded gas transmission and distribution network system in project areas Indicator: (iii) construction of new gas distribution network in Rajshahi area (280 km) and its adjoining areas Progress/Status: Completed Actual value: Output: 2.Field appraisal of gas fields to update estimated gas reserves and determine exact location for future drilling activities. Indicator: Five three-dimensional seismic survey report from Kailastila, Rashidpur, Sylhet in the northeast region owned by SGFL and Titas and Bakhrabad in the east region owned by BGFCL Progress/Status: Completed Data Source: Project reports from the executing agencies Actual value: Output: 3.Enhanced financial performance, governance and efficiency indicators of the gas sector utilities through capacity building and implementation of the GSRR to attract private sector investments Indicator: Formulation and implementation of gas sector reform road map (GSRR), reduce system losses to 6% in 2005, 4% by 2007, and 2% by 2010. Progress/Status: Govt is committed to implement GSRR to reduce the System Loss. Data Source: Annual reports of gas sector entities Actual value: Output: 3.Enhanced financial performance, governance and efficiency indicators of the gas sector utilities through capacity building and implementation of the GSRR to attract private sector investments Indicator: Efficient operation and management of gas entities. Debt service coverage ratio of 1.2 from 2007 and self service ratio of 30% from 2008. Progress/Status: Debt service coverage ratio was 7.24 as of 30 June 2015. Data Source: MPEMR reports of private sector participation in the gas sector. Actual value: Output: 3.Enhanced financial performance, governance and efficiency indicators of the gas sector utilities through capacity building and implementation of the GSRR to attract private sector investments Indicator: Introduction of policies and regulations to streamline processes and attract private sector investment Progress/Status: Govt. introduced policies and regulations to streamline processes and attract private sector investment. Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2012 Target value: YOutput: 4.Improved ambient and indoor air quality through provision of cleaner fuel. Indicator: Improved air quality. Baseline to be determined during project implementation. Progress/Status: Air quality improved over the years. Data Source: Ministry of Health statistics on respiratory health in project areas Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2014 Target value: YEnhanced use of natural gas by consumers, industry, and commercial users.Increased use of gas from 1,400million cubic feet per day (MMCFD) to additional 360 MMCFD at peak gas demand Progress/Status: Completed and target achieved. Data Source: Ministry of Power, Energy, and Mineral Resources (MPEMR) data and statistics Actual value: Increased percentage of population using gas as primary fuel from 6% to 10% Progress/Status: Completed. Data Source: System operations report from gas entities Actual value: XM-DAC-46004-35242-013-LN2189Asian Development BankThe objectives are to: (i) improve the governance of the gas sector through its restructuring and increased private sector participation by developing an enabling regulatory framework; (ii) ensure the long-term financial viability of the sector by reducing technical and non-technical system losses and improving management of sector entities; and (iii) increase the pace of economic development in less-developed regions of the country by expanding the sustainable use and supply of natural gas. The Project will also improve air quality, reduce deforestation, and lessen respiratory diseases.Asian Development BankBangladesh Gas Fields Company Ltd.Bangladesh Oil, Gas & Minerals Corp (Petrobangla)Gas Transmission Company Ltd.Pashchimanchal Gas Company Ltd.Sylhet Gas Fields LimitedAsian Development BankAsian Development BankNazmun Naharhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=35242-013 (Closed)&officer= nnahar@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshKhulna District22.5 89.33333Bheramara23.9649 88.86369Pabna District24.00633 89.33533Sirajganj District24.33333 89.61667Rajshahi District25 89Ashuganj24.04016 91.0117Bara Manohardi23.78736 90.61739Chhota Manohardi23.78097 90.61069Dhanua24.2661 90.38777Elenga24.33682 89.91274Hatikumrul24.43237 89.55171Kushtia District23.83333 88.91667Ullapara24.31277 89.57011Kamarkhanda24.38 89.65Natore S.24.45 88.98Lalpur24.19 88.95Tarash24.45 89.36Jessore District23.08333 89.16667Inclusive economic growth5000000Asian Development BankBangladesh Gas Fields Company Ltd.2457797.50Asian Development BankBangladesh Gas Fields Company Ltd.51109.63Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.49518.52Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.46021.90Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.46757.25Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.46756.93Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.46380.63Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.45028.71Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.46652.41Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.48138.73Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.46164.93Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.46029.18Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.45362.83Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.44661.70Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.46887.01Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.47066.17Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.46818.28Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.42559.14Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.44726.05Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.43541.41Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.43924.97Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.44606.59Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.44253.53Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.45333.64Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.45010.45Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.64393.84Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.12362.09Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.19162.14Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.15251.84Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.14313.96Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.15697.15Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.15120.84Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.14338.09Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.14488.91Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.13989.83Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.13596.84Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.13345.11Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.12926.78Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.12655.08Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.11122.07Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.13087.37Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.10952.77Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.10481.40Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.7992.95Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.10624.40Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.8293.26Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.8574.94Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.7781.67Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.9695.16Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.9069.73Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.PerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Improved and expanded gas transmission and distribution network system in project areas Indicator: (i) Construction of about 353 kms of new transmission line- Ashuganj - Jamuna Bridge east bank gas transmission pipelines -Hatikumrul-Ishwardi-Bheramara; -Bonpara-Rajshahi -Bheramara-Khulna Progress/Status: Completed Data Source: Project reports from the executing and implementing agencies and review missions Actual value: Output: 1. Improved and expanded gas transmission and distribution network system in project areas Indicator: (ii) installation of 4 natural gas turbine compressor stations and ancillary facilities at Ashuganj (South and West), Muchai and Elenga; Progress/Status: Completed Actual value: Output: 1. Improved and expanded gas transmission and distribution network system in project areas Indicator: (iii) construction of new gas distribution network in Rajshahi area (280 km) and its adjoining areas Progress/Status: Completed Actual value: Output: 2.Field appraisal of gas fields to update estimated gas reserves and determine exact location for future drilling activities. Indicator: Five three-dimensional seismic survey report from Kailastila, Rashidpur, Sylhet in the northeast region owned by SGFL and Titas and Bakhrabad in the east region owned by BGFCL Progress/Status: Completed Data Source: Project reports from the executing agencies Actual value: Output: 3.Enhanced financial performance, governance and efficiency indicators of the gas sector utilities through capacity building and implementation of the GSRR to attract private sector investments Indicator: Formulation and implementation of gas sector reform road map (GSRR), reduce system losses to 6% in 2005, 4% by 2007, and 2% by 2010. Progress/Status: Govt is committed to implement GSRR to reduce the System Loss. Data Source: Annual reports of gas sector entities Actual value: Output: 3.Enhanced financial performance, governance and efficiency indicators of the gas sector utilities through capacity building and implementation of the GSRR to attract private sector investments Indicator: Efficient operation and management of gas entities. Debt service coverage ratio of 1.2 from 2007 and self service ratio of 30% from 2008. Progress/Status: Debt service coverage ratio was 7.24 as of 30 June 2015. Data Source: MPEMR reports of private sector participation in the gas sector. Actual value: Output: 3.Enhanced financial performance, governance and efficiency indicators of the gas sector utilities through capacity building and implementation of the GSRR to attract private sector investments Indicator: Introduction of policies and regulations to streamline processes and attract private sector investment Progress/Status: Govt. introduced policies and regulations to streamline processes and attract private sector investment. Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2012 Target value: YOutput: 4.Improved ambient and indoor air quality through provision of cleaner fuel. Indicator: Improved air quality. Baseline to be determined during project implementation. Progress/Status: Air quality improved over the years. Data Source: Ministry of Health statistics on respiratory health in project areas Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2014 Target value: YEnhanced use of natural gas by consumers, industry, and commercial users.Increased use of gas from 1,400million cubic feet per day (MMCFD) to additional 360 MMCFD at peak gas demand Progress/Status: Completed and target achieved. Data Source: Ministry of Power, Energy, and Mineral Resources (MPEMR) data and statistics Actual value: Increased percentage of population using gas as primary fuel from 6% to 10% Progress/Status: Completed. Data Source: System operations report from gas entities Actual value: XM-DAC-46004-33224-013-LN2190Asian Development BankThe Project is aimed at reducing poverty in Bangladesh through agribusiness growth that generates income and employment in rural areas. The outcome of the Project will be expanded activities of rural enterprises engaged in commercial agriculture production, input supply, marketing, processing, and transportation. These will generate employment in rural and peri-urban areas, increase the value added of nontraditional crops and commodities, and increase rural incomes. Specifically, the Project will target small-scale agribusinesses that do not have the wherewithal to mobilize the financing they require to expand, or the capacity to open up new downstream markets. This will be undertaken with the assistance of NGOs experienced in providing credit and support to rural enterprises at the grassroots level. The rural poor will be the ultimate beneficiaries of all of these actions through enhanced employment opportunities, income generation, and agricultural production. The Project outputs include (i) establishment, expansion, and successful operation of agribusinesses by small-scale entrepreneurs; (ii) strengthened capacity of participating NGOs and wholesale banks in agribusiness lending; (iii) strengthened capacity of agribusiness associations in policy dialogue and agribusiness information and technology dissemination; and (iv) improved policy environment enabling private sector participation. Asian Development BankMinistry of AgricultureAsian Development BankAsian Development BankMd. Shahidul Alamhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=33224-013 (Closed)&officer= msalam@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90Governance and capacity developmentKnowledge solutionsInclusive economic growthPrivate sector developmentEffective gender mainstreaming (EGM)42500000Asian Development BankMinistry of Agriculture39062366.58Asian Development BankMinistry of Agriculture814183.91Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture788837.44Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture733135.66Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture744850.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture744844.74Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture738850.35Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture717314.02Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture743179.77Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture766857.05Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture735414.17Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture733251.59Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture722636.58Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture711467.44Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture746916.97Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture749770.94Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture745822.06Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture677973.37Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture712492.54Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture693621.12Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture699731.30Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture710589.49Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture704965.32Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture722171.60Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture717023.11Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture1862749.37Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture196929.73Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture305256.72Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture242965.34Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture228024.85Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture250058.96Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture240878.35Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture228408.72Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture230812.01Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture222861.05Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture216600.56Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture212590.89Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture205926.47Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture201598.22Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture177177.41Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture208484.91Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture174480.24Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture166970.84Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture127330.16Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture169249.02Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture132113.74Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture136601.32Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture123964.29Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture154445.92Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture144483.62Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of Agriculture0.00Asian Development BankMinistry of AgriculturePerformanceFiduciaryOutput/s as listed by the project staff.Output: Indicator Indicator: The number of small rural entrepreneurs borrowing and receiving technical support from NGOs increases by about 28,000 during the project period. Progress/Status: Complied with. Data Source: NGO Records Actual value: Output: Indicator Indicator: On-farm and off-farm employment opportunities increase directly by at least 350,000 person-years over 5 years. Progress/Status: Employment opportunities for 5.51 person-years generated. Data Source: Financial statements Actual value: Output: Indicator Indicator: Each beneficiary enterprise receives subloans of $500-$5,000 Progress/Status: Complied with. Data Source: NGO loan classification data Actual value: Output: Indicator Indicator: 30% of the beneficiary entrepreneurs are women Progress/Status: 36% are women Data Source: Monitoring by PIU Actual value: Output: Indicator Indicator: PIU and participating NGOs provide continual technical and mrketing support to subborrowers Progress/Status: Will continue. Data Source: Periodic project review Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: Subsector survey conducted in the first 4 years to identify agribusiness opportunities Progress/Status: Two surveys conducted. Data Source: Project progress reports Actual value: Output: Indicator Indicator: Over 5 years, about 200 borrower training courses and 60 women entrepreneur trining courses offered, field trip offered to 2000 agribusines entrepreneurs Progress/Status: Completed. Data Source: Project completion report Actual value: Output: Indicator Indicator: 18 new producer and marketing associations formed, and 18 value chain link promotion contracts formed Progress/Status: Total 8 associations formed. Data Source: Project completion report Actual value: Output: Indicator Indicator: 90% of agribusiness ventures still opeerating by project completion review Progress/Status: Not yet due. Data Source: Project completion report Actual value: Output: Indicator Indicator: Subborrowers earning profits; classified loans are less than 5% Progress/Status: Subborrowers are earning profit that was visible during ADB missions and there is no classified subloan. Data Source: Project progress reports and project completion report Actual value: Output: Indicator Indicator: The project credit line ($36 million equivalent) fully disbursed with classified loans to nGOs less than 5% at project completion Progress/Status: Around $32.0 million disbursed. Data Source: Project progress reports and project completion report Actual value: Output: Indicator Indicator: Lending by NGOs to agribusinesses expands by at least 2.5 times over 5 years. Progress/Status: A revolving fund has been established. The wholesale banks and NGOs will continue disbursing credit after closing of the Project. The project was physically completed on 31 December 2011. Data Source: Project progress reports and project completion report Actual value: Output: Indicator Indicator: About 30 NGO staff training courses, 20 NGO liaison workshops, and 5 training courses on the monitoring and reporting system offered over 5 years Progress/Status: Completed. Data Source: Project progress reports and project completion report Actual value: Output: Indicator Indicator: About 19 training courses on agribusiness, entrepreneurship and NGO orientation, and NGO loan appraisal and management offered to wholesale bank staff over 5 years. Progress/Status: Training completed. Data Source: Project progress reports and project completion report Actual value: Output: Indicator Indicator: NGO staff trained on tapping women's potential and addressing gendr-based needs Progress/Status: Complied. Data Source: Project progress reports and project completion report Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: With all information disaggregated by gender, monitoring and reporting systems installed in each participating NGO by year 1 Progress/Status: Complied with. Data Source: Project progress reports and project completion report Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: NGO lending to agribusiness grows annually at 20% and share of total portfolio increases 50% to become 6% of total loan portfolio by December 2011. Progress/Status: Partly complied. Data Source: Project progress reports and project completion report Actual value: Output: Indicator Indicator: NGOs sustainably implementing agribusiness programs and attracting commercial financing after project completion. Progress/Status: Revolving credit fund established with NGOs and PFIs that will be monitored by Bangladesh Bank Data Source: Project progress reports and project completion report Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: About 40 agribusiness association strengthening proposals financed. Progress/Status: MOU signed with 8 associations. associations Data Source: Project progress reports and project completion report Actual value: Output: Indicator Indicator: Membership of associations (including women chambers and associations) expands; regular meetings are held and officers are elected by open membership vote. Progress/Status: Recently 8 associations formed. First body formed by selection procedure. Data Source: Project progress reports and project completion report Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: About 30 workshops and seminars held. Progress/Status: Total 20 workshops held. Data Source: Project progress reports and project completion report Actual value: Output: Indicator Indicator: About 8 semiannual agribusiness promotion fairs held at throughout the country. Progress/Status: Total 4 fairs held. Data Source: Project progress reports and project completion report Actual value: Output: Indicator Indicator: About 460 paraprofessionals trained in agribusiness promotion. Progress/Status: MOU signed with 3 service providers associations and training provided to 60 paraprofessionals in three batches. Dute to lack of expert consultancy services and procedural complexity like inadequate provision in RDPP. Data Source: Project progress reports and project completion report Actual value: Output: Indicator Indicator: All campaign messages are gender friendly. Progress/Status: Complied with. Data Source: Project progress reports and project completion report Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: Regulatory and marketing studies successfully completed with participation of NGOs, wholesale banks, and private sector representatives by 2007. Progress/Status: Two surveys completed. Data Source: projecti implementation monitoring through progress reports, semiannual and annual reports of the PIU Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: Specific actions taken to rectify distortionary regulations by project completion Progress/Status: Reform measures are underway by MOA and DAM. Data Source: ADB review missions Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: Improved market governance system in place by project completion. Progress/Status: Measure like market monitoring and commodity prices are being posted in the web on a daily basis. Data Source: Training courses completion reports Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: Women participating in the consultation and workshops. Progress/Status: Women participates in the workshops. Data Source: Project progress report Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: YMinistry of Agriculture and other line agency staff made familiar with characteristics of agribusiness activities and their potential role in stimulating and supporting agribusiness. Progress/Status: Ministry of Agriculture and Department of Agricultural Marketing are familiar and more updated about agribusiness through awareness and training/ workshops/seminars Data Source: Project completion report Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2012 Target value: YExpanded activities of rural enterprises engaged in commercial agriculture production, input supply, marketing, processing, and transportation [Taken from the Design & Monitoring Framework.]1. Investment in agribusiness activities by participating entrepreneurs more than doubles by project completion review. Progress/Status: Tk2,729.89 million credit disbursed. Detail will be available during PCR mission Data Source: NGO Records Actual value: 2. Sales of agribusinesses increase by 30% by project completion review. Progress/Status: Will be assessed during PCR. Data Source: Investment purchasing and production figures of downstream agro-industries Actual value: 3. Number of women agribusiness entrepreneurs increases by 50% by project completion review. Progress/Status: Out of 33,432 agribusiness beneficiaries, 36% are women. Data Source: Project benefit monitoring surveys Actual value: 4. Number of employees in agribusinesses increases by about 30% by project completion review. Progress/Status: 5.51 person-years employment opportunities created. Data Source: Project progress report Actual value: 5. The value added per unit of commodities increases by about 20-30% by project completion review. Progress/Status: Various measures like quality awareness among entreprenuers, engaging paraprofessionals for iestablishing linkages with the processors/wholesellers, input suppliers were taken. Detail will be assessed during PCR. Data Source: Project completion review Actual value: 6. Post-harvest losses drop by 20-30% of value of product production by project completion review. Progress/Status: Undertook various training programs for beneficiaires to reduce post-harvest losses. Detail will be assessed during PCR. Data Source: Project completion review Actual value: XM-DAC-46004-34418-013-LN2200Asian Development BankAs overall goal, the Project will enhance economic growth and reduce poverty in the concerned FCD/I areas, while providing a model for rejuvenating the poorly performing FCD/I systems that will be replicated throughout the country. The Project objective is to enhance and sustain the productivity of the selected existing FCD/I systems suffering from low performance and high incidence of poverty, with its scope comprising (i) preparing participatory integrated water management plans (IWMPs) ($0.9 million); (ii) establishing productive and sustainable water management systems through IWMP implementation comprising (a) WMA formation and strengthening with participatory preparation of program implementation plans ($1.5 million), (b) water management infrastructure ($25.3 million), (c) support services for developing agriculture, fishery, and livelihood enhancement of the poor ($3.7 million), and (d) support for establishing sustainable O&M mechanisms ($3.3 million); and (iii) strengthening institutions (including policy and institutional framework and organizational capacities) for effective provision of services to achieve this ends and project management ($7.9 million).Asian Development BankBangladesh Water Development BoardAsian Development BankAsian Development BankPushkar Srivastavahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=34418-013 (Active)&officer= psrivastava@adb.org&division= Environment, Natural Resources & Agriculture Division, SARD&projectcountry= BangladeshGopalganj District23.16667 89.91667Faridpur District23.41667 90.16667Magura District23.43333 89.43333Narail District23.13333 89.6Jessore District23.08333 89.16667Rajbari District23.66667 89.55PartnershipsInclusive economic growthGovernance and capacity developmentGender Equity and Mainstreaming20000000Asian Development BankBangladesh Water Development Board17864876.09Asian Development BankBangladesh Water Development Board35151.67Asian Development BankBangladesh Water Development Board1266459.26Asian Development BankBangladesh Water Development Board113135.01Asian Development BankBangladesh Water Development Board870249.39Asian Development BankBangladesh Water Development Board1448.92Asian Development BankBangladesh Water Development Board128490.21Asian Development BankBangladesh Water Development Board58998.07Asian Development BankBangladesh Water Development Board43240.24Asian Development BankBangladesh Water Development Board442737.31Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board445884.78Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board420334.91Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board394605.80Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board407141.68Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board387921.52Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board372311.53Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board379936.79Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board387211.57Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development 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Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board368952.55Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board364729.99Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board364710.59Asian Development BankBangladesh Water Development Board0.00Asian 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Water Development Board361099.26Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board371461.66Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board374378.94Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board375108.25Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board393807.23Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board132119.89Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board131818.72Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board128490.21Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board125063.14Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board125875.40Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board125434.84Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board97228.82Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board127478.75Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development 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Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board96819.67Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board102275.95Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board90638.11Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board100232.15Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board101691.70Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board90735.62Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board55882.26Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board103173.52Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board65828.56Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board75984.74Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board79585.41Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board61639.19Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board66568.13Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board66694.82Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development BoardPerformanceFiduciaryOutput/s as listed by the project staff.Output: Infrastructure facilities of FCDI schemes in the subproject areas restored Indicator: By 2022: 2a. In 11 schemes, FCDI infrastructures are fully functioning. (2015 baseline: in two schemes) Achievement: 0 Progress/Status: Achieved. Rehabilitation of 115 works were completed. Overall physical progress was 100% in all implementation schemes. Data Source: Prepared SIPs, BME report, project progress reportOutput: Institutional capacity for sustainable participatory integrated water resources planning and management Indicator: By 2022: 3a. BWDB uses MIS for O&M monitoring (2015 baseline: No) Achievement: Y Progress/Status: Achieved. Institute of Water modelling (IWM) has developed the MIS/Database of SW-AF project. Comments provided during its demonstration have been used to refine the MIS/Database. Data Source: Project progress reports, BME report Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2022 Target value: Y Actual value: YOutput: Institutional capacity for sustainable participatory integrated water resources planning and management Indicator: 3b. OCWM strengthening proposal approved by BWDB (2015 baseline: Not available) Achievement: Y Progress/Status: Achieved. A committee setup by the BWDB/MOWR has carried out a need-based assessment and proposed a staffing plan, which has been approved by GOB. A regulation (pravidhanmala) is required to be adopted, following which staffing would be strengthened. Data Source: Project progress reports, BME report Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2022 Target value: Y Actual value: YOutput: Institutional capacity for sustainable participatory integrated water resources planning and management Indicator: 3c. BWDB conducts annual auditing for 252 WMGs after WMG registration. (2015 Baseline: 0) Achievement: 293 Progress/Status: Achieved. Target increased from 252 WMGs to 367 WMGs, including 90 active WMGs of original project. BWDB through Directorate of Audit (DOA) has conducted audits in 90 WMGs under original project and 203 WMGs under AF project so total comes to 293 no. WMGs. Data Source: Project progress reports, BME reportOutput: Institutional capacity for sustainable participatory integrated water resources planning and management Indicator: 3d. WMO database of BWDB with sex-disaggregated data is functioning. (2015 baseline: Not available) Achievement: Y Progress/Status: Achieved. WMO database (sex-disaggregated) published in the project website. Data Source: Project progress reports, BME report Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2022 Target value: Y Actual value: YOutput: WMOs capacity for sustainable water resources planning and management in the subproject areas strengthened Indicator: By 2022: 1a. 13 IWMPs approved by ADB(2015 baseline: 9) Achievement: 0 Progress/Status: Achieved. 4 additional IWMPs have been completed. Bamonkhali-Barnali, Purulia-Charbhatpara and Arol Beel completed, while IWMP of Sunamukhi-Banmander is replaced with FS Tungipara & Kotalipara - which has also been completed and endorsed by BWDB. Data Source: Prepared plans; project progress reportsOutput: Indicator Indicator: 1b. 36 SIPs with sex disaggregated data are endorsed by WMAs. (2015 baseline: 14 Achievement: 0 Progress/Status: Achieved. 23 additional SIPs have been completed and endorsed by WMAs. The total number of SIPs are 37. Data Source: Prepared SIPs, project progress reports, project websitesOutput: Indicator Indicator: 1c. 70% of beneficiary household are enrolled as members of WMGs with 33% women participation (2015 baseline: 0% in 9 subproject areas) Achievement: 71 Progress/Status: Achieved. A total of 112,634 (100%) members have enrolled against target of 112,319 (71% of total household no. 159,297). Of these 57,393 (51%) of WMG members are females. 36% of EC members are females and all ECs have six sub-committees with minimum 33% female members. Data Source: BME reports, project progress reports, project completion reportOutput: Indicator Indicator: 1d. 252 WMGs completed agriculture, fisheries, and livelihood programs and achieve SIP targets with 33% women participation (2015 baseline: in 102 WMGs) Achievement: 357 Progress/Status: Achieved. Target increased from 150 WMGs to 267 WMGs, all of which have been formed and registered. Thus, the total number of WMGs including original project (90 WMGs.) is 357. Agriculture and fisheries programs have been progressed 104% and 75%, respectively. Female participation in collective action is 43%. Data Source: BME reports, project progress reports, project completion reportOutput: Indicator Indicator: 1e. O&M transfer agreements are signed with WMOs concerned for all structures planned in SIPs (2015 baseline: 13 agreements) Achievement: Y Progress/Status: Achieved. 23 nos. O&M transfer agreements have been signed with WMOs. O&M Guidelines have been distributed to each WMA. Data Source: BME reports, project progress reports, project completion report Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2022 Target value: Y Actual value: YEnhanced productivity and sustainability of existing FCD/I systemsBy 2022: a. Cropping intensity increased to 235% (2013 baseline: 205 %) Achievement: 248 Progress/Status: Overachieved. Cropping Intensity increased to 248%. (As per sample survey of the project area). Data Source: BME reports, annual data from district offices of the Department of Agriculture Extensionb. Annual rice production increased to 2.61 t/ha (2013 baseline: 1.62 t/ha) Achievement: 3.84 Progress/Status: Overachieved. Annual rice production increased to 3.84 t/ha, (As per sample survey of the project area). Data Source: BME reports, annual data from district offices of the Department of Agriculture Extensionc. Annual production of cultural fisheries increased to 3,729 t (2013 baseline: 2,076.6 t) Achievement: 3583 Progress/Status: Partially achieved. Annual production of cultural fisheries increased to 3,583 t as per DOF and ISPMC field data. Data Source: BME reports, WMO household survey, annual data from district offices of the Department of Fisheries Target value: 3,729d. Average annual household income of WMG members increased to Tk64,758, with female headed households data provided. (2013 baseline: Tk50,727) Achievement: 86400 Progress/Status: Overachieved. Average estimated annual household income of WMG members increased to Tk. 86,400. Data collected from income impact assessment survey for female headed household. Data Source: BME reports, WMO household survey XM-DAC-46004-36197-013-LN2232Asian Development BankThe Project will improve good governance practices in the capital market and the insurance sector. Asian Development BankFinancial Institutions Division-MOFAsian Development BankAsian Development BankBidyut Sahahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=36197-013 (Closed)&officer= bsaha@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90Governance and capacity developmentInclusive economic growthSome gender elements (SGE)3000000Asian Development BankFinancial Institutions Division-MOF2304373.02Asian Development BankFinancial Institutions Division-MOF47919.95Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF45247.69Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF43693.66Asian Development BankFinancial Institutions Division-MOF43111.91Asian Development BankFinancial Institutions Division-MOF0.00Asian 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Division-MOF9718.89Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF8936.50Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF7256.89Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF8093.68Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF8240.95Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOFPerformanceFiduciaryOutput/s as listed by the project staff.Output: (ii) Increasing Demand for and Supply of Securities " Recommendations made to deepen the capital market Indicator: • Strengthened linkage between training and assignment Progress/Status: Training manual and courses finalized. Data Source: • Annual Report, SEC • SEC website notices Baseline year: 2004 Baseline value: N Baseline year: 2004 Baseline value: N Target year: 2012 Target value: YOutput: Component 2. Stock Exchanges (i) Enhancing the Capacity of Management and Governance of the Stock Exchanges " Enhanced stock exchange staff capacity " Improved governance and management of stock exchanges Indicator: • SEC training unit established with 3 year plan to implement [by 2012] Progress/Status: SEC act amended incorporating training unit in the organogram. Data Source: • Personnel information of SEC Baseline year: 2004 Baseline value: N Baseline year: 2004 Baseline value: N Target year: 2012 Target value: YOutput: Component 3. Market Intermediaries?Enhancing Capacity and Operating Standards " Licensing regime strengthened " National capital market institute established Indicator: • In-house training [7 quarters] Progress/Status: Two consultant reports submitted. Training manual and courses finalized. Planned local training completed. Data Source: • Certificates of course completion issued to SEC staff who have attended internal courses Baseline year: 2004 Baseline value: N Baseline year: 2004 Baseline value: N Target year: 2012 Target value: YOutput: Component 4. ICB?Enhancement of Governance and Capacity " Recommendation of international best practices in accounting, audit, and management for ICB and its subsidiaries Indicator: • Overseas training Progress/Status: Overseas training completed. Data Source: • Presentations (with supporting documentation) to SEC staff by trainees who have undergone overseas training or secondment Baseline year: 2004 Baseline value: N Baseline year: 2004 Baseline value: N Target year: 2012 Target value: YOutput: Part 1. Enhancement of Governance and Capacity of Capital Market Component 1. SEC (i) Strengthening the Market Surveillance Systems " Surveillance system installed at SEC " Strengthened surveillance capacity Indicator: • Risk management review Progress/Status: Two consultant reports submitted. Data Source: • Training program and evaluation Baseline year: 2004 Baseline value: N Baseline year: 2004 Baseline value: N Target year: 2012 Target value: YOutput: Part 2. Enhancement of Governance and Capacity of the Insurance Sector " Capacity building and training programs for OCCI " Revised rules and regulations based on new insurance acts " Recommendations made to improve the governance of stateowned insurance corporations Indicator: • Consultant study Progress/Status: Consultant submitted study report. Data Source: • Comments on consultant reports (SEC, DSE, CSE) Baseline year: 2004 Baseline value: N Baseline year: 2004 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: • Staff training [7 quarters] Progress/Status: Training programs (domestic/overseas) completed. Data Source: • Annual reports (SEC, DSE, and CSE) • Announcements of SEC, DSE, and CSE • Training program and evaluation • Certificates of completion of internal training courses issued to exchange staff Baseline year: 2004 Baseline value: N Baseline year: 2004 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: •Board structure and committees rationalized Progress/Status: A separate support was provided from staff consultancy budget to study the demutualization of stock exchanges. Data Source: • Minutes of boards and committees Baseline year: 2004 Baseline value: N Baseline year: 2004 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: • New or revised rules made if necessary Progress/Status: Revised rules have been submitted. Data Source: • SEC's announcement • Annual report (SEC) Baseline year: 2004 Baseline value: N Baseline year: 2004 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: • Examinations system established and operational by the end of the Project Progress/Status: Completed. Data Source: • Intermediaries complying with licensing criteria by taking examinations Baseline year: 2004 Baseline value: N Baseline year: 2004 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: • Establishment of national capital market institute Progress/Status: BICM established. Data Source: • SEC/institution website published examinations results Baseline year: 2004 Baseline value: N Baseline year: 2004 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: • nvestment awareness courses for women developed Progress/Status: Completed. Data Source: • Feedback from public sources and the trainees Baseline year: 2004 Baseline value: N Baseline year: 2004 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: • Reports to improve accounting, audit, and management by the end of the project Progress/Status: The management of ICB and board decided to implement the recommendations of the consultants. Data Source: • Consultants' reports Baseline year: 2004 Baseline value: N Baseline year: 2004 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: • Capacity building program to improve governance Progress/Status: The management of ICB and board decided to implement the recommendations of the consultants. Data Source: • Annual report (ICB) Baseline year: 2004 Baseline value: N Baseline year: 2004 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: • Automated on-line surveillance system Progress/Status: Consultants fielded and surveillance system installed. Data Source: • Annual Reports (SEC, DSE, CSE) Baseline year: 2004 Baseline value: N Baseline year: 2004 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: • Staff training Progress/Status: Necessary training completed as planned and approved. Data Source: • SEC website notices Baseline year: 2004 Baseline value: N Baseline year: 2004 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: • Regulatory review committee and inter-market surveillance unit established Progress/Status: BICM reestablished. Data Source: • Training program and evaluation Baseline year: 2004 Baseline value: N Baseline year: 2004 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: • Training for regulators and industry [7 quarters] Progress/Status: Partially completed due to time constrain of the project period after the appointment of Chairman and members of IDRA. Data Source: • Annual report (OCCI) Baseline year: 2004 Baseline value: N Baseline year: 2004 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: • New rules and regulations Progress/Status: FR submitted and approved. Data Source: • Government's announcement Baseline year: 2004 Baseline value: N Baseline year: 2004 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: • MIS developed by the end of the project Progress/Status: MIS was proposed in FR and procurement of the equipment completed. Data Source: • Consultant reports Baseline year: 2004 Baseline value: N Baseline year: 2004 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: • Updated mortality tables for life insurance and premium levels for life and general insurance companies by the end of the project Progress/Status: completed. Data Source: • Consultant reports Baseline year: 2004 Baseline value: N Baseline year: 2004 Baseline value: N Target year: 2012 Target value: Y" Improvement of governance, efficiency and investor confidence in capital market and insurance sector• Activities of Surveillance Department of SEC expanded in terms of numbers as well as analytical quality [by 2012] Progress/Status: Surveillance system installed. Data Source: • Annual report (SEC) • Feedback from market participants Base year: 2004 Baseline value: N• Benchmark numbers of trainees and licenses established [by 2012] Progress/Status: The final report with the recommendations submitted and endorsed which are being implemented by the approval of the management of ICB. Benchmark numbers and licenses established. Data Source: • Annual report (SEC) Base year: 2004 Baseline value: N• Reports of the insurance regulatory authority expanded in numbers as well as analytical quality [by 2012] Progress/Status: The consultant submitted the revised reports ( vol.4 and vol.5 of the final report). IDRA has already reviewed the revised reports. Data Source: • Annual reports (OCCI, insurance companies) • Feedback from market participants Base year: 2004 Baseline value: N XM-DAC-46004-36224-013-LN2254Asian Development BankThe project is designed to to reduce poverty in 23 districts of north east and central Bangladesh by expanding the economic opportunities of rural poor through the improvement of rutal infrastructure, genger development and improved local governence. Poverty reduction will be achieved by targetting poor areas and closely involving the poor and other stakeholders in implementing sub projects and maintaining rural infrastructure and strengthening the capability of local institutions. Asian Development BankLocal Government Engineering DepartmentLocal Govt Div,Min of Local Govt Rural Devt & CoopAsian Development BankAsian Development BankElma Morshedahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=36224-013 (Closed)&officer= emorsheda@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshKoyra22.2 89.4Manikganj District23.86667 89.95Feni District22.96667 91.31667Aranagar25.09304 88.8497Aruail24.16321 91.04079Mymensingh District24.75 90.4Jamalpur District25 89.83333Ashuganj24.04016 91.0117Bakila23.2513 90.77628Bhadeswar24.76667 92.03333Bhater Char23.57221 90.62892Jonail24.27501 89.22311Katakhali22.69508 89.45474Kuchiamora23.63186 90.34652Ruhea26.169 88.40812Delduar24.15971 89.96213Mohanganj24.87564 90.97773Comilla23.46186 91.18504Netrakona24.88352 90.72898Jamalpur24.91965 89.94812Sylhet24.89904 91.87198Latabdi23.59414 90.38803Rampur22.89626 90.9423Sherpur District25.08333 90.08333Gaibandha District25.25 89.5Rangpur District25.6 89.25Kurigram District25.75 89.66667Nilphamari District25.96667 88.95Dinajpur District25.61667 88.75Khulna22.80978 89.56439Naogaon25.9 88.8Lakshmipur District22.91667 90.83333Chandpur District23.25 90.83333Brahmanbaria District23.98333 91.16667Munshiganj District23.55 90.36667Narayanganj District23.75 90.58333Dhaka District23.81093 90.36542Tangail District24.33853 89.98667Thakurgaon S.26.08 88.47Natore S.24.45 88.98Sirajdikhan23.6 90.39Sarail24.1 91.11Latifpur22.40667 91.74639Mohamaya23.06917 91.50361Gobindapur23.19611 91.1092Bakshinganj25.1849 89.86928Governance and capacity developmentInclusive economic growthGender Equity and Mainstreaming96100000Asian Development BankLocal Government Engineering Department97689651.21Asian Development BankLocal Government Engineering Department1876869.46Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1842559.38Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1846333.28Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1850293.28Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1798156.53Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1872352.79Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1912862.79Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1847219.26Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1841736.78Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1818351.46Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1815372.61Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1870924.31Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1886032.95Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1860052.45Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1747015.48Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1779047.95Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1772335.73Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1754789.39Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1767224.46Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1729496.80Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1808485.30Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1829912.51Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2633094.37Asian Development BankLocal Government Engineering Department493158.92Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department485619.59Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department524858.37Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department603082.84Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department605137.74Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department647122.73Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department564290.92Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department560821.85Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department598230.54Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department670459.89Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department491584.40Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department567577.34Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department513726.21Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department458829.02Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department515622.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department435278.79Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department461515.02Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department379056.85Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department431158.87Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department409605.19Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department353331.31Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department398771.25Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department345664.02Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department341478.51Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity of LGED and LGIs strengthened Indicator: 100% Percent LGED staff (m/f) in the project areas trained in financial management, quality control, project design, M&E, and participatory approach Progress/Status: Completed in December 2010 Person trained - 6342 Training days - 13398 Data Source: Project progress reports, review mission reports, LGED project performance management reports, final evaluation survey report Actual value: Output: Capacity of LGED and LGIs strengthened Indicator: By December 2010, UC chairmen, members and secretaries (m/f) trained Progress/Status: Completed in December 2010 In 2012 additional training was arranged for UC representatives under which 1564 chairmen (including 7 women chairperson) and 4803 women members received training. Data Source: Project progress reports, review mission reports, LGED project performance management reports, final evaluation survey report Actual value: Output: Capacity of LGED and LGIs strengthened Indicator: LGED staff (m/f) involved in project preparation trained on RBM Progress/Status: 137 LGED Engineers trained in June and August 2011 111 Training days Data Source: Project progress reports, review mission reports, LGED project performance management reports, final evaluation survey report Actual value: Output: Capacity of LGED and LGIs strengthened Indicator: 100% of project area union councils (UCs) can properly handle fund by EOP Progress/Status: To be determined during final evaluation survey in March 2013 in the project areas Data Source: Project progress reports, review mission reports, LGED project performance management reports, final evaluation survey report Actual value: Output: Growth center markets/jetties/ UPCs improved Indicator: 38 GCM facilities improved Progress/Status: Progress is 100%. All contract packages are complete. Data Source: Project progress reports, bid documents, tenders, and award contracts, review mission reports, final evaluation report Actual value: Output: Growth center markets/jetties/ UPCs improved Indicator: 2 jetties constructed Progress/Status: Progress is 100%. All contract packages are complete. Data Source: Project progress reports, bid documents, tenders, and award contracts, review mission reports, final evaluation report Actual value: Output: Growth center markets/jetties/ UPCs improved Indicator: 55 UCCs construction completed Progress/Status: Progress is 100%. All contract packages are complete. Data Source: Project progress reports, bid documents, tenders, and award contracts, review mission reports, final evaluation report Actual value: Output: Growth center markets/jetties/ UPCs improved Indicator: Construction of 40 WMSs completed Progress/Status: Progress is 100%. All contract packages are complete. Data Source: Project progress reports, bid documents, tenders, and award contracts, review mission reports, final evaluation report Actual value: Output: Growth center markets/jetties/ UPCs improved Indicator: Construction of 2 flood refuge shelters completed Progress/Status: Progress is 100%. All contract packages are complete. Data Source: Project progress reports, bid documents, tenders, and award contracts, review mission reports, final evaluation report Actual value: Output: Growth center markets/jetties/ UPCs improved Indicator: Construction of 52 Rural Hat Bazaar completed Progress/Status: Progress is 100%. All contract packages are complete. Data Source: Project progress reports, bid documents, tenders, and award contracts, review mission reports, final evaluation report Actual value: Output: Growth center markets/jetties/ UPCs improved Indicator: 55 UCCs occupied by the users Progress/Status: In all 55 UPCs union council staff already started their work. Data Source: Project progress reports, bid documents, tenders, and award contracts, review mission reports, final evaluation report Actual value: Output: Growth center markets/jetties/ UPCs improved Indicator: All shops in the WMS leased Progress/Status: All shops are leased. In 308 shops, women started their business. Data Source: Project progress reports, bid documents, tenders, and award contracts, review mission reports, final evaluation report Actual value: Output: Rural Roads upgraded Indicator: 874 km sub-district roads upgraded to bituminous surface standard Progress/Status: Completed, achieved 100% Data Source: Project progress reports, bid documents, tenders, and award contracts, review mission reports, project completion report, final evaluation report Actual value: Output: Rural Roads upgraded Indicator: 398 km of union roads upgraded to bituminous surface standard Progress/Status: Completed, achieved 100% Data Source: Project progress reports, bid documents, tenders, and award contracts, review mission reports, project completion report, final evaluation report Actual value: Output: Rural Roads upgraded Indicator: 5335 meters of bridges/culverts constructed Progress/Status: Completed, achieved 100% Data Source: Project progress reports, bid documents, tenders, and award contracts, review mission reports, project completion report, final evaluation report Actual value: Output: Rural Roads upgraded Indicator: 100 km of village roads Improved Progress/Status: Completed, achieved 105% Data Source: Project progress reports, bid documents, tenders, and award contracts, review mission reports, project completion report, final evaluation report Actual value: Output: Rural Roads upgraded Indicator: 48 km submersible roads constructed Progress/Status: Completed, achieved 100% Data Source: Project progress reports, bid documents, tenders, and award contracts, review mission reports, project completion report, final evaluation report Actual value: Output: Support for Project Management provided Indicator: 153.7 person-months of international and 1,504 person-months of national consultants provided Progress/Status: International: utilized - 153.7 pm National: utilized - 1941 pm Percentage of progress (achievements) is calculated based on the average input of internation and mational person months Data Source: Project progress reports Review mission reports Actual value: Output: Support for Project Management provided Indicator: 138 person-months of national consultants for LGI training provided Progress/Status: Completed in December 2010 Data Source: Same as above Actual value: Output: Support for Project Management provided Indicator: 130 person-months of an international consultant and 723 person-months of national consultants for GIZ assisted LGED capacity building provided Progress/Status: International: utilized - 130pm National: utilized - 708 pm Component completed in September 2011 Data Source: Same as above Actual value: Enhanced accessibility to basic services and increased farm incomeAverage time (hours) for project households to access their preferred agricultural market decreased by 75% by EOP Progress/Status: As per project's Final Performancement Assessment report submitted on June 2013 (In min/km Rickshaw van - 5.1, Auto Rikshaw - 3.35, Tractor - 2.85, Truck - 2.74) Data Source: Farmer surveys, transport worker surveys, BBS reports, bemchmark and final evaluation survey Actual value: Average annual farm household income in project areas increased by 20%of EOP. Progress/Status: As per project's Final Performance Assessment Report submitted in June 2013 Data Source: Benchmark survey, household/farmer survey in project areas during final evaluation, BBS reports Actual value: 100% women members participate in union council meeting by EOP Progress/Status: As per project's Final Performance Assessment Report Data Source: Surveys of union council members in project areas during final evaluation, Project completion report Actual value: Number of female shop owners in Project GCMs increase by 276 by EOP. Progress/Status: Shops are handed over to selected women shop owners. All shops are completed. complete Data Source: Project progress reports, project completion report Actual value: 100% of union government offices are located in UCCs by EOP. Progress/Status: Government offices are located in UC buildings. 85% staff relocated but do not sit regularly. Data Source: Survey of union council complexes (UCCs) in project areas during final evaluation. Actual value: XM-DAC-46004-36297-013-LN2265Asian Development BankThe primary impact of the Project is to improve the living conditions and health standards in participating secondary towns and improve sustainability of purashava-level water utilities. The over-arching outcome of the project will be the sustainable access to improved and safe water and sanitation services in the project areas. More specific outcomes will include: (i) increased quantity and quality of water supply; (ii) increased sanitation coverage; (iii) improved community awareness of the link between proper hygiene, sanitation, and health; (iv) improved capacity of pourashavas to implement, operate, manage and maintain water supply and sanitation investments; (v) adoption of improved management practices consitent with SDP-WSSB for greater efficiency and sustainability of local water utilities; and (vi) improved capacity of Department of Public Health Engineering (DPHE) to plan, design, supervise, monitor and provide technical assistance to pourashavas and local water utilities.Asian Development BankDepartment of Public Health EngineeringAsian Development BankAsian Development BankElma Morshedahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=36297-013 (Closed)&officer= msalam@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBrahmanhata24.11667 90.75Jessore23.16971 89.21371Pirojpur22.57965 89.97521Sirajganj24.45771 89.70802Governance and capacity developmentInclusive economic growthEffective gender mainstreaming (EGM)41000000Asian Development BankDepartment of Public Health Engineering33721414.06Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering188065.82Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering828161.54Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering706639.50Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering659237.32Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering659232.68Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering653927.28Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering634866.32Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health 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EngineeringPerformanceFiduciaryOutput/s as listed by the project staff.Output: Part B: Sanitation Improvements (i) Community, school, public sanitation improvements; (ii) Sanitation awareness and promotion, hygiene education, capacity building; (iii) Septic-tank sludge removal/ management. Indicator: 172 km of water mains rehabilitated Progress/Status: 184.69 km water mains rehabilitated. Data Source: Detailed subproject appraisals/ engineering designs Constructionprogress reports PPME reports PMU reports ADB mission reports Actual value: Output: Part C: Institutional Development (i) Strengthening of DPHE; (ii) Strengthening of the pourashavas; (iii) Implementation assistance. Indicator: 8 iron removal surface water treatment plant plants with 300 cubic meters (m3)!hour (hr) capacity rehabilitated Progress/Status: 7 Iron Removal Plants/Surface Water Treatment Plants rehabilitated against revised target value 6. Data Source: Detailed subproject appraisals/ engineering designs Constructionprogress reports PPME reports PMU reports ADB mission reports Actual value: Output: Indicator Indicator: 29 overhead tanks with 680 m3 capacity rehabilitatedconnections efficiently Progress/Status: 22 Over Head Tanks rehabilitated against revised target value 14. Data Source: Detailed subproject appraisals/ engineering designs Constructionprogress reports PPME reports PMU reports ADB mission reports Actual value: Output: Indicator Indicator: 53 production tube wells regenerated Progress/Status: 48 production tube wells regenerated against revised target value 43. Data Source: Detailed subproject appraisals/ engineering designs Constructionprogress reports PPME reports PMU reports ADB mission reports Actual value: Output: Indicator Indicator: 250 km of distribution mains replaced Progress/Status: Included in water mains Data Source: Detailed subproject appraisals/ engineering designs Constructionprogress reports PPME reports PMU reports ADB mission reports Actual value: Output: Indicator Indicator: 68,000 existing household connections metered Progress/Status: 36,811 existing HH connections metered against revised target value 36,811. Data Source: Detailed subproject appraisals/ engineering designs Constructionprogress reports PPME reports PMU reports ADB mission reports Actual value: Output: Indicator Indicator: 67 production tube wells installed Progress/Status: 85 production tube wells installed against revised target value 80. Data Source: Detailed subproject appraisals/ engineering designs Constructionprogress reports PPME reports PMU reports ADB mission reports Actual value: Output: Indicator Indicator: 9 new iron removal plants/surface water treatment plant with 300 m3 capacity operational Progress/Status: 8 iron removal plants and 4 surface water treatment plants in operation against revised target value 12. Data Source: Detailed subproject appraisals/ engineering designs Constructionprogress reports PPME reports PMU reports ADB mission reports Actual value: Output: Indicator Indicator: 18 new overhead tanks with 680 m3 capacity operational Progress/Status: 16 overhead tanks in operation against revised target value 16. Data Source: Detailed subproject appraisals/ engineering designs Constructionprogress reports PPME reports PMU reports ADB mission reports Actual value: Output: Indicator Indicator: 40 km of new transmission mains installed Progress/Status: 127 km transmission mains installed against revised target value 75. Data Source: Detailed subproject appraisals/ engineering designs Constructionprogress reports PPME reports PMU reports ADB mission reports Actual value: Output: Indicator Indicator: 600 km of distribution mains of various diameters installed Progress/Status: 684km distribution mains installed against revised target value 750. Data Source: Detailed subproject appraisals/ engineering designs Constructionprogress reports PPME reports PMU reports ADB mission reports Actual value: Output: Indicator Indicator: 64,500 water meters installed Progress/Status: 49,856 water meters installed in new HH connections against revised target value 64,954. Data Source: Detailed subproject appraisals/ engineering designs Constructionprogress reports PPME reports PMU reports ADB mission reports Actual value: Output: Indicator Indicator: 583 new standpipes for poor households operational Progress/Status: 293 new standpipes are operational against revised target value 618. Data Source: Detailed subproject appraisals/ engineering designs Constructionprogress reports PPME reports PMU reports ADB mission reports Actual value: Output: Indicator Indicator: 732 new safe water points constructed Progress/Status: 1,178 new safe water points constructed against revised target value 1091. Data Source: Detailed subproject appraisals/ engineering designs Constructionprogress reports PPME reports PMU reports ADB mission reports Actual value: Output: Indicator Indicator: 1,315 community water supply user groups organized and/trained Progress/Status: 293 UGs of SPs formed and 1,178 UGs of SWPs formed (Combined-97.6%); 5,360 UGs members of SPs trained (male 1,410 and female 3,950) and 34,600 UGs members of SWPs trained (male 17,000 and female 17,600) (Combined-378%). Data Source: Detailed subproject appraisals/ engineering designs Constructionprogress reports PPME reports PMU reports ADB mission reports Actual value: Output: Indicator Indicator: Number of community, school, and public sanitary latrines constructed. Progress/Status: Community latrines: 313, school latrines: 160, public toilets: 59 and 916 households constructed (Total 1448) against revised target value 1451. Data Source: Detailed subproject appraisals. PPME reports. ADB mission reports. PCR. Government and external agency reports on sanitation improvement. Actual value: Output: Indicator Indicator: Number of community sanitation user groups organized and/trained, and their gender mix. Progress/Status: 313 users groups of Community latrines formed; 5,040 users groups of Community latrines trained (male 2,990 and female 2,050). Data Source: Detailed subproject appraisals. PPME reports. ADB mission reports. PCR. Government and external agency reports on sanitation improvement. Actual value: Output: Indicator Indicator: Number of adults and children participating in sanitation awareness and promotion, and hygiene education program, disaggregated by gender. Progress/Status: School children - 33,000 and adults - 53,500 participated in HE and HPP. A total of 975 girl students and 1,169 boy students received training. Data Source: Detailed subproject appraisals. PPME reports. ADB mission reports. PCR. Government and external agency reports on sanitation improvement. Baseline year: 2009 Baseline year: 2009 Target year: 2013 Target value: 122590Output: Indicator Indicator: Increased demand for sanitary latrine hardware and construction( Low cost latrine) Progress/Status: 916 household latrines constructed against revised target value 914. Data Source: Detailed subproject appraisals. PPME reports. ADB mission reports. PCR. Government and external agency reports on sanitation improvement. Baseline year: 2009 Baseline year: 2009 Target year: 2013 Target value: 600Output: Indicator Indicator: Sludge removal equipment and sludge composting/ disposal facilities utilized in line with project guidelines. Progress/Status: 26 sludge removal equipment sent to 11 pourashavas for removing household septic tank sludge. 11 STPs are in operation for treating household septic tank sludge, progress is 100%. Data Source: Detailed subproject appraisals. PPME reports. ADB mission reports. PCR. Government and external agency reports on sanitation improvement. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2013 Target value: YOutput: Indicator Indicator: DPHE training needs assessment completed, and 5-year training strategy and program established. Progress/Status: 1 no. TNA report , 1 no. Training strategy, 1 no. 5-year training program and 20 nos. Training materials are prepared. Progress 100%. Data Source: • PPME reports • ADB mission reports • PCR • Training reports • Government and external agency reports on WSS sector • PWSS financial statements Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2013 Target value: YOutput: Indicator Indicator: DPHE human resources development / training center established, and trainers trained Progress/Status: Government DPP has been revised, increasing cost and extending time. 50% progress of construction. Data Source: • PPME reports • ADB mission reports • PCR • Training reports • Government and external agency reports on WSS sector • PWSS financial statements Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2013 Target value: YOutput: Indicator Indicator: Approximately 210 DPHE staff trained in the various aspects of WSS Progress/Status: 210 DPHE staff trained. Data Source: • PPME reports • ADB mission reports • PCR • Training reports • Government and external agency reports on WSS sector • PWSS financial statements Baseline year: 2007 Baseline year: 2007 Target year: 2013 Target value: 210Output: Indicator Indicator: PPME system established and regular reports submitted Progress/Status: 5 Reports prepared. Progress 100% Data Source: • PPME reports • ADB mission reports • PCR • Training reports • Government and external agency reports on WSS sector • PWSS financial statements Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2013 Target value: YOutput: Indicator Indicator: DPHE acquired skills to effectively manage SDPWSSB investments and future sector projects with minimal support Progress/Status: DPHE recruited 150 new graduate engineers (assistant engineers) to strengthen the skilled manpower capacity. 16 DPHE executive engineers developed full capacity of managing donor-assisted sector projects and SDP-WSSB investments Data Source: • PPME reports • ADB mission reports • PCR • Training reports • Government and external agency reports on WSS sector • PWSS financial statements Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2013 Target value: YOutput: Indicator Indicator: DPHE capacity to effectively become a facilitator and technical support entity in the sector improved Progress/Status: DPHE is now working as the technical facilitator for all pourashavas regarding procurement, implementation, and O&M of water supply and sanitation facilities Data Source: • PPME reports • ADB mission reports • PCR • Training reports • Government and external agency reports on WSS sector • PWSS financial statements Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2013 Target value: YOutput: Indicator Indicator: PWSS accounts separated from those of pourashavas (No. of Pourashavas) Progress/Status: PWSS accounts separated for all pourashavas. Progress 100% Data Source: PPME reports • ADB mission reports • PCR • Training reports • Government and external agency reports on WSS sector • PWSS financial statements Actual value: Output: Indicator Indicator: Double-entry accounting institutionalized, staff trained and fully equipped with computers/software (No. of Pourashavas) Progress/Status: Double-entry accounting of PWSS introduced. Progress 100% Data Source: PPME reports • ADB mission reports • PCR • Training reports • Government and external agency reports on WSS sector • PWSS financial statements Actual value: Output: Indicator Indicator: PWSS asset inventory established (No. of POurashavas) Progress/Status: PWSS asset inventory established. Progress 100% Data Source: PPME reports • ADB mission reports • PCR • Training reports • Government and external agency reports on WSS sector • PWSS financial statements Actual value: Output: Indicator Indicator: All project management and implementation assistance delivered efficiently and effectively enabling smooth implementation. Progress/Status: Support to 6 entities provided. Progress 100% Data Source: • PPME reports • ADB mission reports • PCR • Training reports • Government and external agency reports on WSS sector • PWSS financial statements Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2013 Target value: YOutput: Indicator Indicator: Number of local water utility and sanitation staff trained on accounting, tariff setting, and other aspects of water supply and sanitation (about 480 participants) Progress/Status: 120 pourashava staff trained. Progress 150% Data Source: • PPME reports • ADB mission reports • PCR • Training reports • Government and external agency reports on WSS sector • PWSS financial statements Actual value: Output: Indicator Indicator: Number of pourashava chairs, ward commissioners, and staff trained on water supply and sanitation (about 160 participants total) Progress/Status: 1,155 pourashava staff trained. Progress 721.88% Data Source: • PPME reports • ADB mission reports • PCR • Training reports • Government and external agency reports on WSS sector • PWSS financial statements Actual value: Output: Indicator Indicator: Simplified technical manuals, commercial systems manuals completed (No. of manuals) Progress/Status: 11 procedures/ manuals/guidelines prepared. Progress 100% Data Source: • PPME reports • ADB mission reports • PCR • Training reports • Government and external agency reports on WSS sector • PWSS financial statements Actual value: > Increased quantity and improved quality of water supply in project towns (contribute to achievement of the targets of Millennium Development Goal 7) > Improved community awareness of the link between proper hygiene, sanitation, and health, particularly among women and children > Increased sanitation coverage > Improved capacity of secondary towns to implement, operate, manage, and maintain water supply and sanitation investments > Improved capacity of DPHE to plan, design, supervise, monitor, and provide technical assistance to local water utilities > Management options consistent with the SDPWSSB (PLC entity, outsourcing billing and collection) ushed forward and piloted4. Number of households using sanitary latrines increased by 25%. Progress/Status: Community latrines: 313, school latrines: 160, public toilets: 59 and 916 households constructed (Total 1448). Data Source: • PPME reports • Training reports • ADB mission reports • PWSS financial statements • Project completion report (PCR) • Government and external agency reports on the WSS sector Actual value: 5. Financial performance of PWSS significantly improved. Progress/Status: 100% Data Source: • PPME reports • Training reports • ADB mission reports • PWSS financial statements • Project completion report (PCR) • Government and external agency reports on the WSS sector Base year: 2008 Baseline value: N1. 158,800 households with access to safe water trough piped household connections or public water points. Progress/Status: HH connections - 96.6% SP - 47.41% SWP - 107.97% Data Source: • PPME reports • Training reports • ADB mission reports • PWSS financial statements • Project completion report (PCR) • Government and external agency reports on the WSS sector Actual value: 2. Volume of safe water produced and billed to existing and new customers increased (HH) Progress/Status: 155.09% Production capacity of safe water increased from 5,895m3/ hour at pre-project level to 13,604m3 /hour at completion Data Source: • PPME reports • Training reports • ADB mission reports • PWSS financial statements • Project completion report (PCR) • Government and external agency reports on the WSS sector Actual value: 3. All school children and over 40% of adults in each pourashava participated in the hygiene education and sanitation promotion programs Progress/Status: School children - 91.6% Adults - 61.8% Data Source: • PPME reports • Training reports • ADB mission reports • PWSS financial statements • Project completion report (PCR) • Government and external agency reports on the WSS sector Base year: 2009 Baseline value: N6. More than 500 DPHE and pourashava staff trained on various aspects of water supply and sanitation. Progress/Status: Both DPHE and PIU staff have been trained. Progress is 261%. Data Source: • PPME reports • Training reports • ADB mission reports • PWSS financial statements • Project completion report (PCR) • Government and external agency reports on the WSS sector Actual value: 7. About 5 pourashavas opt to pursue new (PLC) institutional models. Progress/Status: Government's policy does not pursue for PLC but encourages PPP options Data Source: Revised Sector Development Plan for Water Supply and Sanitation (LGD 2011) Actual value: XM-DAC-46004-37307-013-LN2266Asian Development BankThe overall objective is to contribute to poverty reduction in Bangladesh by improving the quality of and increasing access to secondary education. Relevant and quality education will support the continued social and economic development of Bangladesh and expand employment opportunities for its population. The three major components: (i) increasing accountability and transparency in secondary education management, (ii) improving the quality of education, and (iii) improving equity of access to secondary education.Asian Development BankMinistry of EducationAsian Development BankAsian Development BankS.M. Ebadur Rahmanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=37307-013 (Closed)&officer= smerahman@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90PartnershipsInclusive economic growthGovernance and capacity developmentEffective gender mainstreaming (EGM)85000000Asian Development BankMinistry of Education75038970.87Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education572769.25Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education1498261.62Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education1469647.44Asian Development BankMinistry of Education0.00Asian Development 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Development BankMinistry of Education0.00Asian Development BankMinistry of Education280466.94Asian Development BankMinistry of EducationPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.1.1 BISE, NCTB, DIA, and DSHE field office structure, and operational and management systems reviewed, vis-a-vis decentralization and necessary reallocations of staff to meet reallocated responsibilities Progress/Status: Systems reviewed in 2009 and in 2012. Recommendations submitted Data Source: Quarterly progress reports Review missions Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.1.2 DSHE central and decentralized staffing plan developed Progress/Status: Completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.1.3 Two zonal education offices and four district education complexes constructed and furnished Progress/Status: 2 zonal offices and 3 distric education offices constructed and furnished Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.1.4 School management committee trained to assist school development and improve performance Progress/Status: Completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.1 PSPU is transformed into a PMQA unit and plan for a new school MQA system and unit is developed Progress/Status: Completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.2 New MQA system is implemented Progress/Status: Implemented Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.3 SPBMS is included in the MQA system Progress/Status: Included Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.4 Results of MQA system is validated by a third party Progress/Status: Completion targetted on 31 December 2013 Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.5 Training in SPBMS is conducted and materials are reproduced Progress/Status: 1400 field officers, 20,000 head teachers and 20,000 SMCs, trained. Materials annually reproduced Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.7 SPBMS is introduced in at least 30 madrasah Progress/Status: SPBMS introduced in 35 model madrasahs Data Source: Project reports Actual value: Output: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.6 SPBMS materials are adapted to needs of madrasah Progress/Status: Final workshop to complete planned in December 2013 Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.8 EMIS data are collected nationwide Progress/Status: In 2012 on-line data collection introduced. Data Source: Project reports Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.9 Four EMIS education research studies are completed Progress/Status: Not doen Data Source: Project reports Actual value: Output: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.10 Annual EMIS statistical reports are published from first year Progress/Status: First report published in April 2013, based on 2012 data Data Source: Project reports Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.11 GIS and DSHE links with BANBEIS are installed Progress/Status: Implemented Data Source: Project reports Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.12 School mapping is completed by second year Progress/Status: Implemented Data Source: Project reports Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.3.1 Job descriptions are developed Progress/Status: Developed Data Source: Project reports Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.3.2 Staff monitoring and evaluation processes are refined Progress/Status: Drafts completed Data Source: Project reports Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.3.3 HRM manuals are developed Progress/Status: Drafts completed Data Source: Project reports Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.3.5 Information seminars on new systems are conducted Progress/Status: Implemented Data Source: Project reports Actual value: Output: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.3.4 HRM personnel are trained in-house Progress/Status: Implemented Data Source: Project reports Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.1 Grades 6-8 and 11-12 curricula are reviewed and revised Progress/Status: completed Data Source: Quarterly progress reports Review missions Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.2 Curriculum teacher support guides are developed for the new grades 6-8 and 11-12 curricula Progress/Status: completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.3 Information on new curricula is disseminated to teachers Progress/Status: completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.4 Grades 6-12 madrasah curricula are modernized Progress/Status: completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.5 Madrasah teacher training, teaching, and learning materials associated with new curricula are developed Progress/Status: completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.6 Public information dissemination on new curricula is launched Progress/Status: completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.7 NCTB staffing rationalized to meet NCTB needs; services of personnel trained and hired under SESIP extended following performance review Progress/Status: SESIP personel extended Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.8 20 NCTB staff strengthened through local higher degree course Progress/Status: Provision transformed to Overseas short course training completed in 2009 Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.9 ICT subject and teaching and learning materials for grades 9-10 are refined Progress/Status: Completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.11 E-learning is piloted in 20 schools to support teaching of English, mathematics, and science Progress/Status: Completed in December 2013 Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.10 Teachers are trained to teach refined ICT subject Progress/Status: 600 teachers trained Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.12 Secondary madrasah education sector study is completed Progress/Status: Completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.13 Capacity of BMEB is assessed Progress/Status: Completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.14 Capacity strengthening plan for BMEB and related agencies is developed Progress/Status: Completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.15 Study tour of BMEB stakeholders in countries with modern madrasah education systems is undertaken Progress/Status: Completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.2.1 Training for trainers of examination question-setters, markers, and moderators for planned examination reforms is conducted Progress/Status: 474,276 teachers, including 7,938 moderators trained Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.2.2 New HSC examination papers are developed Progress/Status: Ongoing Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.2.3 Madrasah SSC-equivalent model examinations are developed Progress/Status: Ongoing Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.2.4 15 BISE staff are strengthened through local master's degree course Progress/Status: Provision transformed to overseas short-course in 2012 Data Source: Project reports Actual value: Output: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.3.2 SBA support is provided to schools by NCTB Progress/Status: Ongoing Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.3.1 Training and training materials are provided to grades 6-9 teachers Progress/Status: Completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.2.5 Research study comparing BISE examination standards is completed Progress/Status: Completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.3.3 Class-based assessment implemented in model madrasah Progress/Status: Implemented Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.3.4 Information dissemination on SBA is launched Progress/Status: Done Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 3. Improved equity of access to secondary education 3.1 School facilities in underserved areas developed 3.2 Stipends given to students from poor families Indicator: 3.1.1 56 new schools constructed in underserved areas and recognized by Government for subventions Progress/Status: 52 completed, target changed to 66 Data Source: • Baseline data • Quarterly progress reports • Review missions • Field visits • EMIS • Copies of criteria, reports, plans, and other program Actual value: Output: 3. Improved equity of access to secondary education 3.1 School facilities in underserved areas developed 3.2 Stipends given to students from poor families Indicator: 3.1.2 250 overcrowded schools enrolling girls provided two additional classrooms, female toilets, and arsenic-free tube wells where lacking Progress/Status: 249 classrooms completed. 144 female toilets and arsenic free tube wells provided Data Source: • Baseline data • Quarterly progress reports • Review missions • Field visits • EMIS • Copies of criteria, reports, plans, and other program Actual value: Output: 3. Improved equity of access to secondary education 3.1 School facilities in underserved areas developed 3.2 Stipends given to students from poor families Indicator: 3.1.3 One model madrasah each is developed in 30 districts Progress/Status: 33 completed, target increased to 35 Data Source: • Baseline data • Quarterly progress reports • Review missions • Field visits • EMIS • Copies of criteria, reports, plans, and other program Actual value: Output: 3. Improved equity of access to secondary education 3.1 School facilities in underserved areas developed 3.2 Stipends given to students from poor families Indicator: 3.2.1 Poverty-targeted stipends are provided to up to 30% girls enrolled and 10% boys enrolled in 53 upazilas (subdistrict) Progress/Status: Ongoing, will continue until Jnue 2014 with government fund. 1201151 students of 2823 schools received stipend since start of the project Data Source: • Baseline data • Quarterly progress reports • Review missions • Field visits • EMIS • Copies of criteria, reports, plans, and other program Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YImproved efficiency, quality, and equity of access to education at the secondary level1. Gross secondary enrollment rates of boys and girls increase by 15% from its 2004 level in 2013 Progress/Status: 2004 : 44% 2011: 47.63% (B 43.44%, Girls 51.96%) Data Source: • EMIS data • Project reports • Copies of curricula Actual value: 2. Gross secondary enrollment rates of boys and girls are about equal in 2013 Progress/Status: 2011: (B 43.44%, Girls 51.96%) Data Source: • EMIS data • Project reports • Copies of curricula Base year: 2004 Baseline value: N3. Secondary enrollment in rural areas increases 10% from its 2004 level in 2013 Progress/Status: 2004: 47.7% 2010: 72.75% Data Source: • EMIS data • Project reports • Copies of curricula Actual value: 4. Grades 6-10 dropout rate maintained at its 2004 level in 2013 Progress/Status: 2005: 70% 2011: 56.25% Data Source: • EMIS data • Project reports • Copies of curricula Base year: 2004 Baseline value: N5. SSC pass rate increases from 47.7% in 2004 to 50% in 2013 Progress/Status: 2013: 89.03% Data Source: • EMIS data • Project reports • Copies of curricula Actual value: 6. HSC enrollment increases 10% from its 2004 level in 2013 Progress/Status: 1,593,618 students enrolled in 2011, 787,770 girls Data Source: • EMIS data • Project reports • Copies of curricula Actual value: 7. 50% of nongovernment schools with poor performance advised to improve in 2008, and at least 25% of schools performing poorly for 3 straight years stop receiving subventions from 2010 Progress/Status: Poor performing schools advised in June 2013 to improve performance Data Source: • EMIS data • Project reports • Copies of curricula Base year: 2004 Baseline value: N XM-DAC-46004-37307-013-LN2267Asian Development BankThe overall objective is to contribute to poverty reduction in Bangladesh by improving the quality of and increasing access to secondary education. Relevant and quality education will support the continued social and economic development of Bangladesh and expand employment opportunities for its population. The three major components: (i) increasing accountability and transparency in secondary education management, (ii) improving the quality of education, and (iii) improving equity of access to secondary education.Asian Development BankMinistry of EducationAsian Development BankAsian Development BankS.M. Ebadur Rahmanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=37307-013 (Closed)&officer= smerahman@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90PartnershipsInclusive economic growthGovernance and capacity developmentEffective gender mainstreaming (EGM)30000000Asian Development BankMinistry of Education30781746.46Asian Development BankMinistry of Education902454.51Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education885219.20Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education874585.21Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education878548.66Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education862518.06Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education884565.97Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education922468.29Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education891503.98Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education882200.73Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education874318.71Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education881694.13Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education914744.97Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education903438.09Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education834128.05Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education854939.67Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education852130.71Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education844337.07Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education842562.27Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education868028.23Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education866512.35Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education860653.23Asian Development BankMinistry of Education2089382.44Asian Development BankMinistry of Education158014.23Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education157142.51Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education174644.71Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education171328.94Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education196073.60Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education212409.64Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education159252.53Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education174627.64Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education164800.47Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education196652.09Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education147466.33Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education159053.73Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education125521.85Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education146991.73Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education151544.33Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education131314.85Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education56315.56Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education108003.88Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education99384.31Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education78240.92Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education55574.86Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education67812.61Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education69924.71Asian Development BankMinistry of EducationPolicyPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.1.1 BISE, NCTB, DIA, and DSHE field office structure, and operational and management systems reviewed, vis-a-vis decentralization and necessary reallocations of staff to meet reallocated responsibilities Progress/Status: Systems reviewed in 2009 and in 2012. Recommendations submitted Data Source: Quarterly progress reports Review missions Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.1.2 DSHE central and decentralized staffing plan developed Progress/Status: Completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.1.3 Two zonal education offices and four district education complexes constructed and furnished Progress/Status: 2 zonal offices and 3 distric education offices constructed and furnished Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.1.4 School management committee trained to assist school development and improve performance Progress/Status: Completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.1 PSPU is transformed into a PMQA unit and plan for a new school MQA system and unit is developed Progress/Status: Completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.2 New MQA system is implemented Progress/Status: Implemented Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.3 SPBMS is included in the MQA system Progress/Status: Included Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.4 Results of MQA system is validated by a third party Progress/Status: Completion targetted on 31 December 2013 Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.5 Training in SPBMS is conducted and materials are reproduced Progress/Status: 1400 field officers, 20,000 head teachers and 20,000 SMCs, trained. Materials annually reproduced Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.7 SPBMS is introduced in at least 30 madrasah Progress/Status: SPBMS introduced in 35 model madrasahs Data Source: Project reports Actual value: Output: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.6 SPBMS materials are adapted to needs of madrasah Progress/Status: Final workshop to complete planned in December 2013 Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.8 EMIS data are collected nationwide Progress/Status: In 2012 on-line data collection introduced. Data Source: Project reports Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.9 Four EMIS education research studies are completed Progress/Status: Not doen Data Source: Project reports Actual value: Output: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.10 Annual EMIS statistical reports are published from first year Progress/Status: First report published in April 2013, based on 2012 data Data Source: Project reports Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.11 GIS and DSHE links with BANBEIS are installed Progress/Status: Implemented Data Source: Project reports Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.2.12 School mapping is completed by second year Progress/Status: Implemented Data Source: Project reports Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.3.1 Job descriptions are developed Progress/Status: Developed Data Source: Project reports Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.3.2 Staff monitoring and evaluation processes are refined Progress/Status: Drafts completed Data Source: Project reports Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.3.3 HRM manuals are developed Progress/Status: Drafts completed Data Source: Project reports Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.3.5 Information seminars on new systems are conducted Progress/Status: Implemented Data Source: Project reports Actual value: Output: 1. Strengthened management and governance of secondary education 1.1 Decentralization of management responsibilities increased 1.2 MQA system established 1.3 Functional specialization implemented Indicator: 1.3.4 HRM personnel are trained in-house Progress/Status: Implemented Data Source: Project reports Baseline year: 2006 Baseline value: N Baseline year: 2006 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.1 Grades 6-8 and 11-12 curricula are reviewed and revised Progress/Status: completed Data Source: Quarterly progress reports Review missions Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.2 Curriculum teacher support guides are developed for the new grades 6-8 and 11-12 curricula Progress/Status: completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.3 Information on new curricula is disseminated to teachers Progress/Status: completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.4 Grades 6-12 madrasah curricula are modernized Progress/Status: completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.5 Madrasah teacher training, teaching, and learning materials associated with new curricula are developed Progress/Status: completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.6 Public information dissemination on new curricula is launched Progress/Status: completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.7 NCTB staffing rationalized to meet NCTB needs; services of personnel trained and hired under SESIP extended following performance review Progress/Status: SESIP personel extended Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.8 20 NCTB staff strengthened through local higher degree course Progress/Status: Provision transformed to Overseas short course training completed in 2009 Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.9 ICT subject and teaching and learning materials for grades 9-10 are refined Progress/Status: Completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.11 E-learning is piloted in 20 schools to support teaching of English, mathematics, and science Progress/Status: Completed in December 2013 Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.10 Teachers are trained to teach refined ICT subject Progress/Status: 600 teachers trained Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.12 Secondary madrasah education sector study is completed Progress/Status: Completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.13 Capacity of BMEB is assessed Progress/Status: Completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.14 Capacity strengthening plan for BMEB and related agencies is developed Progress/Status: Completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.1.15 Study tour of BMEB stakeholders in countries with modern madrasah education systems is undertaken Progress/Status: Completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.2.1 Training for trainers of examination question-setters, markers, and moderators for planned examination reforms is conducted Progress/Status: 474,276 teachers, including 7,938 moderators trained Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.2.2 New HSC examination papers are developed Progress/Status: Ongoing Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.2.3 Madrasah SSC-equivalent model examinations are developed Progress/Status: Ongoing Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.2.4 15 BISE staff are strengthened through local master's degree course Progress/Status: Provision transformed to overseas short-course in 2012 Data Source: Project reports Actual value: Output: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.3.2 SBA support is provided to schools by NCTB Progress/Status: Ongoing Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.3.1 Training and training materials are provided to grades 6-9 teachers Progress/Status: Completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.2.5 Research study comparing BISE examination standards is completed Progress/Status: Completed Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.3.3 Class-based assessment implemented in model madrasah Progress/Status: Implemented Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 2. Enhanced quality of secondary education 2.1 Secondary education curricula improved 2.2 National examinations reformed 2.3 Student assessment strengthened Indicator: 2.3.4 Information dissemination on SBA is launched Progress/Status: Done Data Source: Project reports Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YOutput: 3. Improved equity of access to secondary education 3.1 School facilities in underserved areas developed 3.2 Stipends given to students from poor families Indicator: 3.1.1 56 new schools constructed in underserved areas and recognized by Government for subventions Progress/Status: 52 completed, target changed to 66 Data Source: • Baseline data • Quarterly progress reports • Review missions • Field visits • EMIS • Copies of criteria, reports, plans, and other program Actual value: Output: 3. Improved equity of access to secondary education 3.1 School facilities in underserved areas developed 3.2 Stipends given to students from poor families Indicator: 3.1.2 250 overcrowded schools enrolling girls provided two additional classrooms, female toilets, and arsenic-free tube wells where lacking Progress/Status: 249 classrooms completed. 144 female toilets and arsenic free tube wells provided Data Source: • Baseline data • Quarterly progress reports • Review missions • Field visits • EMIS • Copies of criteria, reports, plans, and other program Actual value: Output: 3. Improved equity of access to secondary education 3.1 School facilities in underserved areas developed 3.2 Stipends given to students from poor families Indicator: 3.1.3 One model madrasah each is developed in 30 districts Progress/Status: 33 completed, target increased to 35 Data Source: • Baseline data • Quarterly progress reports • Review missions • Field visits • EMIS • Copies of criteria, reports, plans, and other program Actual value: Output: 3. Improved equity of access to secondary education 3.1 School facilities in underserved areas developed 3.2 Stipends given to students from poor families Indicator: 3.2.1 Poverty-targeted stipends are provided to up to 30% girls enrolled and 10% boys enrolled in 53 upazilas (subdistrict) Progress/Status: Ongoing, will continue until Jnue 2014 with government fund. 1201151 students of 2823 schools received stipend since start of the project Data Source: • Baseline data • Quarterly progress reports • Review missions • Field visits • EMIS • Copies of criteria, reports, plans, and other program Baseline year: 2005 Baseline value: N Baseline year: 2005 Baseline value: N Target year: 2013 Target value: YImproved efficiency, quality, and equity of access to education at the secondary level1. Gross secondary enrollment rates of boys and girls increase by 15% from its 2004 level in 2013 Progress/Status: 2004 : 44% 2011: 47.63% (B 43.44%, Girls 51.96%) Data Source: • EMIS data • Project reports • Copies of curricula Actual value: 2. Gross secondary enrollment rates of boys and girls are about equal in 2013 Progress/Status: 2011: (B 43.44%, Girls 51.96%) Data Source: • EMIS data • Project reports • Copies of curricula Base year: 2004 Baseline value: N3. Secondary enrollment in rural areas increases 10% from its 2004 level in 2013 Progress/Status: 2004: 47.7% 2010: 72.75% Data Source: • EMIS data • Project reports • Copies of curricula Actual value: 4. Grades 6-10 dropout rate maintained at its 2004 level in 2013 Progress/Status: 2005: 70% 2011: 56.25% Data Source: • EMIS data • Project reports • Copies of curricula Base year: 2004 Baseline value: N5. SSC pass rate increases from 47.7% in 2004 to 50% in 2013 Progress/Status: 2013: 89.03% Data Source: • EMIS data • Project reports • Copies of curricula Actual value: 6. HSC enrollment increases 10% from its 2004 level in 2013 Progress/Status: 1,593,618 students enrolled in 2011, 787,770 girls Data Source: • EMIS data • Project reports • Copies of curricula Actual value: 7. 50% of nongovernment schools with poor performance advised to improve in 2008, and at least 25% of schools performing poorly for 3 straight years stop receiving subventions from 2010 Progress/Status: Poor performing schools advised in June 2013 to improve performance Data Source: • EMIS data • Project reports • Copies of curricula Base year: 2004 Baseline value: N XM-DAC-46004-32234-023-LN2316Asian Development BankThe Railway Sector Investment Program which is based on the Government's Sector Roadmap and Investment Plan for 2007-2013 will improve the performance of the railway sector by implementing (i) a reform project of sector policy, organizational, and capacity building reforms to make Bangladesh Railway (BR) more commercially focused, and improve governance and accountability; and (ii) an investment project of infrastructure and rolling stock capacity improvement investments to overcome capacity bottlenecks in sectors where such investments are both economically and financially viable, e.g., the Dhaka-Chittagong and Dhaka-Darsana-Khulna corridors where it can support major direct investment. The reform and the investment projects are integrated as approval of investment subprojects will be dependent on the implementation of specific sector reform actions.Asian Development BankBangladesh RailwayAsian Development BankAsian Development BankMohammad Islamhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=32234-023 (Closed)&officer= mnazrulislam@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshArial Khan River23.91642 90.74279Tongi23.9 90.4Gazipur District25.25 89.5Jamuna24.00346 90.46118Jamtail24.35899 89.64997Hantubhanga23.96543 90.82296Ghorasal23.94129 90.63035Darsana23.53578 88.84827Brahmaputra River24.03333 90.98333Balu River23.72264 90.49942Arikhola23.92894 90.54927Sitalakhya River23.56973 90.53345Khulna22.80978 89.56439Bhairab Bazar24.0524 90.9764Dhaka23.7104 90.40744Ishurdi24.12858 89.06573Laksham23.24018 91.12143Parbatipur25.66369 88.93093Narsingdi23.92298 90.71768Sirajganj24.45771 89.70802Amirganj Railway station23.93417 90.76889Gazipur S.24.02 90.4Bogra24.85098 89.37108Kishorganj District24.41667 90.95Inclusive economic growthGovernance and capacity development100000000Asian Development BankBangladesh Railway91853720.34Asian Development BankBangladesh Railway80312.18Asian Development BankBangladesh Railway459408.29Asian Development BankBangladesh Railway1305609.87Asian Development BankBangladesh Railway710216.35Asian Development BankBangladesh Railway100445.95Asian Development BankBangladesh Railway831563.84Asian Development BankBangladesh Railway117876.15Asian Development BankBangladesh Railway566825.02Asian Development BankBangladesh Railway674212.45Asian Development BankBangladesh Railway3230638.71Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1917742.14Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway942823.30Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1007758.59Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1066256.23Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1126096.57Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1199961.69Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1305357.54Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1376744.31Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1448131.08Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1519517.80Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1590904.59Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1672489.44Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1754074.27Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1845857.17Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1937640.18Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2029423.09Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2131404.19Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2243583.39Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2355762.45Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2467941.64Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2590318.96Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2722894.37Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2855469.70Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2998243.14Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway3151214.72Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway3314384.47Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway3841613.70Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway293776.27Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway370050.89Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway372316.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway408094.98Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway501996.48Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway647501.27Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway818938.54Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway886065.36Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway958967.43Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1346641.30Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1471523.75Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1330744.51Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1030059.83Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway511053.71Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway340794.43Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway305762.10Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway310261.30Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway949327.82Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1896997.87Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2105783.98Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2022461.62Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1988150.91Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1551055.64Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1531332.90Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1230154.43Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh RailwayPerformanceFiduciaryOutput/s as listed by the project staff.Output: 2316: Double track between Tongi and Bhairab Bazar completed 2317: BR becomes a commercially focused rail service provider 2317: BR corporate governance is improved 2317: BR safety record is improved Indicator: 2316: Tongi-Bhairab Bazar railway line is completely double-tracked by 2015 Progress/Status: Ongoing. 84.99% progress as of 30 September 2014. Data Source: BR reports and consultant reports (including gender-responsive impact analysis) Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2015 Target value: YOutput: 2316: Double track between Tongi and Bhairab Bazar completed 2317: BR becomes a commercially focused rail service provider 2317: BR corporate governance is improved 2317: BR safety record is improved Indicator: 2317: New BR organizational structure complemented by new financial management and accounting systems as well as human resource systems implemented Progress/Status: Ongoing Data Source: Resettlement plan, FAM, consultant monitoring reports and external monitoring reports on resettlement implementation Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2015 Target value: YImprove the performance of the railways sector through enhanced efficiency2316: Train frequency in Dhaka-Chittagong corridor increased by 10% by 2008 Progress/Status: Construction of Tongi-Bhoirab Double line is completed in December 2015. Data Source: Bangladesh Railways reports and consultant reports (including gender-responsive impact analysis) Base year: 2007 Baseline value: N2316: Absolute volume railways for freight traffic increased by 115% for Dhaka-Chittagong corridor by 2015 Progress/Status: Construction of Tongi-Bhoirab Double line is completed in December 2015. Data Source: Resettlement Plan, Facility Administratio Manual, consultant monitoring reports and external monitoring reports on resettlement implementation Base year: 2007 Baseline value: N2317: Working ratio improved to 0.96 by 2013 and 0.85 by 2018 Progress/Status: 1.68 in FY2012/13 (Source: BR Information Book 2013) Base year: 2007 Baseline value: N XM-DAC-46004-32234-023-LN2317Asian Development BankThe Railway Sector Investment Program which is based on the Government's Sector Roadmap and Investment Plan for 2007-2013 will improve the performance of the railway sector by implementing (i) a reform project of sector policy, organizational, and capacity building reforms to make Bangladesh Railway (BR) more commercially focused, and improve governance and accountability; and (ii) an investment project of infrastructure and rolling stock capacity improvement investments to overcome capacity bottlenecks in sectors where such investments are both economically and financially viable, e.g., the Dhaka-Chittagong and Dhaka-Darsana-Khulna corridors where it can support major direct investment. The reform and the investment projects are integrated as approval of investment subprojects will be dependent on the implementation of specific sector reform actions.Asian Development BankBangladesh RailwayAsian Development BankAsian Development BankMohammad Islamhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=32234-023 (Closed)&officer= mnazrulislam@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshArial Khan River23.91642 90.74279Tongi23.9 90.4Gazipur District25.25 89.5Jamuna24.00346 90.46118Jamtail24.35899 89.64997Hantubhanga23.96543 90.82296Ghorasal23.94129 90.63035Darsana23.53578 88.84827Brahmaputra River24.03333 90.98333Balu River23.72264 90.49942Arikhola23.92894 90.54927Sitalakhya River23.56973 90.53345Khulna22.80978 89.56439Bhairab Bazar24.0524 90.9764Dhaka23.7104 90.40744Ishurdi24.12858 89.06573Laksham23.24018 91.12143Parbatipur25.66369 88.93093Narsingdi23.92298 90.71768Sirajganj24.45771 89.70802Amirganj Railway station23.93417 90.76889Gazipur S.24.02 90.4Bogra24.85098 89.37108Kishorganj District24.41667 90.95Inclusive economic growthGovernance and capacity development30000000Asian Development BankBangladesh Railway10004647.83Asian Development BankBangladesh Railway4814581.97Asian Development BankBangladesh Railway1006653.29Asian Development BankBangladesh Railway187474.59Asian Development BankBangladesh Railway333563.12Asian Development BankBangladesh Railway189489.42Asian Development BankBangladesh Railway529723.38Asian Development BankBangladesh Railway447226.03Asian Development BankBangladesh Railway238838.44Asian Development BankBangladesh Railway1326108.39Asian Development BankBangladesh Railway1626903.21Asian Development BankBangladesh Railway1966468.60Asian Development BankBangladesh Railway298271.17Asian Development BankBangladesh Railway250577.95Asian Development BankBangladesh Railway238122.67Asian Development BankBangladesh Railway301725.52Asian Development BankBangladesh Railway225914.41Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway575512.83Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway594072.68Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway594236.54Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway578915.05Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway573512.37Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway457853.50Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway465392.09Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway451678.16Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway451381.29Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway448044.03Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway446674.09Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway463102.14Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway468435.52Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway459132.01Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway437547.03Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway420012.90Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway441014.59Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway429084.98Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway430108.98Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway433022.49Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway441086.15Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway442442.98Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway448830.63Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway160063.06Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway66027.99Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway75625.54Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway75514.44Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway113156.31Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway60605.17Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway204406.29Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway127451.47Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway165843.63Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway148517.74Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway134181.17Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway132125.77Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway126838.97Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway139012.47Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway115742.05Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway127713.41Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway128522.82Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway122645.70Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway95223.38Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway91432.36Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway108518.92Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway100714.36Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway95199.71Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway77666.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway102165.13Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway78021.25Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh RailwayPerformanceFiduciaryOutput/s as listed by the project staff.Output: 2316: Double track between Tongi and Bhairab Bazar completed 2317: BR becomes a commercially focused rail service provider 2317: BR corporate governance is improved 2317: BR safety record is improved Indicator: 2316: Tongi-Bhairab Bazar railway line is completely double-tracked by 2015 Progress/Status: Ongoing. 84.99% progress as of 30 September 2014. Data Source: BR reports and consultant reports (including gender-responsive impact analysis) Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2015 Target value: YOutput: 2316: Double track between Tongi and Bhairab Bazar completed 2317: BR becomes a commercially focused rail service provider 2317: BR corporate governance is improved 2317: BR safety record is improved Indicator: 2317: New BR organizational structure complemented by new financial management and accounting systems as well as human resource systems implemented Progress/Status: Ongoing Data Source: Resettlement plan, FAM, consultant monitoring reports and external monitoring reports on resettlement implementation Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2015 Target value: YImprove the performance of the railways sector through enhanced efficiency2316: Train frequency in Dhaka-Chittagong corridor increased by 10% by 2008 Progress/Status: Construction of Tongi-Bhoirab Double line is completed in December 2015. Data Source: Bangladesh Railways reports and consultant reports (including gender-responsive impact analysis) Base year: 2007 Baseline value: N2316: Absolute volume railways for freight traffic increased by 115% for Dhaka-Chittagong corridor by 2015 Progress/Status: Construction of Tongi-Bhoirab Double line is completed in December 2015. Data Source: Resettlement Plan, Facility Administratio Manual, consultant monitoring reports and external monitoring reports on resettlement implementation Base year: 2007 Baseline value: N2317: Working ratio improved to 0.96 by 2013 and 0.85 by 2018 Progress/Status: 1.68 in FY2012/13 (Source: BR Information Book 2013) Base year: 2007 Baseline value: N XM-DAC-46004-36107-013-LN2332Asian Development BankBuilding on the first power sector development program approved in 2003, the policy loan aims to provide further support and incentives to the Government for power sector reform activities through financial stabilization of sector entities and their improved governance. The investment loan will be linked to the ongoing power sector reforms and will expand power supply capacity, enhance transmission network reliability, and improved quality of supply in Dhaka and surrounding areas. The entire exercise of the Sustainable Power Sector Development Program is to support economic growth of the country and gradually relieve the Government of financially supporting the power sector.Asian Development BankBangladesh Power Development Board (BPDB)Dhaka Electric Supply Company Ltd. (DESCO)Dhaka Power Distribution Company Ltd. (DPDC)Ministry of Power, Energy and Mineral ResourcesPower Grid Company of Bangladesh, Ltd. (PGCB)Asian Development BankAsian Development BankMohammed Zulyaminaynhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=36107-013 (Closed)&officer= mzulyaminayn@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshAminbazar23.78457 90.33013Meghnaghat23.60972 90.60139Gulshan23.7917 90.4167Mirpur23.805 90.366Narayanganj District23.75 90.58333University of Dhaka23.73155 90.3925Khulna22.80978 89.56439Dhaka23.7104 90.40744Sirajganj24.45771 89.70802Tongi23.89154 90.40232Dhaka Cantonment23.82444 90.40556Dhaka District23.81093 90.36542Governance and capacity developmentInclusive economic growth400000000Asian Development BankBangladesh Power Development Board (BPDB)349543385.90Asian Development BankBangladesh Power Development Board (BPDB)2953201.82Asian Development BankBangladesh Power Development Board (BPDB)7094917.87Asian Development BankBangladesh Power Development Board (BPDB)8796489.29Asian Development BankBangladesh Power Development Board (BPDB)634160.86Asian Development BankBangladesh Power Development Board (BPDB)9886532.78Asian Development BankBangladesh Power Development Board (BPDB)3557538.36Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)3777812.08Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)4138388.10Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)4324802.01Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)4548498.67Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)4772195.34Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)5033174.73Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)5294154.15Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)5555133.58Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)5816113.01Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)6114375.24Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)6412637.42Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)7083727.42Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)7419272.40Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)7792100.11Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)8202210.69Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)8612321.22Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)9022431.69Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)9469825.05Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)9954501.09Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)11520377.77Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)12116902.14Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)12713426.54Asian Development BankBangladesh Power Development Board (BPDB)13603300.78Asian Development BankBangladesh Power Development Board (BPDB)1255601.36Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)1495378.41Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)1428753.42Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)1404380.16Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)1647846.33Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)2296563.11Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)2709206.92Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)3103232.86Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)3244982.83Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)4050242.54Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)4872938.68Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)5207754.97Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)3462855.31Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)1336686.25Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)1156120.46Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)1034093.07Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)1585489.80Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)5410955.11Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)7193188.63Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)7472522.65Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)5406723.94Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)5079023.66Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)4110191.06Asian Development BankBangladesh Power Development Board (BPDB)PerformanceFiduciaryOutput/s as listed by the project staff.Output: Construction and augmentation of transmission systems Indicator: 400kV double circuit overhead transmission line from Meghnaghat to Aminbazar and associated bay extensions Progress/Status: Completed Data Source: Quarterly progress reports Actual value: Output: Construction and augmentation of transmission systems Indicator: Augmentation of 230kV double-circuit transmission line from Aminbazar to Old Dhaka Airport and associated substations in Old Dhaka Airport and Dhaka University Areas Progress/Status: Completed Actual value: Output: Construction and augmentation of transmission systems Indicator: 158 km in three 132-kV single circuit transmission lines and associated substations in western and northwestern parts of the country Progress/Status: Completed Actual value: Output: Construction of clean natural gas-fired power plants Indicator: 150MW peaking power plant and associated facilities in Sirajganj Progress/Status: Completed. Data Source: Quarterly progress reports Actual value: Output: Construction of clean natural gas-fired power plants Indicator: 150 MW peaking power plant and associated facilities in Khulna Progress/Status: Completed. Actual value: Output: Construction of clean natural gas-fired power plants Indicator: 132k GT sub-station and 132kV double circuit underground cable for power evacuation from 150 MW Khulna Plant Progress/Status: Completed. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2013 Target value: YOutput: Distribution system upgraded in DESCO Area Indicator: About 450 MVA of additional distribution capacity to connect about 110,000 new consumers (domestic, commercial, irrigation, industrial and others) Progress/Status: Completed. Data Source: Quarterly progress reports Actual value: Output: Distribution system upgraded in DPDC Area Indicator: Reinforcement, renovation,and augmentation of 10 existing 33/11 kV substations Progress/Status: Completed Data Source: Quarterly progress Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: Distribution system upgraded in DPDC Area Indicator: Development of new 132/33 kV and 33/11 kV substaitons Progress/Status: Completed. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: Distribution system upgraded in DPDC Area Indicator: Installation of 132/33 kV ,50/75 MVA transformers Progress/Status: Completed. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: Distribution system upgraded in DPDC Area Indicator: Upgradation of Shaympur Bangladesh Small and Cottage Industries Corporation 11kV switching station to a regular 33/11 kV substation Progress/Status: Completed and commissioned on 21 March 2011. 225 MVA distribution capacity added. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: Financial restructuring of power sector entities with increased public-private partnership Indicator: Government approval of the financial restructuring plan Progress/Status: Complied in 2007 under the program loan. Data Source: Review mission reports Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2007 Target value: YOutput: Financial restructuring of power sector entities with increased public-private partnership Indicator: Settlement of unfunded pension liabilities for the newly corporatized entities Progress/Status: Complied in 2008 under the program loan. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2008 Target value: YOutput: Financial restructuring of power sector entities with increased public-private partnership Indicator: Reduction of Government's and its autonomous and semiautonomous agencies' outstanding electricity dues to less than Tk1.0 billion and Tk2.5 billion, respectively Progress/Status: Complied in 2007 under the program loan. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2007 Target value: YOutput: Financial restructuring of power sector entities with increased public-private partnership Indicator: Partial off-loading of PGCB and DESCO shares Progress/Status: Complied in 2007 under the program loan . Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2007 Target value: YOutput: Fully functional legal and regulatory framework Indicator: Strengthened operation of Bangladesh Energy Regulatory Commission (BERC) Progress/Status: Chairman and all Members were appointed and staffs partly recruited. Data Source: Review mission reports Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2007 Target value: YOutput: Institutional Capacity Development Indicator: Enhanced corporate management mechanism in business plan, investment and financial plan, funds mobilization, and commercialization Progress/Status: Activities under the project were completed. Data Source: Quarterly progress reports Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: Institutional Capacity Development Indicator: Introduction of advance information and communication technology systems as e-procurement and management information system Progress/Status: Activities under the project were completed. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: Institutional Capacity Development Indicator: Regular updates of demand forecasts; preparation of power system master plan for generation, transmission, and distribution Progress/Status: Activities under the project were completed. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: Institutional Capacity Development Indicator: Preparation of future investment projects based on the least-cost development plan Progress/Status: Activities under the project were completed. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: Institutional Capacity Development Indicator: Enhanced predictability, accountability, transparency, and stakeholder participation in the business process Progress/Status: Activities under the project were completed. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: Institutional Capacity Development Indicator: Improved quality of service and customer relations Progress/Status: Activities under the project were completed. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: Institutional Capacity Development Indicator: Improvements in operational efficiency and reliability of power supply Progress/Status: Activities under the project were completed. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: Institutional Capacity Development Indicator: Optimally skilled human resources in the power sector with adequate capacity for planning, engineering, procurement, construction supervision, and operation and maintenance of power supply systems Progress/Status: Activities under the project were completed. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YReforms: 1. Improved power sector sustainability through financial and organizational restructuring Clean Energy Power Supply Capacity Expansion and Efficiency Improvements: 2. Expanded peak generation capacity and reduction of load shedding 3. Improved power transmission capacity and reduction of transmission system losses 4. Dhaka area distribution system efficiency improvements Institutional capacity developmentAdditional peak load generating capacity of 300MW Progress/Status: Added 300 MW of additional power generation capacity Data Source: • Quarterly project progress reports • National statistics on power supply • Project completion report Actual value: Load shedding reduced from 770MW in 2005 to less than 470MW Progress/Status: Target achieved Actual value: Addition of power transmission capacity by 900MVA Progress/Status: 900 MVA transmission capacity added in western and northwestern part of Bangladesh Actual value: Transmission system losses reduced from 3.4% in 2005 to 3.2% Progress/Status: Target achieved Actual value: Reduction of distribution losses of DESCO from 16.7% in 2005 to 12.0% Progress/Status: Achieved. Actual value: Reduction of distribution losses of DESA/DPDC from 30.0% in 2005 to 20.0% Progress/Status: Achieved. Actual value: Improved reliability and quality of power supply for 820,000 existing and 230,000 new consumers Progress/Status: Target over-achieved. Base year: 2007 Baseline value: NEnhanced competitiveness of power sector entities in corporate and financial management, information and communication technology, long-term planning, governance, customer relations, and research and development. Progress/Status: Achieved and further development ongoing. Base year: 2007 Baseline value: NDetailed medium-term roadmap for power sector reforms Progress/Status: In progress Base year: 2007 Baseline value: NEstablishment by 2007 of a long-term planning mechanism for power sector operations based on a detailed sector reform road map, a long-term power system master plan, and a sector-wide capacity building program Progress/Status: A Power System Master Plan has been prepared by February 2011. Detailed road map under preparation based on this master plan. Base year: 2007 Baseline value: NFully staffed BERC and licensing and tariff regulations in place by 2007 Progress/Status: BERC has been largely staffed and operational with licensing and tariff sttings. Base year: 2007 Baseline value: NFinancial self-reliance of power sector entities by 2010 Progress/Status: Ongoing through upward revision of relevant tariffs. Base year: 2007 Baseline value: NBPDB and DESA converted to corporatized entities by 2007 Progress/Status: DESA has been corporatized to DPDC and functional from 1 July 2008. Govt. is committed to restructure BPDB. Base year: 2007 Baseline value: NInitiation of fund raising from local capital market for power sector development, and 50% of new generation capacity from private sector Progress/Status: Generation capacity by private sector has increased to 3771 MW (47.77% of the capacity). Base year: 2007 Baseline value: N XM-DAC-46004-36107-013-LN2333Asian Development BankBuilding on the first power sector development program approved in 2003, the policy loan aims to provide further support and incentives to the Government for power sector reform activities through financial stabilization of sector entities and their improved governance. The investment loan will be linked to the ongoing power sector reforms and will expand power supply capacity, enhance transmission network reliability, and improved quality of supply in Dhaka and surrounding areas. The entire exercise of the Sustainable Power Sector Development Program is to support economic growth of the country and gradually relieve the Government of financially supporting the power sector.Asian Development BankBangladesh Power Development Board (BPDB)Dhaka Electric Supply Company Ltd. (DESCO)Dhaka Power Distribution Company Ltd. (DPDC)Ministry of Power, Energy and Mineral ResourcesPower Grid Company of Bangladesh, Ltd. (PGCB)Asian Development BankAsian Development BankMohammed Zulyaminaynhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=36107-013 (Closed)&officer= mzulyaminayn@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshAminbazar23.78457 90.33013Meghnaghat23.60972 90.60139Gulshan23.7917 90.4167Mirpur23.805 90.366Narayanganj District23.75 90.58333University of Dhaka23.73155 90.3925Khulna22.80978 89.56439Dhaka23.7104 90.40744Sirajganj24.45771 89.70802Tongi23.89154 90.40232Dhaka Cantonment23.82444 90.40556Dhaka District23.81093 90.36542Governance and capacity developmentInclusive economic growth5000000Asian Development BankBangladesh Power Development Board (BPDB)2580952.87Asian Development BankBangladesh Power Development Board (BPDB)631464.02Asian Development BankBangladesh Power Development Board (BPDB)410068.80Asian Development BankBangladesh Power Development Board (BPDB)70434.50Asian Development BankBangladesh Power Development 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Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)12328.84Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)13432.17Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)0.00Asian Development BankBangladesh Power Development Board (BPDB)13621.52Asian Development BankBangladesh Power Development Board (BPDB)PerformanceFiduciaryOutput/s as listed by the project staff.Output: Construction and augmentation of transmission systems Indicator: 400kV double circuit overhead transmission line from Meghnaghat to Aminbazar and associated bay extensions Progress/Status: Completed Data Source: Quarterly progress reports Actual value: Output: Construction and augmentation of transmission systems Indicator: Augmentation of 230kV double-circuit transmission line from Aminbazar to Old Dhaka Airport and associated substations in Old Dhaka Airport and Dhaka University Areas Progress/Status: Completed Actual value: Output: Construction and augmentation of transmission systems Indicator: 158 km in three 132-kV single circuit transmission lines and associated substations in western and northwestern parts of the country Progress/Status: Completed Actual value: Output: Construction of clean natural gas-fired power plants Indicator: 150MW peaking power plant and associated facilities in Sirajganj Progress/Status: Completed. Data Source: Quarterly progress reports Actual value: Output: Construction of clean natural gas-fired power plants Indicator: 150 MW peaking power plant and associated facilities in Khulna Progress/Status: Completed. Actual value: Output: Construction of clean natural gas-fired power plants Indicator: 132k GT sub-station and 132kV double circuit underground cable for power evacuation from 150 MW Khulna Plant Progress/Status: Completed. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2013 Target value: YOutput: Distribution system upgraded in DESCO Area Indicator: About 450 MVA of additional distribution capacity to connect about 110,000 new consumers (domestic, commercial, irrigation, industrial and others) Progress/Status: Completed. Data Source: Quarterly progress reports Actual value: Output: Distribution system upgraded in DPDC Area Indicator: Reinforcement, renovation,and augmentation of 10 existing 33/11 kV substations Progress/Status: Completed Data Source: Quarterly progress Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: Distribution system upgraded in DPDC Area Indicator: Development of new 132/33 kV and 33/11 kV substaitons Progress/Status: Completed. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: Distribution system upgraded in DPDC Area Indicator: Installation of 132/33 kV ,50/75 MVA transformers Progress/Status: Completed. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: Distribution system upgraded in DPDC Area Indicator: Upgradation of Shaympur Bangladesh Small and Cottage Industries Corporation 11kV switching station to a regular 33/11 kV substation Progress/Status: Completed and commissioned on 21 March 2011. 225 MVA distribution capacity added. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: Financial restructuring of power sector entities with increased public-private partnership Indicator: Government approval of the financial restructuring plan Progress/Status: Complied in 2007 under the program loan. Data Source: Review mission reports Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2007 Target value: YOutput: Financial restructuring of power sector entities with increased public-private partnership Indicator: Settlement of unfunded pension liabilities for the newly corporatized entities Progress/Status: Complied in 2008 under the program loan. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2008 Target value: YOutput: Financial restructuring of power sector entities with increased public-private partnership Indicator: Reduction of Government's and its autonomous and semiautonomous agencies' outstanding electricity dues to less than Tk1.0 billion and Tk2.5 billion, respectively Progress/Status: Complied in 2007 under the program loan. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2007 Target value: YOutput: Financial restructuring of power sector entities with increased public-private partnership Indicator: Partial off-loading of PGCB and DESCO shares Progress/Status: Complied in 2007 under the program loan . Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2007 Target value: YOutput: Fully functional legal and regulatory framework Indicator: Strengthened operation of Bangladesh Energy Regulatory Commission (BERC) Progress/Status: Chairman and all Members were appointed and staffs partly recruited. Data Source: Review mission reports Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2007 Target value: YOutput: Institutional Capacity Development Indicator: Enhanced corporate management mechanism in business plan, investment and financial plan, funds mobilization, and commercialization Progress/Status: Activities under the project were completed. Data Source: Quarterly progress reports Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: Institutional Capacity Development Indicator: Introduction of advance information and communication technology systems as e-procurement and management information system Progress/Status: Activities under the project were completed. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: Institutional Capacity Development Indicator: Regular updates of demand forecasts; preparation of power system master plan for generation, transmission, and distribution Progress/Status: Activities under the project were completed. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: Institutional Capacity Development Indicator: Preparation of future investment projects based on the least-cost development plan Progress/Status: Activities under the project were completed. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: Institutional Capacity Development Indicator: Enhanced predictability, accountability, transparency, and stakeholder participation in the business process Progress/Status: Activities under the project were completed. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: Institutional Capacity Development Indicator: Improved quality of service and customer relations Progress/Status: Activities under the project were completed. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: Institutional Capacity Development Indicator: Improvements in operational efficiency and reliability of power supply Progress/Status: Activities under the project were completed. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: Institutional Capacity Development Indicator: Optimally skilled human resources in the power sector with adequate capacity for planning, engineering, procurement, construction supervision, and operation and maintenance of power supply systems Progress/Status: Activities under the project were completed. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YReforms: 1. Improved power sector sustainability through financial and organizational restructuring Clean Energy Power Supply Capacity Expansion and Efficiency Improvements: 2. Expanded peak generation capacity and reduction of load shedding 3. Improved power transmission capacity and reduction of transmission system losses 4. Dhaka area distribution system efficiency improvements Institutional capacity developmentAdditional peak load generating capacity of 300MW Progress/Status: Added 300 MW of additional power generation capacity Data Source: • Quarterly project progress reports • National statistics on power supply • Project completion report Actual value: Load shedding reduced from 770MW in 2005 to less than 470MW Progress/Status: Target achieved Actual value: Addition of power transmission capacity by 900MVA Progress/Status: 900 MVA transmission capacity added in western and northwestern part of Bangladesh Actual value: Transmission system losses reduced from 3.4% in 2005 to 3.2% Progress/Status: Target achieved Actual value: Reduction of distribution losses of DESCO from 16.7% in 2005 to 12.0% Progress/Status: Achieved. Actual value: Reduction of distribution losses of DESA/DPDC from 30.0% in 2005 to 20.0% Progress/Status: Achieved. Actual value: Improved reliability and quality of power supply for 820,000 existing and 230,000 new consumers Progress/Status: Target over-achieved. Base year: 2007 Baseline value: NEnhanced competitiveness of power sector entities in corporate and financial management, information and communication technology, long-term planning, governance, customer relations, and research and development. Progress/Status: Achieved and further development ongoing. Base year: 2007 Baseline value: NDetailed medium-term roadmap for power sector reforms Progress/Status: In progress Base year: 2007 Baseline value: NEstablishment by 2007 of a long-term planning mechanism for power sector operations based on a detailed sector reform road map, a long-term power system master plan, and a sector-wide capacity building program Progress/Status: A Power System Master Plan has been prepared by February 2011. Detailed road map under preparation based on this master plan. Base year: 2007 Baseline value: NFully staffed BERC and licensing and tariff regulations in place by 2007 Progress/Status: BERC has been largely staffed and operational with licensing and tariff sttings. Base year: 2007 Baseline value: NFinancial self-reliance of power sector entities by 2010 Progress/Status: Ongoing through upward revision of relevant tariffs. Base year: 2007 Baseline value: NBPDB and DESA converted to corporatized entities by 2007 Progress/Status: DESA has been corporatized to DPDC and functional from 1 July 2008. Govt. is committed to restructure BPDB. Base year: 2007 Baseline value: NInitiation of fund raising from local capital market for power sector development, and 50% of new generation capacity from private sector Progress/Status: Generation capacity by private sector has increased to 3771 MW (47.77% of the capacity). Base year: 2007 Baseline value: N XM-DAC-46004-36107-023-LN2334Asian Development BankThe Program aims to promote sustained economic growth by providing further support and incentives to the Government for continued power sector reform activities through financial and organizational restructuring, improved sector governance, promotion of private sector participation, and capacity development.Asian Development BankMinistry of FinanceMinistry of Power, Energy and Mineral ResourcesAsian Development BankAsian Development BankHazel Verianhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=36107-023 (Closed)&officer= PBSONG@GMAIL.COM&division= Energy Division, SARD&projectcountry= BangladeshBangladesh24 90Governance and capacity developmentInclusive economic growthPrivate sector development60000000Asian Development BankMinistry of Finance63997158.49Asian Development BankMinistry of Finance1798950.29Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1764593.47Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1743395.70Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1751296.44Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1719341.08Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1763291.33Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1838845.72Asian Development BankMinistry of 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Finance0.00Asian Development BankMinistry of Finance341526.49Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance390852.40Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance423416.58Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance317453.41Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance348102.10Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance328512.59Asian 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BankMinistry of Finance215294.46Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance198112.25Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance155965.04Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance110782.62Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance135177.29Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance139387.58Asian Development BankMinistry of FinancePolicyPerformanceFiduciaryOutput/s as listed by the project staff.Output indicators are in the Completion Report: https://www.adb.org/sites/default/files/project-document/197476/36107-013-pcr.pdfLoan 2334: 100% of contracts awarded and 100% disbursed as of 17 Jun 2022 XM-DAC-46004-37017-013-LN2362Asian Development BankThe Good Governance Program is expected to contribute to economic growth and enhanced public access to effective public services to the citizens of Bangladesh. The key outcome of the Program will be improved governance and lower incidence of corruption in the public sector of Bangladesh. This will be reflected in: (i) increased consensus on good governance, integrity and anticorruption reforms in the country; (ii) increased performance of and transparency within key institutions mandated to fight and prevent corruption such as the ACC, judiciary, prosecution, as well as the civil society, and the private sector; (ii) mainstreaming of initiatives on good governance and anticorruption within selected sectoral level agencies vital to public services; and (iv) strengthening of corruption prevention mechanisms such as the Office of Ombudsman, and legal, institutional framework for whistleblower protection, and right to information.Asian Development BankCabinet Division Government of BangladeshAsian Development BankAsian Development BankGobinda Barhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=37017-013 (Closed)&officer= gbar@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90Governance and capacity developmentInclusive economic growth150000000Asian Development BankCabinet Division Government of Bangladesh105506188.20Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh40837575.63Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh4311162.40Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh4276466.83Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh4151814.50Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh4301525.51Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh4438569.59Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh4256578.20Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh4244061.18Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh4182621.49Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh4117974.50Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh4323156.40Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh4339675.20Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh4316819.11Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh3924110.73Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh4123907.76Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh4014680.01Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh4050045.67Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh4112892.95Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh4080340.22Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh4179930.19Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh4150130.69Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh5668730.57Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh534132.29Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh524451.14Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh470521.06Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh471568.72Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh465565.17Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh698341.36Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh647691.31Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh637452.82Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh576050.29Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh563053.43Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh856455.17Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh813253.57Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh792320.58Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh644172.75Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh808968.12Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh625562.94Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh609258.38Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh379784.56Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh610432.86Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh406513.28Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh423645.46Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh356178.46Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh509444.20Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh455956.42Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of Bangladesh0.00Asian Development BankCabinet Division Government of BangladeshPolicyPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Vision, Strategy, and Procedures, including NIS, UNCAC, amended Anticorruption Commission Act, and strengthened Anticorruption Commission Indicator: Approved NIS with detailed action plan (including targets for UNCAC implementation). Progress/Status: NIS was approved by Cabinet in October 2012 with detailed action plan for all relevant institutions. Data Source: Cabinet directives and decisions Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 1. Vision, Strategy, and Procedures, including NIS, UNCAC, amended Anticorruption Commission Act, and strengthened Anticorruption Commission Indicator: Gazetted amended Anticorruption Commission Act in line with UNCAC, and gazetted rules of procedures for Anticorruption Commission Act. Progress/Status: ACC act of 2004 is consistent with UNCAC and rules have been framed consistent with ACC act. Data Source: UN reports on UNCAC implementation in Bangladesh; official gazette Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 1. Vision, Strategy, and Procedures, including NIS, UNCAC, amended Anticorruption Commission Act, and strengthened Anticorruption Commission Indicator: Performance indicators on vulnerabilities to corruption in departmental work are approved. Progress/Status: Vulnerability to Corruption (VC) were carried out in 2009-10 in 6 departments / agencies. Performance indicators need to be established. Data Source: Gazetted notices Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 1. Vision, Strategy, and Procedures, including NIS, UNCAC, amended Anticorruption Commission Act, and strengthened Anticorruption Commission Indicator: NIAC established and holds regular meetings. Progress/Status: NIS was approved by Cabinet in October 2012 and NIAC has been formed with PM as the Chair and an Executive Committee with FM as the Chair. NIAC meetings are held regularly to implement NIS in all government departments and agencies. Data Source: Cabinet directives and decisions Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 1. Vision, Strategy, and Procedures, including NIS, UNCAC, amended Anticorruption Commission Act, and strengthened Anticorruption Commission Indicator: NIS implementation reports are published regularly. Progress/Status: As above Data Source: NIS reports; reports of review missions Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 1. Vision, Strategy, and Procedures, including NIS, UNCAC, amended Anticorruption Commission Act, and strengthened Anticorruption Commission Indicator: Anticorruption Commission performance (as measured by, e.g., case disposal time) shows yearly increase. Progress/Status: General improvement in ACC performance noted. Data Source: Anticorruption Commission reports and records Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 1. Vision, Strategy, and Procedures, including NIS, UNCAC, amended Anticorruption Commission Act, and strengthened Anticorruption Commission Indicator: Effective decentralized system of operations in anticorruption Progress/Status: Decentralized operations in place Data Source: Anticorruption Commission reports Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 1. Vision, Strategy, and Procedures, including NIS, UNCAC, amended Anticorruption Commission Act, and strengthened Anticorruption Commission Indicator: Levels of complaints disposal by Anticorruption Commission increases each year. Progress/Status: Generally valid with some exceptions Data Source: Anticorruption Commission reports and records Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 1. Vision, Strategy, and Procedures, including NIS, UNCAC, amended Anticorruption Commission Act, and strengthened Anticorruption Commission Indicator: Realistic performance management schemes (at ACC, JSC) Progress/Status: Good progress made Data Source: Records of ACC, JSC, and Ministry of Finance Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 2. Enforcement and Sanction Mechanisms, including strengthened judiciary, and improved prosecution services Indicator: Gazetted amendments to Code of Criminal Procedure to make judiciary independent. Progress/Status: Done Data Source: Official gazette Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 2. Enforcement and Sanction Mechanisms, including strengthened judiciary, and improved prosecution services Indicator: Implementable staffing and human resource development plans for JSC, judiciary, and prosecution service. Progress/Status: Done for JSC and Judiciary but prosecution service not yet implemented Data Source: Annual performance reviews Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 2. Enforcement and Sanction Mechanisms, including strengthened judiciary, and improved prosecution services Indicator: Performance indicators for judiciary are revised and implemented. Progress/Status: Done Data Source: Supreme Court reports Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 2. Enforcement and Sanction Mechanisms, including strengthened judiciary, and improved prosecution services Indicator: Published annual reports indicating performance (such as disposal of corruption cases). Progress/Status: Reports prepared Data Source: Supreme Court documents Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 2. Enforcement and Sanction Mechanisms, including strengthened judiciary, and improved prosecution services Indicator: Practical and realistic monitoring and reporting protocols at the Supreme Court Progress/Status: Reporting and monitoring protocols are deemed to be more or less adequate although they haven't been substantially revamped Data Source: Program Steering Committee records, and Supreme Court records Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 2. Enforcement and Sanction Mechanisms, including strengthened judiciary, and improved prosecution services Indicator: Submitted declarations of asset statements by those in the judiciary. Progress/Status: Fulfilled for lower judiciary Data Source: Supreme Court and National Board of Revenue records Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 2. Enforcement and Sanction Mechanisms, including strengthened judiciary, and improved prosecution services Indicator: Improvements in judicial facilities, and sufficient resources for operations. Progress/Status: There are adequate resources. Large infrastructure project implemented in most disctricts for construction of court buildings for judges. Data Source: Supreme Court records; budget statements Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 2. Enforcement and Sanction Mechanisms, including strengthened judiciary, and improved prosecution services Indicator: JSC fills judicial vacancies in a timely manner. Progress/Status: Fulfilled Data Source: JSC records Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 2. Enforcement and Sanction Mechanisms, including strengthened judiciary, and improved prosecution services Indicator: A separate prosecution service is established with adequate budget. Progress/Status: This condition/action was waived by ADB Board in September 2018. Data Source: Law ministry records; budget statements Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 3. Prevention Mechanisms, including focused anticorruption interventions, accountability mechanisms in line ministries, and grievance redress mechanisms Indicator: Strategic plan for CPA reforms. Progress/Status: Accomplished Data Source: Ministry of Shipping and CPA records Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 3. Prevention Mechanisms, including focused anticorruption interventions, accountability mechanisms in line ministries, and grievance redress mechanisms Indicator: VCAs in selected agencies. Progress/Status: Completed Data Source: Agency reports Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 3. Prevention Mechanisms, including focused anticorruption interventions, accountability mechanisms in line ministries, and grievance redress mechanisms Indicator: Corruption risk mitigation strategies in place in at least half the Government agencies. Progress/Status: Accomplished Data Source: Agency reports Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 3. Prevention Mechanisms, including focused anticorruption interventions, accountability mechanisms in line ministries, and grievance redress mechanisms Indicator: Gazetted right to information, and whistleblower protection legislation. Progress/Status: RTI and whistleblower protection has been enacted and gazetted. Data Source: Official gazette Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 3. Prevention Mechanisms, including focused anticorruption interventions, accountability mechanisms in line ministries, and grievance redress mechanisms Indicator: Sector plans to deal with vulnerabilities to corruption are put in place and budgeted for. Progress/Status: These plans have been put in place for 5 key sectors (such as railways, port, power, helath, education, etc.) Data Source: Relevant legislative hearings on sector agency work; sectoral budget allocations Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 3. Prevention Mechanisms, including focused anticorruption interventions, accountability mechanisms in line ministries, and grievance redress mechanisms Indicator: Complaints handling mechanisms established at all levels of government. Progress/Status: Certainly evident in line ministries and the central agencies through the work of the Cabinet Division Data Source: Community level reports on cases or incidence of corruption and mismanagement; agency reports; submissions at www.ekhonishomoy.net Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 3. Prevention Mechanisms, including focused anticorruption interventions, accountability mechanisms in line ministries, and grievance redress mechanisms Indicator: Transparent and merit-based examination and quota system in the Bangladesh Civil Service Progress/Status: The transparency has been increased greatly by PSC Data Source: Program Steering Committee reports, records from the Ministry of Establishment Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YOutput: 3. Prevention Mechanisms, including focused anticorruption interventions, accountability mechanisms in line ministries, and grievance redress mechanisms Indicator: Office of ombudsman adequately resourced Progress/Status: This tranche condition was waived by ADB Board as the government implemented complimentary measures. Data Source: Budget statement Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2011 Target value: YImproved governance and lower incidence of corruption in the public sector in BangladeshDemonstrated Government commitment to implementation of the NIS and UNCAC provisions through increased budgetary allocations. Progress/Status: Ministry of Finance has indeed made increased budgetary allocations to relevant agencies Data Source: Cabinet documents; budget statements UN reports on UNCAC program implementation status Base year: 2007 Baseline value: YCabinet Division and office of the registrar (Supreme Court) better able to manage good governance projects throughout the public sector Progress/Status: On track Data Source: Reports of the auditor general, program steering committee reports Base year: 2007 Baseline value: NNIS is adopted by departments resulting in better management of grievance processes and use of resources, as verified by auditor general's report. Progress/Status: NIS was approved by Cabinet in October 2012 and NIAC has been formed with PM as the Chair, and an Executive Committee with FM as the Chair. NIAC meeting held in March 2013 took decisions to implement NIS in all government departments and agencies. An ethics committee and a focal point have been appointed in 56 ministries/division and all Government offices. Data Source: Reports of auditor general Base year: 2007 Baseline value: NAnticorruption Commission Act of 2004 amended to give Anticorruption Commission clearer powers and greater independence. Progress/Status: Amendments made in different times since 2004 either did not curtail the authority or independence of ACC or the court nullified the initiatives by issuing decrees. Data Source: Official Gazette; Review mission reports Base year: 2007 Baseline value: NYearly increase in corruption cases investigated and prosecuted by Anticorruption Commission. Progress/Status: Generally on track Data Source: Anticorruption Commission documents Base year: 2007 Baseline value: NAll judicial sector appointments and personnel matters unbundled from the PSC. Progress/Status: Fully implemented Data Source: JSC documents and Review mission reports Base year: 2007 Baseline value: NYearly reduction in time taken to resolve corruption cases. Progress/Status: The ACC reports some reduction in time in disposal of corruption cases Data Source: Supreme Court annual reports Base year: 2007 Baseline value: NCode of conduct adhered to, and monitored, at the Supreme Court and in district courts. Progress/Status: Generally on track Data Source: Supreme Court annual reports Base year: 2007 Baseline value: NAll departments have fully operational accountability mechanisms or units. Progress/Status: All ministries and government agencies have grievance redress mechanisms Data Source: Community level reports on incidence of corruption and mismanagement Base year: 2007 Baseline value: NA functional office of ombudsman handles maladministration and handles cases of petty corruption. Progress/Status: This tranche condition was waived by ADB Board as the government implemented complimentary measures. Data Source: Ombudsman report; budget documents Base year: 2007 Baseline value: N XM-DAC-46004-35049-023-LN2375Asian Development BankThe southwest zone of Bangladesh is separated from other parts of the country, especially from the north central zone where the national capital of Dhaka is located, by the Padma river. Although there have been improvements and developments of the road network of the southwest zone, links with the rest of the country across the Padma river are still via ferries. Transport capacity of ferry services is very limited, and waiting time at ferry ghats is about one hour for buses/light vehicles and two hours for trucks. In addition, riverbanks of the Padma river are very unstable and the river width changes frequently, which results in approach ghats being temporarily depending on the seasons. Therefore, expansion of existing ferry terminals is difficult due to these unstable river conditions. Moreover, there is an urgent need to replace existing dangerous ferry/launch operations between Dhaka and the southwest region by more safety and reliable surface transport system. Overloaded vessels frequently sink in this waterway route passing through near the risky-prone zone of turbulent confluence of the Padma and Meghna rivers. The social, economic and industrial underdevelopment of the southwest zone, which encompasses Bangladesh's second major port, Mongla, its third main city, Khulna, and the inland port at Benapole, is in part due to difficult access across the Padma river to the rest of the country. If a bridge to cross the Padma River is constructed, it will certainly strengthen the linkage between the southwest and north central zones. A highway bridge, in particular, will improve and enhance the freight and passenger transportation between Dhaka and major points in the southwest zone and contribute substantially to the regional development of the southwest zone as well as to national economic growth. The TA Loan will assist the Government in preparing the detailed engineering documents and procurement of the Padma Bridge construction.Asian Development BankBangladesh Bridge AuthorityAsian Development BankAsian Development BankHideaki Iwasakihttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=35049-023 (Closed)&officer= hiwasaki@adb.org&division= Transport and Communications Division, SARD&projectcountry= BangladeshBangladesh24 90Environmentally sustainable growth17600000Asian Development BankBangladesh Bridge Authority17182684.45Asian Development BankBangladesh Bridge Authority327451.57Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority315224.85Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge 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BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority322698.47Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority321354.65Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority320639.69Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge 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BankBangladesh Bridge Authority83427.83Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority51436.37Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority78011.33Asian Development BankBangladesh Bridge Authority-27.08Asian Development BankBangladesh Bridge Authority27.08Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority58804.89Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge AuthorityPerformanceFiduciaryOutput/s as listed by the project staff.Output: Detailed design Indicator: Detailed design reports and design certificates including the methodology and procedures for poverty impact assessment by June 2009 Target year: 2009Output: Environmental impact assessment Resettlement plan Land acquisition plan Indicator: Construction contract documentation by February 2010 Target year: 2009Output: Scheme designs Indicator: Scheme design report by June 2008 Data Source: ADB missions to monitor the implementation of the project Target year: 2008Output: Technical studies Indicator: Interpretative reports for technical studies (including additional studies) by October 2008 Data Source: Consultant's progress report Target year: 2008Output: Tender action Indicator: Tender documents by August 2009 Target year: 2009Detailed design of the Padma bridge and other auxiliary works agreed by the Government and ADBSubmission of acceptable detailed design by June 2009 Data Source: ADB review missions Project completion report XM-DAC-46004-39405-013-LN2382Asian Development BankThe overall expected impact of the Dhaka Water Supply Sector Development Program (DWSSDP) is to contribute to sustained economic growth and public health improvement, in urban water supply sector, particularly in Dhaka Metropolitan Area, through improvement of living standard in the basic human needs by improving the water supply. The supply of clean water will impact on reduction in child mortality and improvement of general health, conversion to economic activity by saving time to fetch and to store water, and conservation of precious natural resources-the surface and ground water. The program and project loans are designed to complement each other in achieving progress in these key sector objectives.Asian Development BankDhaka Water Supply and Sewerage AuthorityMinistry of FinanceMinistry of Local Government, Rural Development, and Co-operativesAsian Development BankAsian Development BankPedro Miguel Pauleta de Almeidahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=39405-013 (Closed)&officer= palmeida@adb.org&division= Urban Development and Water Division, SARD&projectcountry= BangladeshDhaka23.7104 90.40744Environmentally sustainable growthGovernance and capacity developmentEffective gender mainstreaming (EGM)150000000Asian Development BankDhaka Water Supply and Sewerage Authority46632273.79Asian Development BankDhaka Water Supply and Sewerage Authority1190752.54Asian Development BankDhaka Water Supply and Sewerage Authority8442237.48Asian Development BankDhaka Water Supply and Sewerage Authority4339154.37Asian Development BankDhaka Water Supply and Sewerage Authority11203702.43Asian Development BankDhaka Water Supply and Sewerage Authority5191042.23Asian Development BankDhaka Water Supply and Sewerage Authority14942089.38Asian Development BankDhaka Water Supply and Sewerage Authority10691368.82Asian Development BankDhaka Water Supply and Sewerage Authority15083303.97Asian Development BankDhaka Water Supply and Sewerage Authority8724351.37Asian Development BankDhaka Water Supply and Sewerage Authority7034932.06Asian Development BankDhaka Water Supply and Sewerage Authority4299026.26Asian Development BankDhaka Water Supply and Sewerage Authority925134.77Asian Development BankDhaka Water Supply and Sewerage Authority109645.26Asian Development BankDhaka Water Supply and Sewerage Authority387063.89Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian 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BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority717247.12Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority575048.61Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority593860.81Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority545053.28Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority664834.62Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority626422.87Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage AuthorityPerformanceFiduciaryOutput/s as listed by the project staff.Output: Improved distribution system and quality control in DWASA (project component A) - Improved water quality and monitoring system Indicator: Provision of about 300 chlorination units at all water supply points Progress/Status: 200 chlorination units installed, and water quality test kits distributed to pump operators Actual value: Output: Improved distribution system and quality control in DWASA (project component A) - Improved water quality and monitoring system Indicator: (i) provision of water quality monitoring equipment Baseline year: 2007 Baseline value: n Baseline year: 2007 Baseline value: n Target year: 2014 Target value: YOutput: Improved distribution system and quality control in DWASA (project component A) - Improved water quality and monitoring system Indicator: Establishment of two-tier water quality monitoring system Progress/Status: Two-tier water quality monitoring system established Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Improved distribution system and quality control in DWASA (project component A) - Improved water quality and monitoring system Indicator: Upgrading of existing water quality laboratory and provision of water quality monitoring equipment Progress/Status: DWASA laboratory facilities rehabilitated and equipped with modern testing tools Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Improved distribution system and quality control in DWASA (project component A) - Rehabilitated and strengthened distribution network Indicator: Rehabilitation of about 1,536 km of water distribution network Progress/Status: 47 DMAs comprising Rehabilitation of about 1,306 Km of water distribution network (including 37.43km pressure testing & repair of existing pipeline). Data Source: Bangladesh Pollution Control Board and project environmental montioring reports; DWSSDP quarterly progress reports; ADB loan review mission reports; DWASA customer and MIS records Actual value: Output: Improved distribution system and quality control in DWASA (project component A) - Rehabilitated and strengthened distribution network Indicator: Provision of about 1,600 km of tertiary network Progress/Status: 1,150km of tertiary network executed. Data Source: DWSSDP quarterly progress reports; ADB loan review mission reports; DWASA customer and MIS records Actual value: Output: Improved distribution system and quality control in DWASA (project component A) - Rehabilitated and strengthened distribution network Indicator: Rehabilitation of about 157,000 service connections, including installation of new water meters Progress/Status: 106,662 Nos. service connections improved in the project area achieved through pipe rehabilitation works carried out on district metering area basis Data Source: DWSSDP quarterly progress reports; ADB loan review mission reports; DWASA customer and MIS records Actual value: Output: Improved distribution system and quality control in DWASA (project component A) - Rehabilitated and strengthened distribution network Indicator: Installation of about 600 bulk water meters and sluice valves Progress/Status: Installation of about 520 bulk water meters and 6797 sluice valves Data Source: DWSSDP quarterly progress reports; ADB loan review mission reports; DWASA customer and MIS records Actual value: Output: Improved distribution system and quality control in DWASA (project component A) - Rehabilitated and strengthened distribution network Indicator: Provision of 14 new and storage reservoirs Progress/Status: Cancelled based on actual need. Community taps (stand points) are provided instead of reservoirs Data Source: DWSSDP quarterly progress reports; ADB loan review mission reports; DWASA customer and MIS records Actual value: Output: Improved distribution system and quality control in DWASA (project component A) - Rehabilitated and strengthened distribution network Indicator: Rehabilitation of 24 existing storage reservoirs Progress/Status: Cancelled based on actual need. Community taps (stand points) are provided instead of reservoirs Data Source: DWSSDP quarterly progress reports; ADB loan review mission reports; DWASA customer and MIS records Actual value: Output: Improved distribution system and quality control in DWASA (project component A) - Rehabilitated and strengthened distribution network Indicator: Assistance provided to about 20,000 temporarily affected persons (potential maximum) Progress/Status: Assistance provided to about 702 temporarily affected persons (potential maximum) The Project was implemented in most of the diplomatic areas, where no affected persons were found. Data Source: DWSSDP quarterly progress reports; ADB loan review mission reports; DWASA customer and MIS records Actual value: Output: Improved distribution system and quality control in DWASA (project component A) - Rehabilitated and strengthened distribution network Indicator: Water connections and supply points improved for about 2,000 registered slum areas Progress/Status: Water connections and supply points improved for about 500 nos. registered slum areas in Dhaka WASA Data Source: DWSSDP quarterly progress reports; ADB loan review mission reports; DWASA customer and MIS records Actual value: Output: Project management and implementation support (project component C) - Feasibility study of the future water treatment plant completed and tender documents prepared Indicator: Completed technical, environmental, and social safeguards study on the impact of raw water intake improvement solution Progress/Status: Completed as part of the Khilkhet feasibility study Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Project management and implementation support (project component C) - Feasibility study of the future water treatment plant completed and tender documents prepared Indicator: Bidding, detailed design, and RFP documents approved by the Government and ADB on the new WTP Progress/Status: Contract awarded on 24 July 2018 under Loan 3051-BAN Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Project management and implementation support (project component C) - PMU and management support adequate and operational Indicator: Key consultants short-listed and fielded by January 2009 Progress/Status: Key consultants mobilized in July 2009. Data Source: PMU reports; Withdrawal application, disbursement, and contract award records Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2009 Target value: YOutput: Project management and implementation support (project component C) - PMU and management support adequate and operational Indicator: Bidding and contract award documents are processed according to manner and timing agreed by the Government and ADB, and civil works and capacity building subcomponents are implemented according to the schedule Progress/Status: Six big civil works packages completed. Procurement procedure and timeline: followed ADB SBD on DBO package. Delays in procurement due to delays in recruitment of DMSC consultants. Completion: Faced delays in completion, which needed loan extension Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2009 Target value: YOutput: Strengthened DWASA capacity and institution (project component B) - Demand control and public awareness Indicator: Leak detection and other O&M tools procured Progress/Status: Procurement for Leak detection and other O&M tools were planned. But due to lack of funds those were not procured Data Source: DWSSDP quarterly progress reports; ADB loan review mission reports; DWASA customer and MIS records; Training modules, guidelines and manuals and record of trainings Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Strengthened DWASA capacity and institution (project component B) - Demand control and public awareness Indicator: All zone distribution network technicians trained on leak detection and emergency response techniques Progress/Status: 511 distribution network technicians of zones have been trained on emergency response techniques during training on “Electrical system”, “O&M of Gas Chlorination Units”, “Occupational Health and Safety”, “O&M of Deep tubewell pumps” and DMA operation and maintenance. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Strengthened DWASA capacity and institution (project component B) - Demand control and public awareness Indicator: A mass media campaign through TV, radio, or cinema or water consumption and the importance of correct billing Progress/Status: NGOs engaged for the dissemination of information, including public campaigns aimed at educating the public on the importance of correct billing and negative impact of illegal connections. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Strengthened DWASA capacity and institution (project component B) - Demand control and public awareness Indicator: Water meter testing and repair units established and functional at the zone offices Progress/Status: New water meter testing bench set up in the Meter Workshop division Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Strengthened DWASA capacity and institution (project component B) - Strengthened financial and operational management capacity of DWASA Indicator: Accounting staff trained on and using accrual-based, double-entry accounting system Progress/Status: 41 accounting staff trained on accrual-based, double-entry accounting system during the development of the Computerized Accounting Package Data Source: DWSSDP quarterly progress reports; ADB loan review mission reports; DWASA customer and MIS records; Training modules, guidelines and manuals and record of trainings Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Strengthened DWASA capacity and institution (project component B) - Strengthened financial and operational management capacity of DWASA Indicator: Customer database established and fully functional Progress/Status: 362,000 customer database computerized Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Strengthened DWASA capacity and institution (project component B) - Strengthened financial and operational management capacity of DWASA Indicator: Receivables minimized to 5 months collection equivalent Progress/Status: Receivables minimized to 5 months collection equivalent Actual value: Output: Strengthened DWASA capacity and institution (project component B) - Strengthened financial and operational management capacity of DWASA Indicator: Pilot of one-zone management contract completed Progress/Status: Piloting of DMA for NRW Reduction in Khilgaon-Taltala DMA 617 was done. Baseline NRW assessment was completed.) Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Strengthened DWASA capacity and institution (project component B) - Strengthened financial and operational management capacity of DWASA Indicator: 90% accuracy in billing and payment collection achieved Progress/Status: 97.5% of bills collected Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Strengthened DWASA capacity and institution (project component B) - Strengthened financial and operational management capacity of DWASA Indicator: Training center rehabilitated Progress/Status: DWASA training center refurbished, 126 training programs conducted, and around 2,244 staff trained Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Strengthened DWASA capacity and institution (project component B) - Strengthened financial and operational management capacity of DWASA Indicator: Pilot of one-zone management contract completed Progress/Status: Piloting of DMA for NRW Reduction in Khilgaon-Taltala DMA 617 was done. Baseline NRW assessment was completed.) Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Strengthened DWASA capacity and institutions (project component B) - Trained staff and resources for DWASA Indicator: All operational staff trained in O&M procedures Progress/Status: 259 operational staff had been trained in O&M Data Source: DWSSDP quarterly progress reports; ADB loan review mission reports; DWASA customer and MIS records; Training modules, guidelines and manuals and record of training Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Strengthened DWASA capacity and institutions (project component B) - Trained staff and resources for DWASA Indicator: Minimum 80% of plumbers working for DWASA trained Progress/Status: 95% plumbers working in DWASA were trained. In addition, plumbers working as hire from open market also trained Actual value: Output: Strengthened DWASA capacity and institutions (project component B) - Trained staff and resources for DWASA Indicator: Zone offices strengthened to provide one-stop services to customers Progress/Status: Each MODS zone has a complaint center and sophisticated computerized Call Center DWASA Link 16162 introduced Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YProvision and sustainable operation of improved water supply services through rehabilitation and improvement of management and operation in the urban water supply institutions, particularly in Dhaka,By the end of the Program (2013): Strengthened governance and organizational structure of DWASA Progress/Status: The first organization chart (Organogram) of DWASA approved by the government in 2007; top officers including the managing director and 2 out of 4 deputy managing directors recruited from the market following competition, and their salary are market based; WASA Regulations 1996 and DWASA Service Regulations 2009 give DWASA sufficient autonomy in personnel management ; delineation of roles and responsibilities between DWASA Board and management improved; an anticorruption and ethics committee and a grievance redress mechanism established in 2010 Data Source: -New circular or decrees on DWASA governance and responsibilities -Full financial audit reports with legal opinion -DWASA customer and MIS records -PPME reports -ADB loan review mission reports Base year: 2007 Baseline value: NImproved financial management and operational capacity of DWASA Achievement: Y Progress/Status: A computer-based double entry accounting system introduced; accounting and financial management systems computerized in 2010; financial statements for FY2005 to FY2016 audited; water connection database of 300,000 computerized; payment of water bills through internet, cell phones, and banks enabled; number of utility staff per 1,000 connections decreased from 16.2 in 2008 to 9.16 in 2015, lower than the benchmark standard of 12; and revenue collection rate up from 64% before the project to 98% by end 2016 Base year: 2007 Baseline value: NImproved access to water supply for more than 8 million people in the project areas Progress/Status: 24-hour water supply to approximately 10 million people with average hours of supply more than 20 hours Base year: 2007 Baseline value: NImproved water quality (meeting WHO guidelines) and 24-hour pressurized supply for about 157,000 service connections in the project area Progress/Status: 24-hour supply for 106662 Nos. service connections has been ensured in the project area. Water quality improved. Base year: 2007 Baseline value: NDWASA fully recovering costs for its operation and maintenance after adjusting inflation Progress/Status: Operating ratio: 0.66% in 2015 Base year: 2007 Baseline value: NCollection efficiency of DWASA maintained above 90% Progress/Status: 97.5% in 2015 Base year: 2007 Baseline value: N XM-DAC-46004-39405-013-LN2383Asian Development BankThe overall expected impact of the Dhaka Water Supply Sector Development Program (DWSSDP) is to contribute to sustained economic growth and public health improvement, in urban water supply sector, particularly in Dhaka Metropolitan Area, through improvement of living standard in the basic human needs by improving the water supply. The supply of clean water will impact on reduction in child mortality and improvement of general health, conversion to economic activity by saving time to fetch and to store water, and conservation of precious natural resources-the surface and ground water. The program and project loans are designed to complement each other in achieving progress in these key sector objectives.Asian Development BankDhaka Water Supply and Sewerage AuthorityMinistry of FinanceMinistry of Local Government, Rural Development, and Co-operativesAsian Development BankAsian Development BankPedro Miguel Pauleta de Almeidahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=39405-013 (Closed)&officer= palmeida@adb.org&division= Urban Development and Water Division, SARD&projectcountry= BangladeshDhaka23.7104 90.40744Environmentally sustainable growthGovernance and capacity developmentEffective gender mainstreaming (EGM)50000000Asian Development BankDhaka Water Supply and Sewerage Authority50017087.28Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water 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Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage AuthorityPolicyPerformanceFiduciaryOutput/s as listed by the project staff.Output: Improved distribution system and quality control in DWASA (project component A) - Improved water quality and monitoring system Indicator: Provision of about 300 chlorination units at all water supply points Progress/Status: 200 chlorination units installed, and water quality test kits distributed to pump operators Actual value: Output: Improved distribution system and quality control in DWASA (project component A) - Improved water quality and monitoring system Indicator: (i) provision of water quality monitoring equipment Baseline year: 2007 Baseline value: n Baseline year: 2007 Baseline value: n Target year: 2014 Target value: YOutput: Improved distribution system and quality control in DWASA (project component A) - Improved water quality and monitoring system Indicator: Establishment of two-tier water quality monitoring system Progress/Status: Two-tier water quality monitoring system established Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Improved distribution system and quality control in DWASA (project component A) - Improved water quality and monitoring system Indicator: Upgrading of existing water quality laboratory and provision of water quality monitoring equipment Progress/Status: DWASA laboratory facilities rehabilitated and equipped with modern testing tools Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Improved distribution system and quality control in DWASA (project component A) - Rehabilitated and strengthened distribution network Indicator: Rehabilitation of about 1,536 km of water distribution network Progress/Status: 47 DMAs comprising Rehabilitation of about 1,306 Km of water distribution network (including 37.43km pressure testing & repair of existing pipeline). Data Source: Bangladesh Pollution Control Board and project environmental montioring reports; DWSSDP quarterly progress reports; ADB loan review mission reports; DWASA customer and MIS records Actual value: Output: Improved distribution system and quality control in DWASA (project component A) - Rehabilitated and strengthened distribution network Indicator: Provision of about 1,600 km of tertiary network Progress/Status: 1,150km of tertiary network executed. Data Source: DWSSDP quarterly progress reports; ADB loan review mission reports; DWASA customer and MIS records Actual value: Output: Improved distribution system and quality control in DWASA (project component A) - Rehabilitated and strengthened distribution network Indicator: Rehabilitation of about 157,000 service connections, including installation of new water meters Progress/Status: 106,662 Nos. service connections improved in the project area achieved through pipe rehabilitation works carried out on district metering area basis Data Source: DWSSDP quarterly progress reports; ADB loan review mission reports; DWASA customer and MIS records Actual value: Output: Improved distribution system and quality control in DWASA (project component A) - Rehabilitated and strengthened distribution network Indicator: Installation of about 600 bulk water meters and sluice valves Progress/Status: Installation of about 520 bulk water meters and 6797 sluice valves Data Source: DWSSDP quarterly progress reports; ADB loan review mission reports; DWASA customer and MIS records Actual value: Output: Improved distribution system and quality control in DWASA (project component A) - Rehabilitated and strengthened distribution network Indicator: Provision of 14 new and storage reservoirs Progress/Status: Cancelled based on actual need. Community taps (stand points) are provided instead of reservoirs Data Source: DWSSDP quarterly progress reports; ADB loan review mission reports; DWASA customer and MIS records Actual value: Output: Improved distribution system and quality control in DWASA (project component A) - Rehabilitated and strengthened distribution network Indicator: Rehabilitation of 24 existing storage reservoirs Progress/Status: Cancelled based on actual need. Community taps (stand points) are provided instead of reservoirs Data Source: DWSSDP quarterly progress reports; ADB loan review mission reports; DWASA customer and MIS records Actual value: Output: Improved distribution system and quality control in DWASA (project component A) - Rehabilitated and strengthened distribution network Indicator: Assistance provided to about 20,000 temporarily affected persons (potential maximum) Progress/Status: Assistance provided to about 702 temporarily affected persons (potential maximum) The Project was implemented in most of the diplomatic areas, where no affected persons were found. Data Source: DWSSDP quarterly progress reports; ADB loan review mission reports; DWASA customer and MIS records Actual value: Output: Improved distribution system and quality control in DWASA (project component A) - Rehabilitated and strengthened distribution network Indicator: Water connections and supply points improved for about 2,000 registered slum areas Progress/Status: Water connections and supply points improved for about 500 nos. registered slum areas in Dhaka WASA Data Source: DWSSDP quarterly progress reports; ADB loan review mission reports; DWASA customer and MIS records Actual value: Output: Project management and implementation support (project component C) - Feasibility study of the future water treatment plant completed and tender documents prepared Indicator: Completed technical, environmental, and social safeguards study on the impact of raw water intake improvement solution Progress/Status: Completed as part of the Khilkhet feasibility study Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Project management and implementation support (project component C) - Feasibility study of the future water treatment plant completed and tender documents prepared Indicator: Bidding, detailed design, and RFP documents approved by the Government and ADB on the new WTP Progress/Status: Contract awarded on 24 July 2018 under Loan 3051-BAN Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Project management and implementation support (project component C) - PMU and management support adequate and operational Indicator: Key consultants short-listed and fielded by January 2009 Progress/Status: Key consultants mobilized in July 2009. Data Source: PMU reports; Withdrawal application, disbursement, and contract award records Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2009 Target value: YOutput: Project management and implementation support (project component C) - PMU and management support adequate and operational Indicator: Bidding and contract award documents are processed according to manner and timing agreed by the Government and ADB, and civil works and capacity building subcomponents are implemented according to the schedule Progress/Status: Six big civil works packages completed. Procurement procedure and timeline: followed ADB SBD on DBO package. Delays in procurement due to delays in recruitment of DMSC consultants. Completion: Faced delays in completion, which needed loan extension Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2009 Target value: YOutput: Strengthened DWASA capacity and institution (project component B) - Demand control and public awareness Indicator: Leak detection and other O&M tools procured Progress/Status: Procurement for Leak detection and other O&M tools were planned. But due to lack of funds those were not procured Data Source: DWSSDP quarterly progress reports; ADB loan review mission reports; DWASA customer and MIS records; Training modules, guidelines and manuals and record of trainings Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Strengthened DWASA capacity and institution (project component B) - Demand control and public awareness Indicator: All zone distribution network technicians trained on leak detection and emergency response techniques Progress/Status: 511 distribution network technicians of zones have been trained on emergency response techniques during training on “Electrical system”, “O&M of Gas Chlorination Units”, “Occupational Health and Safety”, “O&M of Deep tubewell pumps” and DMA operation and maintenance. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Strengthened DWASA capacity and institution (project component B) - Demand control and public awareness Indicator: A mass media campaign through TV, radio, or cinema or water consumption and the importance of correct billing Progress/Status: NGOs engaged for the dissemination of information, including public campaigns aimed at educating the public on the importance of correct billing and negative impact of illegal connections. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Strengthened DWASA capacity and institution (project component B) - Demand control and public awareness Indicator: Water meter testing and repair units established and functional at the zone offices Progress/Status: New water meter testing bench set up in the Meter Workshop division Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Strengthened DWASA capacity and institution (project component B) - Strengthened financial and operational management capacity of DWASA Indicator: Accounting staff trained on and using accrual-based, double-entry accounting system Progress/Status: 41 accounting staff trained on accrual-based, double-entry accounting system during the development of the Computerized Accounting Package Data Source: DWSSDP quarterly progress reports; ADB loan review mission reports; DWASA customer and MIS records; Training modules, guidelines and manuals and record of trainings Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Strengthened DWASA capacity and institution (project component B) - Strengthened financial and operational management capacity of DWASA Indicator: Customer database established and fully functional Progress/Status: 362,000 customer database computerized Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Strengthened DWASA capacity and institution (project component B) - Strengthened financial and operational management capacity of DWASA Indicator: Receivables minimized to 5 months collection equivalent Progress/Status: Receivables minimized to 5 months collection equivalent Actual value: Output: Strengthened DWASA capacity and institution (project component B) - Strengthened financial and operational management capacity of DWASA Indicator: Pilot of one-zone management contract completed Progress/Status: Piloting of DMA for NRW Reduction in Khilgaon-Taltala DMA 617 was done. Baseline NRW assessment was completed.) Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Strengthened DWASA capacity and institution (project component B) - Strengthened financial and operational management capacity of DWASA Indicator: 90% accuracy in billing and payment collection achieved Progress/Status: 97.5% of bills collected Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Strengthened DWASA capacity and institution (project component B) - Strengthened financial and operational management capacity of DWASA Indicator: Training center rehabilitated Progress/Status: DWASA training center refurbished, 126 training programs conducted, and around 2,244 staff trained Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Strengthened DWASA capacity and institution (project component B) - Strengthened financial and operational management capacity of DWASA Indicator: Pilot of one-zone management contract completed Progress/Status: Piloting of DMA for NRW Reduction in Khilgaon-Taltala DMA 617 was done. Baseline NRW assessment was completed.) Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Strengthened DWASA capacity and institutions (project component B) - Trained staff and resources for DWASA Indicator: All operational staff trained in O&M procedures Progress/Status: 259 operational staff had been trained in O&M Data Source: DWSSDP quarterly progress reports; ADB loan review mission reports; DWASA customer and MIS records; Training modules, guidelines and manuals and record of training Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: Strengthened DWASA capacity and institutions (project component B) - Trained staff and resources for DWASA Indicator: Minimum 80% of plumbers working for DWASA trained Progress/Status: 95% plumbers working in DWASA were trained. In addition, plumbers working as hire from open market also trained Actual value: Output: Strengthened DWASA capacity and institutions (project component B) - Trained staff and resources for DWASA Indicator: Zone offices strengthened to provide one-stop services to customers Progress/Status: Each MODS zone has a complaint center and sophisticated computerized Call Center DWASA Link 16162 introduced Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YProvision and sustainable operation of improved water supply services through rehabilitation and improvement of management and operation in the urban water supply institutions, particularly in Dhaka,By the end of the Program (2013): Strengthened governance and organizational structure of DWASA Progress/Status: The first organization chart (Organogram) of DWASA approved by the government in 2007; top officers including the managing director and 2 out of 4 deputy managing directors recruited from the market following competition, and their salary are market based; WASA Regulations 1996 and DWASA Service Regulations 2009 give DWASA sufficient autonomy in personnel management ; delineation of roles and responsibilities between DWASA Board and management improved; an anticorruption and ethics committee and a grievance redress mechanism established in 2010 Data Source: -New circular or decrees on DWASA governance and responsibilities -Full financial audit reports with legal opinion -DWASA customer and MIS records -PPME reports -ADB loan review mission reports Base year: 2007 Baseline value: NImproved financial management and operational capacity of DWASA Achievement: Y Progress/Status: A computer-based double entry accounting system introduced; accounting and financial management systems computerized in 2010; financial statements for FY2005 to FY2016 audited; water connection database of 300,000 computerized; payment of water bills through internet, cell phones, and banks enabled; number of utility staff per 1,000 connections decreased from 16.2 in 2008 to 9.16 in 2015, lower than the benchmark standard of 12; and revenue collection rate up from 64% before the project to 98% by end 2016 Base year: 2007 Baseline value: NImproved access to water supply for more than 8 million people in the project areas Progress/Status: 24-hour water supply to approximately 10 million people with average hours of supply more than 20 hours Base year: 2007 Baseline value: NImproved water quality (meeting WHO guidelines) and 24-hour pressurized supply for about 157,000 service connections in the project area Progress/Status: 24-hour supply for 106662 Nos. service connections has been ensured in the project area. Water quality improved. Base year: 2007 Baseline value: NDWASA fully recovering costs for its operation and maintenance after adjusting inflation Progress/Status: Operating ratio: 0.66% in 2015 Base year: 2007 Baseline value: NCollection efficiency of DWASA maintained above 90% Progress/Status: 97.5% in 2015 Base year: 2007 Baseline value: N XM-DAC-46004-40054-013-LN2397Asian Development BankThe Project is aimed at enhancing the benefits of ICT and regional cooperation for inclusive growth and poverty reduction by increasing the supply of affordable broadband, skilled ICT manpower, and local content and e-applications, with a special focus on the needs of the poor. It is also expected to help SASEC countries improve their productivity and efficiency and participate more fully in the global information economy. To this end, the Project will establish (i) a SASEC regional network with fiber-optic and data interchange capacity, directly connecting the four SASEC countries; (ii) a SASEC village network expanding broadband ICT access to 110 rural communities in the SASEC countries and providing direct connections among the communities for local networking and local information sourcing; and (iii) a SASEC research and training network to build technical and business skills in developing local ICT content and e-applications (e-government, e-learning, tele-medicine, e-remittance, e-commerce, etc.) that serve the needs of the poor in particular.Asian Development BankMinistry of Science & Info & Comm Tech of BANAsian Development BankAsian Development BankMd. Kabirhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=40054-013 (Closed)&officer= mkabir@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= RegionalThimphu27.46609 89.64191Phuentsholing26.85892 89.39048Phuentsholing26.91389 89.42317Thimphu Dzongkhag27.6 89.58333Regional integrationGovernance and capacity developmentPrivate sector developmentKnowledge solutions3100000Asian Development BankMinistry of Science & Info & Comm Tech of BAN617621.12Asian Development BankMinistry of Science & Info & Comm Tech of BAN543905.82Asian Development BankMinistry of Science & Info & Comm Tech of BAN446730.60Asian Development BankMinistry of Science & Info & Comm Tech of BAN499764.20Asian Development BankMinistry of Science & Info & Comm Tech of BAN8176.56Asian Development BankMinistry of Science & Info & Comm Tech of BAN0.00Asian Development BankMinistry of Science & Info & Comm Tech of BAN40402.25Asian Development BankMinistry of Science & Info & 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of BAN0.00Asian Development BankMinistry of Science & Info & Comm Tech of BAN0.00Asian Development BankMinistry of Science & Info & Comm Tech of BAN0.00Asian Development BankMinistry of Science & Info & Comm Tech of BAN9578.68Asian Development BankMinistry of Science & Info & Comm Tech of BAN0.00Asian Development BankMinistry of Science & Info & Comm Tech of BAN0.00Asian Development BankMinistry of Science & Info & Comm Tech of BAN0.00Asian Development BankMinistry of Science & Info & Comm Tech of BAN0.00Asian Development BankMinistry of Science & Info & Comm Tech of BAN0.00Asian Development BankMinistry of Science & Info & Comm Tech of BAN9025.28Asian Development BankMinistry of Science & Info & Comm Tech of BAN0.00Asian Development BankMinistry of Science & Info & Comm Tech of BAN0.00Asian Development BankMinistry of Science & Info & Comm Tech of BAN0.00Asian Development BankMinistry of Science & Info & Comm Tech of BANPerformanceFiduciaryOutput/s as listed by the project staff.Output: SASEC Regional Network Indicator: Fiber-optic network, existing or to be built, connecting the SASEC countries: a new cable installation of about 55 km from Panchagarh to Chuadanga in Bangladesh Progress/Status: Contract was signed with M/S. Hamida Traders Ltd. and M/S. System & Services Limited Joint Venture (HTL-SSL) (contract value: $1.27 million) on 27 March 2013 and all the works are completed in April2014. BSNL has laid fiber optic cable upto Bhutan border. They are waiting for the last mile connectivity from BHU for doing patch up at the border point. Data Source: Bid-evaluation and award-of-contract reports Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Regional Network Indicator: Fiber-optic network, existing or to be built, connecting the SASEC countries: a 140 km alternative fiber-optic route from Thimpu to Phuentsholing and Gelephu in Bhutan Progress/Status: The proposed duplicate link of Thimphu to Phuentsholing in the original project design has already been constructed. Furthermore, the link between Thimphu and Gelephu has been funded and constructed. The main contract for supply of equipment, accessories and installation and related service is substantially completed. The commissioning was expected in March 2014, and a joint operation will be conducted with the service provider (Bhutan Telecom) for testing and optimizing the network data flow and interface. Data Source: Bid evaluation and award of contract Project monitoring and progress reports Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: SASEC Regional Network Indicator: Fiber-optic network, existing or to be built, connecting the SASEC countries: a 617 km alternative fiber-optic route from Dhulikhel to Biratnagar and Birgunj in Nepal Progress/Status: Completed. The installed facilities have been handed over to Nepal Telecom, the service agency. Data Source: Bid evaluation and award of contract Project monitoringa and progress reports Consultant reports ADB review missions Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: SASEC Regional Network Indicator: Access gateway established and operating with sustainable mechanisms at Dhaka in Bangladesh Progress/Status: Contract was signed with M/S. Hamida Traders Ltd. and M/S. System & Services Limited Joint Venture (HTL-SSL) (contract value: $1.27 million) on 27 March 2013 and all the works under contract completed in April 2014. Data Source: Project monitoring and progress reports Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Regional Network Indicator: Access gateways established and operating with sustainable mechanisms at Thimpu in Bhutan Progress/Status: The DITT has implemented and established the SASEC RN along Thimpu-Phuntsholing and Thimpu-Gelephu route since March 2014. Data Source: Project monitoring and progress reports Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: SASEC Regional Network Indicator: Access gateway established and operating with sustainable mechanisms at Kathmandu in Nepal Progress/Status: Technical setup of Access gateway was completed in August 2015 in Nepal Telecom office, Kathmandu, Nepal Data Source: Project monitoring and progress reports Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: SASEC Regional Network Indicator: Access gateway established and operating with sustainable mechanisms at Shiliguri in India Progress/Status: Ongoing Data Source: Consultant reports ADB review missions Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: SASEC Regional Network Indicator: Border township established and operating with sustainable mechanisms at Panchagahr and Chuadanga in Bangladesh Progress/Status: Contract was signed with M/S. Hamida Traders Ltd. and M/S. System & Services Limited Joint Venture (HTL-SSL) (contract value: $1.27 million) on 27 March 2013 and completed in April 2014. Data Source: Consultant reports ADB review missions Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Regional Network Indicator: Border townships established and operating with sustainable mechanisms at Phuentsholing and Gelephu in Bhutan Progress/Status: Ongoing Data Source: Consultant reports ADB review missions BSNL reports Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: SASEC Regional Network Indicator: Border townships established and operating with sustainable mechanisms at Biratnagar and Birgunj in Nepal Progress/Status: Completed. Data Source: Consultant reports ADB review missions Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: SASEC Regional Network Indicator: Border townships established and operating with sustainable mechanisms at Siliguri, Kolkota/Patna in India Progress/Status: The router for connecting BHU, NEP and BAN has been installed in Siliguri Network Operating Center (NOC). BSNL has also laid fiber optic cable upto Bhutan border and they are waiting for hte last mile connectivity from Bhutan for doing patch-up at the border point. Data Source: Consultant reports ADB review missions Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: SASEC Regional Network Indicator: a multilateral regional cooperative network agreement signed by the EAs in all SASEC countries Progress/Status: Achieved on 2 July 2009. Agreement was signed among the SASEC countries during the 5th SASEC Working Group Meeting and ICTWG setting out the overall framework and guidelines for the operation and implementation of the SASEC Regional Network. Data Source: Consultant reports ADB review missions Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: SASEC Regional Network Indicator: BAN - bilateral network agreements, each one signed by the service agencies in two countries Progress/Status: Achieved on 26 April 2012. (BAN - bilateral network agreements, each one signed by the service agencies in two countries) Data Source: Consultant reports ADB review missions Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Regional Network Indicator: BHU - bilateral network agreements, each one signed by the service agencies in two countries Progress/Status: Achieved on 26 April 2012. (BHU - bilateral network agreements, each one signed by the service agencies in two countries) Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: SASEC Regional Network Indicator: NEP - bilateral network agreements, each one signed by the service agencies in two countries Progress/Status: Achieved on 26 April 2012. (NEP - bilateral network agreements, each one signed by the service agencies in two countries) Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: SASEC Regional Network Indicator: IND - bilateral network agreements, each one signed by the service agencies in two countries Progress/Status: Achieved on 26 April 2012. (IND - bilateral network agreements, each one signed by the service agencies in two countries) Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: SASEC Regional Network Indicator: BAN- in-country service agency agreements for concession of the operation, signed by the EA and the service agency Progress/Status: For in-country service agency, an MOU has been signed between Bangladesh Telecommunications Limtied and MOICT on 9 March 2010. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Regional Network Indicator: BHU- in-country service agency agreements for concession of the operation, signed by the EA and the service agency Progress/Status: For in-country service agency, an agreement was signed with Bhutan Telecom on 2 September 2011. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: SASEC Regional Network Indicator: NEP- in-country service agency agreements for concession of the operation, signed by the EA and the service agency Progress/Status: For in-country service agency , an MOU has been formed between Nepal Telecom and Ministry of Information and Communication (MOIC) Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: SASEC Regional Network Indicator: IND - in-country service agency agreements for concession of the operation, signed by the EA and the service agency Progress/Status: For in-country service agency India has selected Bharat Sanchar Nigam Limited (BSNL). Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: SASEC Research and Training Network Indicator: A university-based research and training center (RTC) established in BAN Progress/Status: Consultant has been on board since August 2011 and activity will be completed by June 2015. Data Source: Consultant Reports Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Research and Training Network Indicator: A university-based research and training center (RTC) established in BHU Progress/Status: Consultant has been on board since August 2011 and activity will be completed by June 2015. Data Source: Consultant Reports Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Research and Training Network Indicator: A university-based research and training center (RTC) established in NEP Progress/Status: Established (Kathmandu University). Data Source: Consultant Reports Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Research and Training Network Indicator: A university-based research and training center (RTC) established in IND Progress/Status: Consultant has been on board since August 2011 and activity will be completed by June 2015. Data Source: Consultant Reports. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Research and Training Network Indicator: Broadband connectivity established in Bangladesh to link RTCs to the SASEC regional network Progress/Status: Consultant has been on board since August 2011 and activity will be completed by June 2015. Data Source: Consultant Reports RTN portals Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Research and Training Network Indicator: Broadband connectivity in established Bhutan to link RTCs to the SASEC regional network Progress/Status: Consultant has been on board since August 2011 and activity will be completed by June 2015. Data Source: Consultant Reports RTN portals Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Research and Training Network Indicator: Broadband connectivity established in Nepal to link RTCs to the SASEC regional network Progress/Status: Completed. Data Source: Consultant Reports RTN portals Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Research and Training Network Indicator: Broadband connectivity established in India to link RTCs to the SASEC regional network Progress/Status: Consultant has been on board since August 2011 and activity will be completed by June 2015. Data Source: Consultant Reports Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Research and Training Network Indicator: A business linkage challenge fund established in Bangladesh to encourage rural entrepreneur investments in ICT-enabled business development Progress/Status: Establishment of the fund is no longer in the strategic operation plan. Data Source: Consultant Reports RTN portals Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Research and Training Network Indicator: A business linkage challenge fund established in Bhutan to encourage rural entrepreneur investments in ICT-enabled business development Progress/Status: Establishment of the fund is no longer in the strategic operation plan. Data Source: Consultant Reports Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Research and Training Network Indicator: A business linkage challenge fund established Nepal to encourage rural entrepreneur investments in ICT-enabled business development Progress/Status: Not started yet Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Research and Training Network Indicator: A business linkage challenge fund established in India to encourage rural entrepreneur investments in ICT-enabled business development Progress/Status: Not started yet Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Research and Training Network Indicator: Awareness building and training to be provided to the communities and governments affected by the Project during projet implementation in BAN Progress/Status: Completed. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Research and Training Network Indicator: Awareness building and training to be provided to the communities and governments affected by the Project during projet implementation in BHU Progress/Status: Completed. Bhutan Royal University Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Research and Training Network Indicator: Awareness building and training to be provided to the communities and governments affected by the Project during projet implementation in NEP Progress/Status: Completed. Kathmandu University Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Research and Training Network Indicator: Awareness building and training to be provided to the communities and governments affected by the Project during projet implementation in India Progress/Status: Completed. CDAC-Noida Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Research and Training Network Indicator: On line off-line research and training programs in e-business development and IT professional development, provided through RTCs and CECs (BAN) Progress/Status: Consultant has been on board since August 2011 and will be completed by June 2015. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Research and Training Network Indicator: On line off-line research and training programs in e-business development and IT professional development, provided through RTCs and CECs (BHU) Progress/Status: The SASEC project has also equipped 30 CCs across Bhutan and already provided connectivity to 168/185 CCs under the project effectively forming a village network. The connectivity to these CCs is shared from the DLAN in the dzongkhag administration offices. The present bandwidth to these dzongkhags is 4Mbps Internet and 8Mbps point-to-point connectivity. Presently, at least 34 Government-to-Citizen services are provided from these CCs to the rural population. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Research and Training Network Indicator: On line off-line research and training programs in e-business development and IT professional development, provided through RTCs and CECs (NEP) Progress/Status: Completed. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Research and Training Network Indicator: On line off-line research and training programs in e-business development and IT professional development, provided through RTCs and CECs (IND) Progress/Status: Consultant has been on board since August 2011 and will be completed by June 2015. Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Village Network Indicator: In-country agreements for ownership transfer and operation signed by the EA and selected CEC operators in IND Progress/Status: Ongoing Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: SASEC Village Network Indicator: Community e-centers (CECs) established - 25 CECs in Bangladesh (comprising 5 hub CECs and 5 spoke CECs from each hub CEC) Progress/Status: contract was signed with M/S Hamida Traders Limited on 22 August'2013 and will be completed by April'2014. Actual value: Output: SASEC Village Network Indicator: Community e-centers (CECs) established - 30 CeCs in Bhutan (30 CECs comprising 6 hub CECs and 5 spoke CECs from each hub CEC ) Progress/Status: Ongoing Actual value: Output: SASEC Village Network Indicator: Community e-centers (CECs) established - 30 CECs in Nepal (comprising 6 hub CECs and 5 spoke CECs from each hub CEC) Progress/Status: The construction of all the CeCs completed with installation of equipment. Actual value: Output: SASEC Village Network Indicator: Community e-centers (CECs) established - 25 CECs in India (comprising 5 hub CECs and 5 spoke CECs from each hub CeC) Progress/Status: As discussed in previous missions, ADB will need to request Government of India (GOI) for nomination of the 25 CeCs to participate in the project. Actual value: Output: SASEC Village Network Indicator: In-country agreements for ownership transfer and operation signed by the EA and selected CEC operators in BAN Progress/Status: Not started Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Village Network Indicator: In-country agreements for ownership transfer and operation signed by the EA and selected CEC operators in BHU Progress/Status: Draft ready Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: SASEC Village Network Indicator: In-country agreements for ownership transfer and operation signed by the EA and selected CEC operators NEP Progress/Status: Completed Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: SASEC Village Network Indicator: A village portal and knowledge database system built and operated for voice, chatting, video conference, e-mail, community bulletin, etc., services in BAN Progress/Status: Not yet due Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2014 Target value: YOutput: SASEC Village Network Indicator: A village portal and knowledge database system built and operated for voice, chatting, video conference, e-mail, community bulletin, etc., services in BHU Progress/Status: Not yet due Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2012 Target value: YOutput: SASEC Village Network Indicator: A village portal and knowledge database system built and operated for voice, chatting, video conference, e-mail, community bulletin, etc., services in IND Progress/Status: Not yet due Baseline year: 2007 Baseline value: n Baseline year: 2007 Baseline value: n Target year: 2012 Target value: yOutput: SASEC Village Network Indicator: Rural wireless broadband connectivity established to link CECs to the SASEC rgional network (BAN) Progress/Status: completed in April 2014. Baseline year: 2007 Baseline value: n Baseline year: 2007 Baseline value: n Target year: 2012 Target value: yOutput: SASEC Village Network Indicator: Rural wireless broadband connectivity established to link CECs to the SASEC rgional network (BHU) Progress/Status: The village network component scaled up the existing bandwidth to the country's 20 district headquarters at Dzongkhag level, and extends further to 205 community centers (CCs) in the subdistricts at Geog level. therefore the broadband internet access is substantially expanded beyond the 30 CCs envisaged originally; enabling delivery of wide ranging benefits in greater scale, including the government's intorduction of G2C applications (Government to Citizen). At present the ADSS fiber extension to 182 CCs has been carried out, and termination and splicing of fibers including installation and configuration of equipment for 131 CCs have been completed. The contracts to connect and equip 54 CCs have been awarded and contract was signed on 17Mar2014. The remaining 20 CCs will be assessed and included. Baseline year: 2007 Baseline value: n Baseline year: 2007 Baseline value: n Target year: 2012 Target value: yOutput: SASEC Village Network Indicator: Rural wireless broadband connectivity established to link CECs to the SASEC rgional network (NEP) Progress/Status: Construction of CeCs is completed with equipment installation. Baseline year: 2007 Baseline value: n Baseline year: 2007 Baseline value: n Target year: 2012 Target value: yOutput: SASEC Village Network Indicator: Rural wireless broadband connectivity established to link CECs to the SASEC rgional network (IND) Progress/Status: Not yet due Baseline year: 2007 Baseline value: n Baseline year: 2007 Baseline value: n Target year: 2012 Target value: yICT made more accessible, affordable, inclusive, sustainable, and useful to remote and rural communities, entrepreneurs, and research and training institutes in all SASEC countriesExchange of social capital between SASEC country villages through the SASEC regional network and village network, within 3 years after project completion Progress/Status: Requires post implementation survey. Data Source: ITU tele-density statistics Base year: 2007 Baseline value: N10% increase in regional and country websites, e-business, and applications, within 3 years after project completion Progress/Status: Requires post implementation survey Data Source: Financial reports of service agencies Base year: 2007 Baseline value: NEstablishment of the SASEC education and research collaborative network linking universities and rural communities in the SASEC countries, within 3 years after project completion Progress/Status: Requires project completion. Data Source: ADB project completion report Base year: 2007 Baseline value: N10% increase in tele-density (both in terms of individual household and shared-facility tele-centers) and reduction in communication cost in remote and rural areas, within 2 years after project completion Progress/Status: Requires post implementation assessment. Data Source: Report on the survey of project households, businesses, universities, and governments Base year: 2007 Baseline value: NFinancially and technically sustainable operation of the SASEC regional network, village network, research and training network by service agencies, universities, and private operators, within 2 years after project completion Progress/Status: Requires post implementation assessment. Base year: 2007 Baseline value: N XM-DAC-46004-41657-013-LN2409Asian Development BankThe objective of the Project is to contribute to sustainable economic growth by minimizing the devastating impact of the severe floods and cyclone, and reducing future risk from similar hazard events. The Project will focus on priority areas identified through consultation with the Government, private sector, nongovernment organizations, and other civil society organizations; and involve community participation. The Project includes capacity building and training to strengthen the Government's disaster preparedness by adopting cost-effective flood and cyclone-resistant infrastructure design standards and improved early warning systems through increased subregional cooperation. It has five parts. Part A: Quick-disbursing Component: Provide import financing for essential commodities and inputs, particularly for agriculture, needed to mitigate the adverse impact of the floods and cyclone, and facilitate quick recovery particularly of crop losses. In accordance with ADB's Disaster and Emergency Assistance Policy (2004), the Project will only finance essential imports identified for an effective disaster recovery program. Part B: Rural Infrastructure Component: Rehabilitate and restore rural infrastructure in 23 districts, including 3,000 kilometers (km) of rural roads and 9,000 meters of bridges and culverts; and build or repair 300 flood and cyclone shelters (including livestock shelters) with sanitary facilities to help communities, especially the poor, during future floods and cyclones. Part C: Municipal Infrastructure Component: Rehabilitate urban infrastructure, including 700 km of roads, 65 km of drains, 850 meters of bridges and culverts, as well as footpaths located in 30 pouroshavas (municipalities). Part D: Roads Component: Rehabilitate 800 km of damaged national, regional and district roads, and 64 bridges and culverts within the country's seven road zones. Part E: Water Resources Component: Rehabilitate flood control, drainage, and irrigation facilities; repair embankment breaches; and repair or replace flood control structures, protective works, and canals under 331 subprojects in 47 districts.Asian Development BankBangladesh Water Development BoardFinance Division, Ministry of FinanceImplementation Monitoring and Evaluation DivisionLocal Government Engineering DepartmentMinistry of FinanceRoads and Highways DepartmentAsian Development BankAsian Development BankMohammad Islamhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=41657-013 (Closed)&officer= mnazrulislam@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90PartnershipsInclusive economic growthEnvironmentally sustainable growthEffective gender mainstreaming (EGM)120000000Asian Development BankBangladesh Water Development Board118154891.30Asian Development BankBangladesh Water Development 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BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board253088.82Asian Development BankBangladesh Water Development Board411859.95Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board473210.92Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board458858.31Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development BoardPerformanceFiduciaryOutput/s as listed by the project staff.Output: Part B: RuralInfrastructure Rural infrastructure rehabilitated; Part C: Municipal Infrastructure Rehabilitated municipal roads,drains, bridges, and culverts. Rehabilitated municipal footpaths, and drains in slums Part D: Roads Rehabilitated national, regional, and district roads and bridges Part E: Water Resources Rehabilitated flood control, drainage, and irrigation facilities Indicator: High unexpected expenditures by the Government for flood- and cyclonerelated recovery and rehabilitation efforts are partially financed Progress/Status: Complied Data Source: Customs data Government progress reports Baseline year: 2008 Baseline year: 2008 Target year: 2010 Target value: 100Output: Indicator Indicator: (i) Part B: 3,000 kilometers(km) of rural roads and union roads) and 9,000 meters of bridges and culverts rehabilitated and restoredrestored Progress/Status: Complied Data Source: Government progress reports Audit reports Project progress reports Project review missions Surveys Baseline year: 2008 Baseline year: 2008 Target year: 2010 Target value: 100Output: Indicator Indicator: (ii) Part C: 700 km of roads, 65 km of drains, and 850 meters of bridges andculverts rehabilitated and restored Progress/Status: Complied Data Source: Government progress reports Audit reports Project progress reports Project review missions Surveys Baseline year: 2008 Baseline year: 2008 Target year: 2010 Target value: 100Output: Indicator Indicator: (iii) Part D: 800 km of roads and 64 bridges and culvertsrehabilitated and restored Progress/Status: Complied Data Source: Government progress reports Audit reports Project progress reports Project review missions Surveys Baseline year: 2008 Baseline year: 2008 Target year: 2010 Target value: 100Output: Indicator Indicator: (iv) Part E: 331 subprojects implemented restoring flood control, drainage, and irrigation facilities Progress/Status: Complied Data Source: Government progress reports Audit reports Project progress reports Project review missions Surveys Baseline year: 2008 Baseline year: 2008 Target year: 2010 Target value: 331Output: Indicator Indicator: (v) Employment for 14 million person-days of labor will be generated of which 20% will be for women Progress/Status: Complied Data Source: Government progress reports Audit reports Project progress reports Project review missions Surveys Baseline year: 2008 Baseline year: 2008 Target year: 2010 Target value: 14Output: Indicator Indicator: (vi) Restore, repair, and /or build 300 cyclone shelters Progress/Status: Complied Data Source: Government progress reports Audit reports Project progress reports Project review missions Surveys Baseline year: 2008 Baseline year: 2008 Target year: 2010 Target value: 300Restore economic and social activities in flood and cyclone affected areas for about 25 million people, and reduce damage from subsequent floods and cyclones.Rehabilitated infrastructure adopting appropriate flood- and cyclone-resistant design standards Progress/Status: Complied Data Source: Government's progress reports Audit reports Project progress reports Project review missions Actual value: Reduced damage to infrastructure from future floods and cyclones Progress/Status: Complied Data Source: Government's progress reports Audit reports Project progress reports Project review missions Base year: 2008Improved access to health and education facilities and markets Progress/Status: Complied Data Source: Government's progress reports Audit reports Project progress reports Project review missions Surveys and socioeconomic survey as part of project completion report Base year: 2008Improved incomes and self-reliance Progress/Status: Complied Data Source: Government's progress reports Audit reports Government's progress reports Audit reports Project progress reports Project review missions Surveys and socioeconomic survey as part of project completion report Base year: 2008 XM-DAC-46004-39408-013-LN2425Asian Development BankThe Project has four outputs: (i) enhanced relevance of and access to technical and vocational education and training (TVET) programs, (ii) improved capacity for good quality TVET delivery, (iii) delivery of relevant skills training, and (iv) project management. To enhance the relevance of TVET, the Project will support the (i) establishment of partnerships with industry; (ii) development of competency and training standards; (iii) evelopment of curricula, teacher guides, learning materials and assessment tools; and (iv) capacity development in external competency assessment. With a view to improving the capacity to deliver good quality training programs, the Project will assist in (i) providing in-service training to government and nongovernment TVET teachers; (ii) revitalizing two public TVET teacher training institutions; (iii) strengthening the capacity for short training programs in selected public and private training institutions; and (iv) strengthening the capacity of the Directorate of Technical Education (DTE) for planning, research, and social marketing. To increase the delivery of relevant skills training, the Project will support (i) the delivery of skills training (market-responsive skills training) needed in the labor market, and (ii) the delivery of skills training in poor communities.Asian Development BankMinistry of EducationAsian Development BankAsian Development BankS.M. Ebadur Rahmanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=39408-013 (Closed)&officer= NALAM1958@OUTLOOK.COM&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90Governance and capacity developmentInclusive economic growthPartnershipsGender Equity and Mainstreaming50000000Asian Development BankMinistry of Education6390653.93Asian Development BankMinistry of Education126264.00Asian Development BankMinistry of Education2574481.70Asian Development BankMinistry of Education296666.37Asian Development BankMinistry of Education1832728.71Asian Development BankMinistry of Education23362.31Asian Development BankMinistry of Education45933.99Asian Development BankMinistry of Education919301.73Asian Development BankMinistry of Education845601.38Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education251282.73Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education245374.54Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education256634.31Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education261960.09Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education252939.55Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education250845.01Asian Development BankMinistry of Education0.00Asian Development 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Development BankMinistry of Education0.00Asian Development BankMinistry of Education257394.16Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education255589.13Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education248231.48Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education232013.66Asian Development BankMinistry of 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of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education243515.91Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education240005.33Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education247467.86Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education245855.61Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education100044.59Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education29988.54Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education40132.09Asian Development BankMinistry of Education27598.47Asian Development BankMinistry of Education21584.55Asian Development BankMinistry of Education52114.15Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education59487.49Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education60022.56Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education86648.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education84783.30Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education93473.07Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education82931.66Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education81919.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education78120.55Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education79987.92Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education67849.76Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education79922.13Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education71231.20Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education72661.42Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education64506.61Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education59117.40Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education63389.24Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education53840.64Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education52764.80Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education55660.25Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education59281.72Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education59229.23Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of EducationPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Enhanced Relevance and Access of TVET Programs 1.1 Industry-led framework of partnership established 1.2 Competency and training standards developed 1.3 CBT curricula, teacher guides, learning materials and assessment tools developed 1.4 Capacity for external competency assessment developed Indicator: 1.1.1 Four SWCs organized and functioning by year 1 Progress/Status: Achieved Data Source: Project progress reports and SWC reports Actual value: Output: 1. Enhanced Relevance and Access of TVET Programs 1.1 Industry-led framework of partnership established 1.2 Competency and training standards developed 1.3 CBT curricula, teacher guides, learning materials and assessment tools developed 1.4 Capacity for external competency assessment developed Indicator: 1.1.2 SWCs identify at least 25 priority occupations (2012) Progress/Status: 40 identified Data Source: Project reports Actual value: Output: 1. Enhanced Relevance and Access of TVET Programs 1.1 Industry-led framework of partnership established 1.2 Competency and training standards developed 1.3 CBT curricula, teacher guides, learning materials and assessment tools developed 1.4 Capacity for external competency assessment developed Indicator: 1.2.1 75 industry endorsed competency standards developed and approved by BTEB and recognized as national standards (2014) Progress/Status: 75 standards developed for 25 occupations. Out of which 40 standards have been approved by BTEB and being recognized as national standard. The remaining standards will be approved in due course. Data Source: Project reports Actual value: Output: 1. Enhanced Relevance and Access of TVET Programs 1.1 Industry-led framework of partnership established 1.2 Competency and training standards developed 1.3 CBT curricula, teacher guides, learning materials and assessment tools developed 1.4 Capacity for external competency assessment developed Indicator: 1.2.2 Twinning arrangement between BTEB and one international country initiated (2014) Progress/Status: An international consultant was engaged and his report formed the basis for twinning arrangements between BTEB and international entities. Process has been set in motion through a visit of a GoB-ADB team to Malaysian Qualification Agency and Department of Skills Development. SEIP will carry the process forward. Data Source: Project reports Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2014 Target value: YOutput: 1. Enhanced Relevance and Access of TVET Programs 1.1 Industry-led framework of partnership established 1.2 Competency and training standards developed 1.3 CBT curricula, teacher guides, learning materials and assessment tools developed 1.4 Capacity for external competency assessment developed Indicator: 1.3.1 12 CBT curricula developed and endorsed by BTEB (2014) Progress/Status: 72 CBT curricula developed and 42 out of 72 approved by BTEB Data Source: CDC reports Project progress reports Actual value: Output: 1. Enhanced Relevance and Access of TVET Programs 1.1 Industry-led framework of partnership established 1.2 Competency and training standards developed 1.3 CBT curricula, teacher guides, learning materials and assessment tools developed 1.4 Capacity for external competency assessment developed Indicator: 1.3.2 12 curricula implemented in trainings, developed and endorsed in partnership with industry based on competencies and needs identified by industry. (2014) Progress/Status: 12 trainings implemented Data Source: Project reports Actual value: Output: 1. Enhanced Relevance and Access of TVET Programs 1.1 Industry-led framework of partnership established 1.2 Competency and training standards developed 1.3 CBT curricula, teacher guides, learning materials and assessment tools developed 1.4 Capacity for external competency assessment developed Indicator: 1.4.1 At least 35 competency assessors trained and certified by year 4 Progress/Status: 49 Assessors in ICT certified, of the 170 that were trained Data Source: BTEB reports Project reports Actual value: Output: 2. Improved Capacity for Good Quality TVET Delivery 2.1 In-service training provided to TVET teachers 2.2 Teacher training facilities upgraded 2.3 Training providers strengthened 2.4 DTE research, development, and social marketing capacity strengthened Indicator: 2.1.1) 3,500 TVET teachers sensitized in CBT (2014) Progress/Status: 5,382 teachers sensitized Data Source: Monitoring reports Student satisfaction surveys Actual value: Output: 3. Relevant Skills Training Delivered 3.1 Market-responsive skills training delivered 3.2 Skills training delivered in poor communities Indicator: 2.1.2) 40 master trainers trained and certified at Level 4 (2014) Progress/Status: Out of 40 master trainers, 25 were given skill training of level 1, which is a pre-requisite of Certification by BTEB. Lack of assessors in related trade delayed the process of certification. BTEB said now they are in a position to certify some of the master trainers after assessment Data Source: Project reports Actual value: Output: 4. Project Management 4.1 Project is well managed Indicator: 2.2.1) 5-year development plans of the VTTI and TTTC prepared and approved by year 1 Progress/Status: Plans approved in 2012 Data Source: VTTI and TTTC plans Progress reports Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2014 Target value: YOutput: Indicator Indicator: 2.2.2) Civil works, repair, and renovations and equipment installation completed by year 3 Progress/Status: completed Data Source: Project reports Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2014 Target value: YOutput: Indicator Indicator: 2.2.3) VTTI and TTTC staff receive local and international training by 2014 Progress/Status: local and international training conducted Data Source: Project reports Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2014 Target value: YOutput: Indicator Indicator: 2.3.1) At least 5 different market responsive competency based short-term training modality's in partnership implemented and properly documented (2014) Progress/Status: 9 modalities implemented Data Source: Project progress reports Actual value: Output: Indicator Indicator: 2.3.2) 64 TSCs capacitated to deliver relevant training via strengthening capacity of teachers, improved teaching-learning material and ICT-lab (2014) Progress/Status: All teachers' (1125) of 64 TSCs is given CBT Pedagogy training, Skills training & training of Digital Content Development, English teachers' were given training on English teaching technic in partnership with EiA Project of UK AID. TSCs workshops upgraded with technical teaching learning-material and small civil works. TSCs provided with generators to ensure continuity of education. Data Source: Project reports Actual value: Output: Indicator Indicator: 2.3.3) Skills level certificate examination conducted in 4 project supported TSCs with participation from both public and private TSCs (2014) Progress/Status: SDP has been successful introducing NSC 2 and NSC 3 exams. BTEB has declared 64 TSCs, 37 TTCs & 40 TVI as centres for NSC 2 and NSC 3. Syllabus has been developed for the exams. BTEB will conduct the exams in July 2015 where both Public and private TVET institutes will be eligible to participate Data Source: Project reports Actual value: Output: Indicator Indicator: 2.4.1) Research and development cell established by year 1 Progress/Status: Cell established Data Source: Project reports Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2014 Target value: YOutput: Indicator Indicator: 2.4.2) DTE building additional floor constructed by year 3 Progress/Status: Floor constructed Data Source: Project progress reports Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: 2.4.3) Eight Regional Office constructed and equipped by 2013 Progress/Status: Completed Data Source: Project reports Actual value: Output: Indicator Indicator: 2.4.4) Two tracer studies completed by year 5 Progress/Status: One study completed Data Source: Project reports Actual value: Output: Indicator Indicator: 2.4.5) Social marketing plan developed by year 1 Progress/Status: Plan completed Data Source: Project reports Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2010 Target value: YOutput: Indicator Indicator: 3.1.1) TNAs undertaken by year 2 Progress/Status: Done Data Source: Project reports Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2014 Target value: YOutput: Indicator Indicator: 3.1.2) Market responsive training delivered to 4,000 trainees by private and public institutions (2014) Progress/Status: 14,087 trained in different modalities Data Source: Project reports Actual value: Output: Indicator Indicator: 3.2.1) 1,000 poor and underprivileged youths and women participate in market responsive training (2014) Progress/Status: 3,681 poor girls trained in garments Data Source: Project reports Actual value: Output: Indicator Indicator: 4.1.1) PIU established and staffed by year 1 Progress/Status: Done Data Source: Project progress reports Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2014 Target value: YOutput: Indicator Indicator: 4.1.2) PIU staff provided training from year 2 Progress/Status: Done Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2014 Target value: YOutput: Indicator Indicator: 4.1.3) Lessons-learned report shared and discussed with all relevant stakeholders (2014) Progress/Status: Done Data Source: Reports on lessons learned and minutes of sharing workshop Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2014 Target value: YStrengthened TVET capacity to provide market-responsive, short-term relevant skills training1. Government vocational and technical teachers' pre-service and in-service training programs serve non- MOE training providers by the end of the project implementation period Progress/Status: Order is issued; training has been and is being provided to both types of teachers. Data Source: Reports of MOE, DTE, BTEB, BMET, TTTC, and VTTI Project progress reports Training management information data Base year: 2009 Baseline value: N2. Females comprise at least 15% of skills training recipients under the Project Progress/Status: 34% of 14,087 participants female. Data Source: Reports of MOE, DTE, BTEB, BMET, TTTC, and VTTI Project progress reports Training management information data Actual value: 3. Industry involved in identifying, preparing and/or delivering training programs Progress/Status: Sector Working Committees established in 4 sectors and functioning. These will be developed into Industry Skills Councils in line with NSDP. Several industry associations involved in partnership arrangements Data Source: Reports of MOE, DTE, BTEB, BMET, TTTC, and VTTI Project progress reports Training management information data Base year: 2009 Baseline value: N4. Total enrolment capacity in short-term skills training in government and Project-supported TVET providers increased by at least 4,000 per year by 2014 Progress/Status: The capacity to conduct short term trainings has increased. DTE has included a provision in its regular budget for continuing short term trainings after the project closes. Estimates are that total capacity increased with more then 4,000 Data Source: Reports of MOE, DTE, BTEB, BMET, TTTC, and VTTI Project progress reports Training management information data Base year: 2009 Baseline value: N5. Pass rate of graduates from project-supported TSCs in SSC(VOC) increases with 5% from 2011 to 2014 (both sexes) Progress/Status: Pass rate of graduates from project-supported TSCs in SSC (VOC) increased by 25% from 2011-2015. (Baseline 2011 58%. Achieved 2014 83 %) Data Source: Reports of BTEB Actual value: 5. Pass rate of graduates from project-supported TSCs in SSC(VOC) increases with 5% from 2011 to 2014 (male) Progress/Status: Pass rate of graduates from project-supported TSCs in SSC (VOC) increased by 25% from 2011-2015. (Baseline 2011 57%, Achieved 2014 82.19%) Data Source: Reports of BTEB Actual value: 5. Pass rate of graduates from project-supported TSCs in SSC(VOC) increases with 5% from 2011 to 2014 (female) Progress/Status: Pass rate of graduates from project-supported TSCs in SSC (VOC) increased by 27% from 2011-2015. (Baseline 2011 58% Achieved 2014 85.27%) Data Source: Reports of BTEB Actual value: XM-DAC-46004-42166-013-LN2430Asian Development BankIt contributed to the efforts of the Government for 5 million poor and vulnerable people to have better access to food. It reduced the poverty levels of low-income groups. The focus of the Project was to improve access of the poor to food, income and livelihood support. It assisted in relieving the immediate fiscal pressures because of a sharp rise in safety net expenditures. It also assisted in sustaining the external balance, aggravated by higher import costs for food grains.Asian Development BankFinance Division, Ministry of FinanceMinistry of Food and Disaster Management (MoFDM)Asian Development BankAsian Development BankBarun Deyhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42166-013 (Closed)&officer= srahman@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90Inclusive economic growthPartnershipsSome gender elements (SGE)170000000Asian Development BankFinance Division, Ministry of Finance164548757.20Asian Development BankFinance Division, Ministry of Finance2944454.70Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance3004759.60Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance3062292.77Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance3079859.28Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance3004630.54Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2998734.70Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of 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Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance760645.09Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance617289.87Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance659447.18Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance661557.85Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of FinancePerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Strengthened open market sales of food grains with wider coverage to ensure food security of targeted poor and vulnerable people 2. Enhanced food entitlements for the poor and vulnerable to survive short-term food deficits 3. Enhanced purchasing power of the poor and vulnerable through generating rural employment 4. More effective and efficient food security monitoring system Indicator: 1.1 million person- months of food accessed through open market sales Progress/Status: Will be assessed during PCR Data Source: (i) Customs data (ii) Government progress reports (iii) Audit reports (iv) Project progress reports (v) Project review missions (vi) Surveys and socio-economic survey as part of project completion report Actual value: Output: 1. Strengthened open market sales of food grains with wider coverage to ensure food security of targeted poor and vulnerable people 2. Enhanced food entitlements for the poor and vulnerable to survive short-term food deficits 3. Enhanced purchasing power of the poor and vulnerable through generating rural employment 4. More effective and efficient food security monitoring system Indicator: (i) 1.1 million personmonths of food assistance accessed through vulnerable group development program (ii) 2.9 million personmonths of food assistance accessed through vulnerable group feeding program (iii) 0.25 million personmonths of food aid accessed through test relief (iv) 0.42 million personmonths of food Progress/Status: Will be assessed during PCR Data Source: Government progress reports Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2009 Target value: YOutput: 1. Strengthened open market sales of food grains with wider coverage to ensure food security of targeted poor and vulnerable people 2. Enhanced food entitlements for the poor and vulnerable to survive short-term food deficits 3. Enhanced purchasing power of the poor and vulnerable through generating rural employment 4. More effective and efficient food security monitoring system Indicator: (ii) 2.9 million personmonths of food assistance accessed through vulnerable group feeding program Progress/Status: Will be assessed during PCR Data Source: Government progress reports Actual value: Output: 1. Strengthened open market sales of food grains with wider coverage to ensure food security of targeted poor and vulnerable people 2. Enhanced food entitlements for the poor and vulnerable to survive short-term food deficits 3. Enhanced purchasing power of the poor and vulnerable through generating rural employment 4. More effective and efficient food security monitoring system Indicator: (iii) 0.25 million personmonths of food aid accessed through test relief Progress/Status: Will be assessed during PCR Data Source: Government progress reports Actual value: Output: 1. Strengthened open market sales of food grains with wider coverage to ensure food security of targeted poor and vulnerable people 2. Enhanced food entitlements for the poor and vulnerable to survive short-term food deficits 3. Enhanced purchasing power of the poor and vulnerable through generating rural employment 4. More effective and efficient food security monitoring system Indicator: (iv) 0.42 million personmonths of food assistance accessed through gratuitous relief Progress/Status: Will be assessed during PCR Data Source: Government progress reports Actual value: Output: 1. Strengthened open market sales of food grains with wider coverage to ensure food security of targeted poor and vulnerable people 2. Enhanced food entitlements for the poor and vulnerable to survive short-term food deficits 3. Enhanced purchasing power of the poor and vulnerable through generating rural employment 4. More effective and efficient food security monitoring system Indicator: (v) Chittagong Hill Tracts tribal people access 92,000 person-months of food assistance Progress/Status: Will be assessed during PCR Data Source: Government progress reports Actual value: Output: 1. Strengthened open market sales of food grains with wider coverage to ensure food security of targeted poor and vulnerable people 2. Enhanced food entitlements for the poor and vulnerable to survive short-term food deficits 3. Enhanced purchasing power of the poor and vulnerable through generating rural employment 4. More effective and efficient food security monitoring system Indicator: (vi) 0.62 million personmonths of food assistance accessed through food for work Progress/Status: Will be assessed during PCR Data Source: Government progress reports Actual value: Output: 1. Strengthened open market sales of food grains with wider coverage to ensure food security of targeted poor and vulnerable people 2. Enhanced food entitlements for the poor and vulnerable to survive short-term food deficits 3. Enhanced purchasing power of the poor and vulnerable through generating rural employment 4. More effective and efficient food security monitoring system Indicator: 1 million person-months of employment opportunities created in poverty stricken rural areas Progress/Status: Will be assessed during PCR Data Source: Government progress reports Actual value: Output: 1. Strengthened open market sales of food grains with wider coverage to ensure food security of targeted poor and vulnerable people 2. Enhanced food entitlements for the poor and vulnerable to survive short-term food deficits 3. Enhanced purchasing power of the poor and vulnerable through generating rural employment 4. More effective and efficient food security monitoring system Indicator: Food security monitoring system produces reliable reports Progress/Status: Piloted in all offices of DGF of Tangail district; and Chittagong port. Data Source: Surveys and socio-economic survey as part of project completion report Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2009 Target value: YOutput: The major outputs of the Project are the following: Indicator: Output 1: Strengthened open market sales of food grains, with wider coverage to ensure food security for 1.1 million person-months of targeted poor and vulnerable people. Progress/Status: Government has widened coverage of open market sale of foodgrains at fixed price. Data Source: Customs data Actual value: Output: Indicator Indicator: Output 2: Enhanced food entitlements for 5.4 million person-months for the poor and vulnerable to survive short-term food deficits. Progress/Status: Government is putting continuous efforts to increase entitle ment of poor and vulnerable groups through various social safety-net programs particularly during food crisis and high market price situations. Data Source: Government progress reports Audit reports Actual value: Output: Indicator Indicator: Output 3: Enhanced purchasing power of the poor and vulnerable by generating rural employment for 1 million person-months. Progress/Status: Government, NGOs and CBOs are continuous putting efforts for generating rural employment and to enhance purchasing power of the poor and vulnerable through various programs (safety-net, emploment creation, food for works,) in rural areas. Goverment allocated increased resources for ensuring food security. Data Source: Project progress reports Project review missions Actual value: Output: Indicator Indicator: Output 4: A more effective and efficient food security monitoring system. Progress/Status: Under the piggy-backed TA, web-based foodstock and distribution monitoring system was piloted and currently operating. the TA completed 30 May 2011 and account closed on 30 September 2011. Computerized food monitoring system piloted through the TA. Data Source: (vi) Surveys and socio-economic survey as part of project completion report Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2009 Target value: YProject will contribute to the efforts of the Government so that 5 million poor and vulnerable people have better access to food. The focus of the Project will be on improving access of the poor to food, income, and livelihood support. It will assist in relieving the immediate fiscal pressures caused by a sharp rise in the international markets. It will also assist in sustaining the external balance, aggravated by higher import costs for food grains.58.41 million personmonths of food safety nets coverage provided to poor and vulnerable Progress/Status: Project completed with 100% achievement. Data Source: (i) Government‘s progress reports (ii) Audit reports (iii) Project progress reports (iv) Project review missions (v) Surveys and socioeconomic survey as part of project completion report Actual value: XM-DAC-46004-40517-013-LN2453Asian Development BankThe Public-Private Infrastructure Development Facility (PPIDF) includes and $82 million loan from ADB's ordinary capital resources (OCR), an $83 million equivalent loan from ADB's special funds resources and a technical assistance grant of $500,000 for capacity building and supporting project implementation. Component A will use ADB's OCR funds of $82 million to provide financing to the Government of Bangladesh for relending to the Infrastructure Development Company Limited (IDCOL) to finance private sector-sponsored large infrastructure subprojects with a subproject size of more than $30 million. Component B will provide ADF support of $50 million equivalent to the Government for relending in local currency to IDCOL to finance small and medium-sized infrastructure subprojects primarily located in rural and semiurban areas, especially in the energy sector. Component C will provide ADB funding of $33 million equivalent for the purpose of promoting renewable energy systems in Bangladesh. IDCOL will finance the set-up of renewable energy systems such as solar home systems and/or biomass installations through a microfinance-based, direct sales program. Asian Development BankFinance Division, Ministry of FinanceMinistry of FinanceAsian Development BankAsian Development BankBidyut Sahahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=40517-013 (Closed)&officer= bsaha@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90Private sector developmentGovernance and capacity developmentInclusive economic growth83000000Asian Development BankFinance Division, Ministry of Finance81644060.70Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance-35.74Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1500440.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, 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Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance398643.05Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance340035.38Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance333624.81Asian Development BankFinance Division, Ministry of Finance-34928.06Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance385112.69Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance374702.48Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance373695.46Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of FinancePerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Improved lending terms of IDCOL for infrastructure subprojects Indicator: Increase in tenor of available financing provided by IDCOL to 25 years by 2013 Progress/Status: As per current lending policy of IDCOL, maximum tenor is 15 years including a maximum grace period of 3 years. Data Source: Bank and project finance agencies reports IDCOL annual reports PPMS data and reports Actual value: Output: 1. Improved lending terms of IDCOL for infrastructure subprojects Indicator: Reduction in average borrowing costs by 20% for IDCOL by 2013 Progress/Status: IDCOL managed to reduce its weighted average borrowing cost from 3.29% in FY2011 to 2.93% in FY2015 (a reduction of 10.9%). The indicator appears to be inappropriate. Interest rate efficiency should be compared with a benchmark market rate (such as, LIBOR) rather than on absolute basis. Data Source: Project MIS data Rating agency reports Actual value: Output: 2. Improved ability of IDCOL to mobilize long-term capital Indicator: Issuance of at least 2 debt market instruments by IDCOL by 2013 Progress/Status: IDCOL is yet to issue debt instruments as the company has adequate credit lines from development partners and underdeveloped capital market. Data Source: Rating agency reports Foreign direct investments inflow statistics Actual value: Output: 2. Improved ability of IDCOL to mobilize long-term capital Indicator: At least 5 syndications by IDCOL for the financing of infrastructure subprojects by 2013 Progress/Status: IDCOL has arranged syndicated term loan facilities for eight infrastructure subprojects, of which one was financed by ADB. Of the eight, four are in the power sector, two are towards central effluent treatment plants, and the remaining two are for ICT infrastructure and land port. Data Source: IMF reports IDCOL annual reports PPMS data and reports Actual value: Output: 3. Enhanced governance at IDCOL Indicator: Improved local credit rating of IDCOL from AA to AAA by 2009 Progress/Status: IDCOL has obtained AAA rating in 2015. The rating is sustained in 2016. Data Source: Rating agency reports Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2009 Target value: YOutput: 3. Enhanced governance at IDCOL Indicator: IDCOL obtains a credit rating from an internationally accepted agency in 2010 Progress/Status: IDCOL will consider obtaining credit rating from an internationally accepted agency once it intends to raise additional fund from international market. At present, there is no plan for foreign currency loan on commercial terms. Data Source: IDCOL annual reports PPMS data and reports Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2010 Target value: YOutput: 4. Enhanced capacity for application of environmental and social safeguards standards Indicator: ESSF reports from 2008 onwards Progress/Status: ESSF has been updated and posted on IDCOL's website since 2012. Data Source: IDCOL annual reports Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2013 Target value: YOutput: 4. Enhanced capacity for application of environmental and social safeguards standards Indicator: Year-on-year increase in number of subprojects assessed for compliance under ESSF by 10% annually Progress/Status: IDCOL has obtained environmental and social clearances from ADB for five projects i.e. NTTN, WiMAX, and 108 MW power plant of ECPVCL, Regent Porwer Plant, and Summit Meghnaghat Power Plant. IDCOL complied under ESSF for all its subprojects under PPIDF. Data Source: PPMS data and reports Actual value: Output: 5. Enhanced efficiency of IDCOL in developing and financing infrastructure subprojects Indicator: Reduction in processing time for new proposals from 6 months to 4 months by 2010 Progress/Status: The processing time, among other things, depends on the complexity of projects and scope of due diligence required. For the three large subprojects financed under the OCR loan of PPIDF, the average processing time (i.e. from the date IDCOL received the proposal until the time of IDCOL's Board approval) was approximately 12 months, on average. However, the processing time for smaller projects or projects funded from IDCOL's own resources are often shorter than 4 months. Larger projects having multiple foreign lenders and/or projects requiring multiple approvals from various regulators and from ADB require longer processing time. This indicator, alone, is not a good measure of efficiency, as complex infrastructure subjects may require 12 months or more. Data Source: IDCOL annual reports PPMS data and reports Actual value: Enhanced private sector participation in infrastructure development1 medium-sized subproject with private financing of at least $30 million each by 2013 Progress/Status: The original target of 10 medium-sized subprojects as mentioned in RRP was revised to 1 medium-sized subproject because of the reallocation of $45 million from component B to component C. PPIDF disbursed $3.6 million to a broadband wireless access network subproject having private financing of $43.9 million. Additionally, this component funded $1.4 million for setting up a nationwide telecommunication transmission network with a total project cost of $14.5 million. Data Source: IDCOL reports Actual value: At least 200,000 solar energy home systems, 15 biomass power plants, and 100 biogas power plants installed by the private sector by 2013 Progress/Status: The original target of 100,000 solar home systems as mentioned in RRP was revised to 216,363 medium-sized subproject following the reallocation of $45 million from component B to component C. PPIDF financed the installation of 430,514 solar home systems (SHS) in remote off-grid rural areas of Bangladesh. Of the total, 349,199 SHSs were financed under Loan 2453 and 81,315 SHSs under Grant 0254 under separate schemes. Even though no biomass/biogas power plants were financed because of the unavailability of such projects for PPIDF funding, Grant 0253 financed three major renewable energy applications-(i) the installation of 100 fiberglass bio-digester plants in 10 districts, (ii) a 141 kWp solar photovoltaic based mini-grid at Bagha, Rajshahi, and (iii) seven 78.71 kWp solar PV-based irrigation pumps at Meherpur and Kushtia. Data Source: PPMS data and reports Actual value: 3 large subprojects with private financing of at least $100 million each by 2013 Progress/Status: PPIDF disbursed $82 million, under component A, to three large subprojects in the energy sector having private financing of $296.7 million, $62.8 million, and $54.2 million in these subprojects. Though it appears that private financing in subprojects was below the $100 million mark, the average private sector financing has been $138 million for each subproject. Moreover, PPIDF leveraged $413.7 million private investment which is higher than the aggregate underlying cumulative target of $300 million. Data Source: Project completion reports Actual value: Reduction of at least 258,750 tons of CO2 emissions at the end of project period (5 years) Progress/Status: This outcome was included in 2011. Assuming that each SHS reduces carbon dioxide emissions by 375 kilograms annually , it is expected that the ADB-financed 430,514 SHSs would reduce carbon dioxide emissions by 161,443 tons each year. Over a five year period, the SHSs would reduce 807,214 tons of carbon dioxide emissions. Actual value: XM-DAC-46004-40517-013-LN2454Asian Development BankThe Public-Private Infrastructure Development Facility (PPIDF) includes and $82 million loan from ADB's ordinary capital resources (OCR), an $83 million equivalent loan from ADB's special funds resources and a technical assistance grant of $500,000 for capacity building and supporting project implementation. Component A will use ADB's OCR funds of $82 million to provide financing to the Government of Bangladesh for relending to the Infrastructure Development Company Limited (IDCOL) to finance private sector-sponsored large infrastructure subprojects with a subproject size of more than $30 million. Component B will provide ADF support of $50 million equivalent to the Government for relending in local currency to IDCOL to finance small and medium-sized infrastructure subprojects primarily located in rural and semiurban areas, especially in the energy sector. Component C will provide ADB funding of $33 million equivalent for the purpose of promoting renewable energy systems in Bangladesh. IDCOL will finance the set-up of renewable energy systems such as solar home systems and/or biomass installations through a microfinance-based, direct sales program. Asian Development BankFinance Division, Ministry of FinanceMinistry of FinanceAsian Development BankAsian Development BankBidyut Sahahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=40517-013 (Closed)&officer= bsaha@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90Private sector developmentGovernance and capacity developmentInclusive economic growth82000000Asian Development BankFinance Division, Ministry of Finance30000000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance22000000.00Asian Development BankFinance Division, Ministry of Finance30000000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance 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Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance917451.96Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance963324.02Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1011490.23Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1062064.70Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1115168.19Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of 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Division, Ministry of Finance1290946.98Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1355493.88Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1423268.61Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1494432.45Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1569153.29Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1647611.43Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1729992.07Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1816491.25Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1907315.74Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2002682.20Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2102816.38Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2207956.49Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance611509.35Asian Development BankFinance Division, Ministry of Finance94591.26Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance105648.88Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance140507.14Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance182289.58Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance245074.07Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance390212.99Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance533740.81Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance597266.73Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance631948.40Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance986012.96Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1033747.72Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1033013.29Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance808876.65Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance455825.85Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance168058.71Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance141545.99Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance122163.45Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance504683.95Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1469842.15Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1751880.54Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1794469.61Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1747314.23Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1449971.61Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1368201.19Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1173399.76Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of FinancePerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Improved lending terms of IDCOL for infrastructure subprojects Indicator: Increase in tenor of available financing provided by IDCOL to 25 years by 2013 Progress/Status: As per current lending policy of IDCOL, maximum tenor is 15 years including a maximum grace period of 3 years. Data Source: Bank and project finance agencies reports IDCOL annual reports PPMS data and reports Actual value: Output: 1. Improved lending terms of IDCOL for infrastructure subprojects Indicator: Reduction in average borrowing costs by 20% for IDCOL by 2013 Progress/Status: IDCOL managed to reduce its weighted average borrowing cost from 3.29% in FY2011 to 2.93% in FY2015 (a reduction of 10.9%). The indicator appears to be inappropriate. Interest rate efficiency should be compared with a benchmark market rate (such as, LIBOR) rather than on absolute basis. Data Source: Project MIS data Rating agency reports Actual value: Output: 2. Improved ability of IDCOL to mobilize long-term capital Indicator: Issuance of at least 2 debt market instruments by IDCOL by 2013 Progress/Status: IDCOL is yet to issue debt instruments as the company has adequate credit lines from development partners and underdeveloped capital market. Data Source: Rating agency reports Foreign direct investments inflow statistics Actual value: Output: 2. Improved ability of IDCOL to mobilize long-term capital Indicator: At least 5 syndications by IDCOL for the financing of infrastructure subprojects by 2013 Progress/Status: IDCOL has arranged syndicated term loan facilities for eight infrastructure subprojects, of which one was financed by ADB. Of the eight, four are in the power sector, two are towards central effluent treatment plants, and the remaining two are for ICT infrastructure and land port. Data Source: IMF reports IDCOL annual reports PPMS data and reports Actual value: Output: 3. Enhanced governance at IDCOL Indicator: Improved local credit rating of IDCOL from AA to AAA by 2009 Progress/Status: IDCOL has obtained AAA rating in 2015. The rating is sustained in 2016. Data Source: Rating agency reports Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2009 Target value: YOutput: 3. Enhanced governance at IDCOL Indicator: IDCOL obtains a credit rating from an internationally accepted agency in 2010 Progress/Status: IDCOL will consider obtaining credit rating from an internationally accepted agency once it intends to raise additional fund from international market. At present, there is no plan for foreign currency loan on commercial terms. Data Source: IDCOL annual reports PPMS data and reports Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2010 Target value: YOutput: 4. Enhanced capacity for application of environmental and social safeguards standards Indicator: ESSF reports from 2008 onwards Progress/Status: ESSF has been updated and posted on IDCOL's website since 2012. Data Source: IDCOL annual reports Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2013 Target value: YOutput: 4. Enhanced capacity for application of environmental and social safeguards standards Indicator: Year-on-year increase in number of subprojects assessed for compliance under ESSF by 10% annually Progress/Status: IDCOL has obtained environmental and social clearances from ADB for five projects i.e. NTTN, WiMAX, and 108 MW power plant of ECPVCL, Regent Porwer Plant, and Summit Meghnaghat Power Plant. IDCOL complied under ESSF for all its subprojects under PPIDF. Data Source: PPMS data and reports Actual value: Output: 5. Enhanced efficiency of IDCOL in developing and financing infrastructure subprojects Indicator: Reduction in processing time for new proposals from 6 months to 4 months by 2010 Progress/Status: The processing time, among other things, depends on the complexity of projects and scope of due diligence required. For the three large subprojects financed under the OCR loan of PPIDF, the average processing time (i.e. from the date IDCOL received the proposal until the time of IDCOL's Board approval) was approximately 12 months, on average. However, the processing time for smaller projects or projects funded from IDCOL's own resources are often shorter than 4 months. Larger projects having multiple foreign lenders and/or projects requiring multiple approvals from various regulators and from ADB require longer processing time. This indicator, alone, is not a good measure of efficiency, as complex infrastructure subjects may require 12 months or more. Data Source: IDCOL annual reports PPMS data and reports Actual value: Enhanced private sector participation in infrastructure development1 medium-sized subproject with private financing of at least $30 million each by 2013 Progress/Status: The original target of 10 medium-sized subprojects as mentioned in RRP was revised to 1 medium-sized subproject because of the reallocation of $45 million from component B to component C. PPIDF disbursed $3.6 million to a broadband wireless access network subproject having private financing of $43.9 million. Additionally, this component funded $1.4 million for setting up a nationwide telecommunication transmission network with a total project cost of $14.5 million. Data Source: IDCOL reports Actual value: At least 200,000 solar energy home systems, 15 biomass power plants, and 100 biogas power plants installed by the private sector by 2013 Progress/Status: The original target of 100,000 solar home systems as mentioned in RRP was revised to 216,363 medium-sized subproject following the reallocation of $45 million from component B to component C. PPIDF financed the installation of 430,514 solar home systems (SHS) in remote off-grid rural areas of Bangladesh. Of the total, 349,199 SHSs were financed under Loan 2453 and 81,315 SHSs under Grant 0254 under separate schemes. Even though no biomass/biogas power plants were financed because of the unavailability of such projects for PPIDF funding, Grant 0253 financed three major renewable energy applications-(i) the installation of 100 fiberglass bio-digester plants in 10 districts, (ii) a 141 kWp solar photovoltaic based mini-grid at Bagha, Rajshahi, and (iii) seven 78.71 kWp solar PV-based irrigation pumps at Meherpur and Kushtia. Data Source: PPMS data and reports Actual value: 3 large subprojects with private financing of at least $100 million each by 2013 Progress/Status: PPIDF disbursed $82 million, under component A, to three large subprojects in the energy sector having private financing of $296.7 million, $62.8 million, and $54.2 million in these subprojects. Though it appears that private financing in subprojects was below the $100 million mark, the average private sector financing has been $138 million for each subproject. Moreover, PPIDF leveraged $413.7 million private investment which is higher than the aggregate underlying cumulative target of $300 million. Data Source: Project completion reports Actual value: Reduction of at least 258,750 tons of CO2 emissions at the end of project period (5 years) Progress/Status: This outcome was included in 2011. Assuming that each SHS reduces carbon dioxide emissions by 375 kilograms annually , it is expected that the ADB-financed 430,514 SHSs would reduce carbon dioxide emissions by 161,443 tons each year. Over a five year period, the SHSs would reduce 807,214 tons of carbon dioxide emissions. Actual value: XM-DAC-46004-40559-013-LN2462Asian Development BankThe Second Urban Governance and Infrastructure Improvement (Sector) Project (the Project) supports the improvement of urban governance and of infrastructure and service delivery in pourashavas (secondary towns). The Project adopts the performance-based allocation of investment funds as an incentive mechanism for governance reform. Performance criteria are defined in six key areas of urban governance: (i) citizen awareness and participation, (ii) urban planning, (iii) womens participation, (iv) integration of the urban poor, (v) financial accountability and sustainability, and (vi) administrative transparency. Investment funds will be utilized to improve municipal transport, drainage, solid waste management, water supply, sanitation, municipal facilities, and basic services in slums. The project design is based on the lessons from the ongoing Urban Governance and Infrastructure Improvement (Sector) Project (UGIIP-1).Asian Development BankLocal Government Engineering DepartmentAsian Development BankAsian Development BankElma Morshedahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=40559-013 (Closed)&officer= msalam@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBhanga23.39194 89.98389Jhalakati22.64265 90.20109Golapganj24.85722 92.01388Barguna22.15672 90.11758Sirajganj24.45771 89.70802Gaibandha25.3293 89.5438Jhenaidah Sardar UZ23.542 89.183Sreepur24.24 90.45Parshuram23.21 91.43Kurigram25.81158 89.64284Natore S.24.45 88.98Sreemangal24.3 91.68Nachole24.73 88.39Brahmanbaria23.97464 91.11228Satkhira22.70817 89.07185Jamalpur24.91965 89.94812Sunamganj25.06889 91.40243Thakurgaon26.03097 88.46989Munshiganj23.5517 90.53459Bhola22.68759 90.64403Cox's Bazar21.45388 91.96765Benapol23.04697 88.9059Chandpur23.19905 90.94317Chaumuhani22.93333 91.11667Dinajpur25.62745 88.63779Faridpur23.60612 89.84064Ghorasal23.94129 90.63035Kolapara23.49879 90.25708Noakhali22.83333 90.66667Narail23.15509 89.49515Bagherhat22.65657 89.79123Rangpur25.74664 89.25166Comilla23.46186 91.18504Mirzapur24.10287 90.09841Mymensingh24.75636 90.40646Governance and capacity developmentEnvironmentally sustainable growthGender Equity and Mainstreaming87000000Asian Development BankLocal Government Engineering Department55569917.88Asian Development BankLocal Government Engineering Department2106486.85Asian Development BankLocal Government Engineering Department8350111.62Asian Development BankLocal Government Engineering Department3801885.71Asian Development BankLocal Government Engineering Department6154860.21Asian Development BankLocal Government Engineering Department3037699.04Asian Development BankLocal Government Engineering Department3316974.82Asian Development BankLocal Government Engineering Department53056.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1541046.09Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1596614.94Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development 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Department371887.81Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department568020.27Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department552387.53Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering 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Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department432122.50Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department350297.77Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department361579.58Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department333377.28Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department403161.26Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department380984.01Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: Component A: Urban Infrastructure and Service Delivery- Developed infrastructure and improved service delivery Indicator: Municipal Transport: Road and other transport infrastructure developed in 30 PS measures include length of road) Progress/Status: Contract award approval completed and in most cases works under the second phase have been completed Data Source: • Reports of MPRC • Minutes of TLCCs and WLCC • Quarterly progress reports by PIUs • Quarterly progress reports by PMO • PME reports • BME reports • ADB mission reports • Project completion report Actual value: Output: Component A: Urban Infrastructure and Service Delivery- Developed infrastructure and improved service delivery Indicator: Drainage: Drainage master plans prepared in 30 PS Progress/Status: Contract award approval completed and in most cases works under the second phase have been completed Data Source: • Reports of MPRC • Minutes of TLCCs and WLCC • Quarterly progress reports by PIUs • Quarterly progress reports by PMO • PME reports • BME reports • ADB mission reports • Project completion report Actual value: Output: Component A: Urban Infrastructure and Service Delivery- Developed infrastructure and improved service delivery Indicator: Solid Waste Management: A system established to collect and dispose of solid waste in 20 PS Progress/Status: ADB approval of transfer stations under phase-II completed and work in progress work started Data Source: • Reports of MPRC • Minutes of TLCCs and WLCC • Quarterly progress reports by PIUs • Quarterly progress reports by PMO • PME reports • BME reports • ADB mission reports • Project completion report Actual value: Output: Component A: Urban Infrastructure and Service Delivery- Developed infrastructure and improved service delivery Indicator: Water Supply • Distribution system rehabilitated and extended in 15 PS (measures include length of pipes) • Leak management programs introduced in 10 PS • Tube wells constructed in 10 PS (measures include number of wells) Progress/Status: ADB approval of construction of pump house and installation of pipe line completed and work started Data Source: • Reports of MPRC • Minutes of TLCCs and WLCC • Quarterly progress reports by PIUs • Quarterly progress reports by PMO • PME reports • BME reports • ADB mission reports • Project completion report Actual value: Output: Component A: Urban Infrastructure and Service Delivery- Developed infrastructure and improved service delivery Indicator: Sanitation • Public or community sanitary latrines constructed or repaired in 20 PS (measures include number of latrines) • Public awareness campaign conducted in 20 PS Progress/Status: ADB approval given and construction of community sanitary latrines and public toilets started Data Source: • Reports of MPRC • Minutes of TLCCs and WLCC • Quarterly progress reports by PIUs • Quarterly progress reports by PMO • PME reports • BME reports • ADB mission reports • Project completion report Actual value: Output: Component A: Urban Infrastructure and Service Delivery- Developed infrastructure and improved service delivery Indicator: Municipal Facilities • Municipal facilities, including, bus or truck terminals (5 PS), street lighting (10 PS), and parks (10 PS) constructed or rehabilitated Data Source: • Reports of MPRC • Minutes of TLCCs and WLCC • Quarterly progress reports by PIUs • Quarterly progress reports by PMO • PME reports • BME reports • ADB mission reports • Project completion report Actual value: Output: Component A: Urban Infrastructure and Service Delivery- Developed infrastructure and improved service delivery Indicator: Basic Services in Slums • Basic infrastructure, including water, sanitation, drainage, solid waste management, footpaths, and street lighting, constructed or rehabilitated in all target slums of all target PS Data Source: • Reports of MPRC • Minutes of TLCCs and WLCC • Quarterly progress reports by PIUs • Quarterly progress reports by PMO • PME reports • BME reports • ADB mission reports • Project completion report Actual value: Output: Component A: Urban Infrastructure and Service Delivery- Developed infrastructure and improved service delivery Indicator: Municipal Transport: O&M and traffic management equipment procured in 15 PS Progress/Status: Procurement of equipment almost completed and civil works are in progress. Data Source: • Reports of MPRC • Minutes of TLCCs and WLCC • Quarterly progress reports by PIUs • Quarterly progress reports by PMO • PME reports • BME reports • ADB mission reports • Project completion report Actual value: Output: Component A: Urban Infrastructure and Service Delivery- Developed infrastructure and improved service delivery Indicator: Drainage: Existing drains rehabilitated in 15 PS (measures include length of drains) Progress/Status: Rehabilitation works of drains have been started and works are in progress/ Data Source: • Reports of MPRC • Minutes of TLCCs and WLCC • Quarterly progress reports by PIUs • Quarterly progress reports by PMO • PME reports • BME reports • ADB mission reports • Project completion report Actual value: Output: Component A: Urban Infrastructure and Service Delivery- Developed infrastructure and improved service delivery Indicator: Drainage: New drains constructed in 15 PS Progress/Status: ADB approval of construction of new drains under phase-II completed and work in progress Data Source: • Reports of MPRC • Minutes of TLCCs and WLCC • Quarterly progress reports by PIUs • Quarterly progress reports by PMO • PME reports • BME reports • ADB mission reports • Project completion report Actual value: Output: Component A: Urban Infrastructure and Service Delivery- Developed infrastructure and improved service delivery Indicator: Water Supply: Tube wells constructed in 10 PS (measures include number of wells) Progress/Status: 100% progress. Data Source: • Reports of MPRC • Minutes of TLCCs and WLCC • Quarterly progress reports by PIUs • Quarterly progress reports by PMO • PME reports • BME reports • ADB mission reports • Project completion report Actual value: Output: Component A: Urban Infrastructure and Service Delivery- Developed infrastructure and improved service delivery Indicator: Water Supply: Leak management programs introduced in 10 PS Progress/Status: Completed. Data Source: • Reports of MPRC • Minutes of TLCCs and WLCC • Quarterly progress reports by PIUs • Quarterly progress reports by PMO • PME reports • BME reports • ADB mission reports • Project completion report Actual value: Output: Component B: Governance Improvement and Capacity Development Enhanced citizen awareness and participation Indicator: • TLCCs and WLCCs formed in all target PS by 2010 Progress/Status: Sector project and no specific target in DMF. TLCCs and WLCCs formed 100%. Data Source: • Reports of MPRC • Minutes of TLCCs and WLCCs • Results of citizen report card • PDPs, including GAPs and PRAPs • Socioeconomic studies Actual value: Output: Component B: Governance Improvement and Capacity Development Enhanced citizen awareness and participation Indicator: • Citizen report cards introduced and implemented in all target PS by 2012 Progress/Status: Complied. Data Source: • Reports of MPRC • Minutes of TLCCs and WLCCs • Results of citizen report card • PDPs, including GAPs and PRAPs • Socioeconomic studies Actual value: Output: Component B: Governance Improvement and Capacity Development Enhanced citizen awareness and participation Indicator: • Grievance-redress cell established. Progress/Status: Established. Data Source: • Reports of MPRC • Minutes of TLCCs and WLCCs • Results of citizen report card • PDPs, including GAPs and PRAPs • Socioeconomic studies Actual value: Output: Component C: Project Management and Implementation Support Effective and operational project management system Indicator: • PMO established in LGED and 0perational by October 2008 Progress/Status: PMO established and operational Data Source: • ADB mission reports • PMO quarterly progress reports Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2009 Target value: YOutput: Component C: Project Management and Implementation Support Effective and operational project management system Indicator: • PIUs established and operational by March 2009 in all target PS Progress/Status: PIUs established and operational Data Source: • ADB mission reports • PMO quarterly progress reports Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2009 Target value: YOutput: Enhanced participation of the urban poor Indicator: • TLCCs and WLCCs established with adequate representation of the poor in all target PS by June 2010 Progress/Status: TLCCs and WLCCs have been established with adequate representation of the poor in all the project pourashava. Data Source: • Reports of MPRC • Minutes of TLCCs and WLCCs • Results of citizen report card • PDPs, including GAPs and PRAPs • Socioeconomic studies BME Reports Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2010 Target value: YOutput: Enhanced participation of the urban poor Indicator: • PRAP, including identified budget, prepared and implemented in all target PS by June 2012 Progress/Status: Complied. Data Source: • Reports of MPRC • Minutes of TLCCs and WLCCs • Results of citizen report card • PDPs, including GAPs and PRAPs • Socioeconomic studies Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2012 Target value: YOutput: Enhanced participation of the urban poor Indicator: • SICs established in all target PS by June 2012 Progress/Status: Done. Data Source: • Reports of MPRC • Minutes of TLCCs and WLCCs • Results of citizen report card • PDPs, including GAPs and PRAPs • Socioeconomic studies Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2012 Target value: YOutput: Enhanced womens participation Indicator: • TLCCs and WLCCs established with adequate representation of women in all target PS by June 2010 Progress/Status: 100% achieved Data Source: • BME reports • Project completion report Actual value: Output: Enhanced womens participation Indicator: • Gender action plan, including identified budget, prepared and implemented in all target PS by June 2012 Progress/Status: 100% achieved Data Source: • BME reports • Project completion report Actual value: Output: Enhanced womens participation Indicator: • Gender committee established in all target PS by June 2010 Progress/Status: 100% achieved Data Source: • BME reports • Project completion report Actual value: Output: Improved accountability and sustainability of pourashava finance Indicator: • Interim assessment of holding tax carried out in all target PS by June 2010 Progress/Status: Done. Data Source: -Quarterly progress reports by PIUs -Quarterly progress reports by PMO -ADB mission reports -PME reports -BME reports -Project completion report Actual value: Output: Improved accountability and sustainability of pourashava finance Indicator: • Computerized tax records andaccounting system introduced and perational in all target PS by June 2012 Progress/Status: Done. Data Source: -Quarterly progress reports by PIUs -Quarterly progress reports by PMO -ADB mission reports -PME reports -BME reports -Project completion report Actual value: Output: Improved accountability and sustainability of pourashava finance Indicator: • Holding tax increased at least by 10%each year in 30 PS Progress/Status: Done. Data Source: -Quarterly progress reports by PIUs -Quarterly progress reports by PMO -ADB mission reports -PME reports -BME reports -Project completion report Actual value: Output: Improved accountability and sustainability of pourashava finance Indicator: • Debts are fully repaid every yearthroughout the project period in all target PS. Progress/Status: 100% paid and its target achieved. Data Source: -Quarterly progress reports by PIUs -Quarterly progress reports by PMO -ADB mission reports -PME reports -BME reports -Project completion report Actual value: Output: Improved administrative transparency and efficiency Indicator: • Organizational development plans prepared in all target PS by June 2012 Progress/Status: Organizational development plans prepared in all target Pourashavas. Data Source: -Quarterly progress reports by PIUs -Quarterly progress reports by PMO -ADB mission reports -PME reports -BME reports -Project completion report Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2015 Target value: YOutput: Improved administrative transparency and efficiency Indicator: • Quarterly progress report prepared on time by PIUs in all target PS throughout the project Progress/Status: Being done. Data Source: -Quarterly progress reports by PIUs -Quarterly progress reports by PMO -ADB mission reports -PME reports -BME reports -Project completion report Baseline year: 2008 Baseline value: N Baseline year: 2008 Baseline value: N Target year: 2015 Target value: YOutput: Improved urban planning Indicator: • Urban planner recruited in all class A target PS by 2010 Progress/Status: Urban planners recruited for all project pourashavas. Data Source: • Reports of MPRC • Minutes of TLCCs and WLCCs • Results of citizen report card • PDPs, including GAPs and PRAPs • Socioeconomic studies Actual value: Output: Improved urban planning Indicator: • PDP, including base map and landuse plan, prepared in all target PS by 2012 Progress/Status: Done. Data Source: • Quarterly progress reports by PIUs • Quarterly progress reports by PMO • ADB mission reports Actual value: Output: Improved urban planning Indicator: • Annual O&M plan prepared and mplementation in all target PS by 2012 Progress/Status: Complied. Data Source: • Quarterly progress reports by PIUs • Quarterly progress reports by PMO • ADB mission reports Actual value: The expected outcomes will be (i) enhanced capacity of Pourashavas to implement, operate, manage and maintain basic urban services; (ii) increased accountability of Pourashavas towards their citizens; and (iii) improved physcial infrastructure and urban services.Municipal Transport: Traffic congestion decreased and access to economic opportunities and social services improved in 30 PS by 2015 (measures include urban roads, traffic volume): No. of pourashavas Progress/Status: Good progress made. Target achieved. Data Source: Reports of MPRC Minutes of TLCCs and WLCCs Results of citizen report card Socioeconomic studies quarterly progress reports by PIUs and PMO PME & BME reports ADB mission reports Project completion report Actual value: Drainage: Drainage well maintained and functioning in 30 PS by 2015 (measures include existing drainage and number of houses affected by flood): No. of pourashavas Progress/Status: Good progress made. Target achieved. Data Source: Reports of MPRC Minutes of TLCCs and WLCCs Results of citizen report card Socioeconomic studies quarterly progress reports by PIUs and PMO PME & BME reports ADB mission reports Project completion report Actual value: Solid Waste Management: Solid waste well managed in 20 PS by 2015 measures include area coverage and collection efficiency). Progress/Status: Works are in progress for transfer stations in different pourashavas of the project under the 3rd phase. Data Source: Reports of MPRC Minutes of TLCCs and WLCCs Results of citizen report card Socioeconomic studies quarterly progress reports by PIUs and PMO PME & BME reports ADB mission reports Project completion report Actual value: Water Supply: Access to water improved in 15 PS by 2015 (measures include existing pipe lines and area coverage, number of connections, and hours of supply). Progress/Status: Works substantially completed. Remaining works will be completed by Dec 2014. Data Source: Reports of MPRC Minutes of TLCCs and WLCCs Results of citizen report card Socioeconomic studies quarterly progress reports by PIUs and PMO PME & BME reports ADB mission reports Project completion report Actual value: Sanitation: Access to safe sanitation improved in 20 PS by 2015 (measures include area coverage). Progress/Status: Works are in progress. Target already achieved. Data Source: Reports of MPRC Minutes of TLCCs and WLCCs Results of citizen report card Socioeconomic studies quarterly progress reports by PIUs and PMO PME & BME reports ADB mission reports Project completion report Actual value: Municipal Facilities: Availability of municipal facilities (markets, bus terminals, and parks) improved in 25 PS by 2015 (measures include number of users). Progress/Status: Target achieved. Works are in progress in the remaining pourashavas. Data Source: Reports of MPRC Minutes of TLCCs and WLCCs Results of citizen report card Socioeconomic studies quarterly progress reports by PIUs and PMO PME & BME reports ADB mission reports Project completion report Actual value: Basic Services in Slums: 60% of residents in target slums have access to improved basic services in all target PS by 2015. Progress/Status: Substantially completed. Works are in progress. Data Source: Reports of MPRC Minutes of TLCCs and WLCCs Results of citizen report card Socioeconomic studies quarterly progress reports by PIUs and PMO PME & BME reports ADB mission reports Project completion report Actual value: Governance Improvement: 35 PS clear UGIAP phase 1 performance criteria by August 2010. Progress/Status: Target will be over achieved by end of the project. Data Source: Reports of MPRC Minutes of TLCCs and WLCCs Results of citizen report card Socioeconomic studies quarterly progress reports by PIUs and PMO PME & BME reports ADB mission reports Project completion report Actual value: Municipal Facilities: Availability of 19 parks improved in 20 PS by 2015 (measures include number of users). Progress/Status: Works are in progress. Data Source: Minutes of TLCCs and WLCCs Results of citizen report card Socioeconomic studies quarterly progress reports by PIUs and PMO PME & BME reports ADB mission reports Project completion report Actual value: Governance Improvement: 20 PS assessed as fully satisfactory in UGIAP phase 2 performance criteria in August 2012. Progress/Status: Target achieved. All of the 47 pourashavas are assessed fully satisfactory performance. Data Source: Minutes of TLCCs and WLCCs Results of citizen report card Socioeconomic studies quarterly progress reports by PIUs and PMO PME & BME reports ADB mission reports Project completion report Actual value: 10 PS assessed as "satisfactory" in UGIAP phase 2 performance criteria in August 2012. Progress/Status: Assessment done and the third phase works started from 1 July 2012. Data Source: Minutes of TLCCs and WLCCs Results of citizen report card Socioeconomic studies quarterly progress reports by PIUs and PMO PME & BME reports ADB mission reports Project completion report Actual value: XM-DAC-46004-39432-013-LN2542Asian Development BankThe Project builds on lessons from previous ADB investments in the small-scale (less than 1,000 hectare [ha]) water resources sector; specifically, the Small-Scale Water Resources Development Sector Project (SSW 1), which was implemented from 1996 to 2002 and developed 280 subprojects in the western part of the country. Also, the ongoing Second Small-Scale Water Resources Development Sector Project (SSW 2), which commenced in 2002 and is due to be completed in 2009. This has developed 275 subprojects in 61 of 64 districts of Bangladesh. The Project will support the development of inclusive water management cooperative associations (WMCAS) that include landowners, land operators, women, fishers, and other vulnerable groups. The WMCAS should have sufficient social and technical capital to undertake small-scale water resources (SSWR) subprojects and to improve system operations. They should have clear financing partnerships and/or cost-sharing mechanisms so they can carry out sustainable maintenance. Within an enabling institutional framework, they should be capable of maximizing their collective potential to increase agriculture production in the subproject areas. The Project will have three outputs: (i) institutional strengthening of government agencies at all levels to support SSWR development; (ii) participatory subprojects, which will include poor and vulnerable groups, and which will enable WMCAs to plan, implement, operate, and maintain subprojects; and (iii) construction and maintenance of up to 270 SSWR subprojects and performance enhancement of up to 150 subprojects (out of 560 completed) from SSW 1 and 2 projects.Asian Development BankLocal Government Engineering DepartmentAsian Development BankAsian Development BankAmrita Kumar Dashttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=39432-013 (Closed)&officer= adas@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshPurba Sarail25.05872 89.1998Bauphal22.45 90.53Kanakdia22.46074 90.51236Gosinga24.18058 90.53826Cox's Bazar21.45388 91.96765Governance and capacity developmentEnvironmentally sustainable growthPartnershipsGender Equity and Mainstreaming55000000Asian Development BankLocal Government Engineering Department14103141.90Asian Development BankLocal Government Engineering Department250132.44Asian Development BankLocal Government Engineering Department2093485.30Asian Development BankLocal Government Engineering Department697197.24Asian Development BankLocal Government Engineering Department1524307.24Asian Development BankLocal Government Engineering Department672967.26Asian Development BankLocal Government Engineering Department3252694.47Asian Development BankLocal Government Engineering Department619650.56Asian Development BankLocal Government Engineering Department2078504.36Asian Development BankLocal Government Engineering Department1076357.10Asian Development BankLocal Government Engineering Department4180663.92Asian Development BankLocal Government Engineering Department2082401.46Asian Development BankLocal Government Engineering Department495191.96Asian Development BankLocal Government 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Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department285950.47Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department246176.68Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department257397.35Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department217540.23Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department243331.09Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department232632.73Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department205331.50Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department227307.92Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department202748.35Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department201304.79Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: Output 1: Institutional Strengthening: Enhanced institutional capacity and capability of government agencies at all levels that support SSWR development Indicator: - Budgeted posts created at 10 LGED regional offices: 4 within 1 year of loan effectiveness,4 within 3 years of loan effectiveness, and 2 within 5 years of loan effectiveness Achievement: 0 Progress/Status: Completed. Data Source: MOLGRDC orders for creation and filling budgeted posts - LGED Organizational chart - LGED EME reports - LGED MIS database - DOC data -DAE annual work plan -DOF annual work planOutput: Output 1: Institutional Strengthening: Enhanced institutional capacity and capability of government agencies at all levels that support SSWR development Indicator: Annual EME completed as scheduled with data to be disaggregated by gender and socioeconomic category Achievement: Y Progress/Status: Completed. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2017 Target value: Y Actual value: YOutput: Output 1: Institutional Strengthening: Enhanced institutional capacity and capability of government agencies at all levels that support SSWR development Indicator: 420 WMCAs regularly provided with institutional and technical support Achievement: 0 Progress/Status: 420 WMCAs are established and being provided with all required support. However, 5 new and 3 enhancement subprojects were dropped due to social conflict.Output: Output 1: Institutional Strengthening: Enhanced institutional capacity and capability of government agencies at all levels that support SSWR development Indicator: Gender training of IWRMU staff Achievement: Y Progress/Status: Completed. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2017 Target value: Y Actual value: YOutput: Output 2: Participatory Subproject Development: Refinement of subproject development process for sustainable WMCA that are performing well. Indicator: All WMCAs registered, with at least 30% women membership in management committees Achievement: Y Progress/Status: 270 WMCA registered All WMCAs registered, with at least 30% women membership in management committees. Data Source: DOC (genderdisaggregated) data for registered WMCA and reelected management committee Union Parishad data on registered societies LGED MIS database LGED data on approved subprojects LGED upazila office DAE block level data Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2017 Target value: Y Actual value: YOutput: Output 2: Participatory Subproject Development: Refinement of subproject development process for sustainable WMCA that are performing well. Indicator: 270 new and 150 existing WMCAs are audited Achievement: 0 Progress/Status: 412 WMCA audited.Output: Output 2: Participatory Subproject Development: Refinement of subproject development process for sustainable WMCA that are performing well. Indicator: 270 requests for funding new SSWR systems and 150 requests for performance enhancement of existing SSWR systems approved Achievement: 0 Progress/Status: 435 request approvedOutput: Output 2: Participatory Subproject Development: Refinement of subproject development process for sustainable WMCA that are performing well. Indicator: WMCA maintenance fund sufficient for annual maintenance Achievement: Y Progress/Status: Members of 270 WMCA contributed to the required O&M fund, which is a pre-condition for Implementation Agreement. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2017 Target value: Y Actual value: YOutput: Output 2: Participatory Subproject Development: Refinement of subproject development process for sustainable WMCA that are performing well. Indicator: Timely maintenance, and O&M fund replenished periodically Achievement: Y Progress/Status: Achieved Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2017 Target value: Y Actual value: YOutput: Output 3: Small-Scale Water Resources Infrastructure and Project Implementation Support Construction and maintenance of smallscale water resources subprojects Indicator: 270 new SSWR subprojects completed Achievement: 0Output: Output 3: Small-Scale Water Resources Infrastructure and Project Implementation Support Construction and maintenance of smallscale water resources subprojects Indicator: 270 new SSWR subprojects completed and performance enhanced at 150 existing subprojects Achievement: 0 Progress/Status: 265 new and 147 enhancement subprojects (SP) are completed.Output: Output 3: Small-Scale Water Resources Infrastructure and Project Implementation Support Construction and maintenance of smallscale water resources subprojects Indicator: Performance enhancement of 150 existing SSWR subprojects Achievement: 0Output: Output 3: Small-Scale Water Resources Infrastructure and Project Implementation Support Construction and maintenance of smallscale water resources subprojects Indicator: A total of command area of 225,500 ha covered by subprojects Achievement: 0 Progress/Status: Achieved total command area of 220,000 ha.The outcome of the Project will be sustainable small-scale water resources management systems in subproject areas.At the end of the Project (2017) : Increased cereal production at Subproject sites from 551,000 t in 2009 to 760,000 t Achievement: 1055618 Progress/Status: Cereal Production at the end of the Project: 1,055,618 ton. Data Source: - Bangladesh Bureau of Statistics - Ministry of Finance, - Bangladesh Economic Review - LGED MIS database - Data held by registrar, DOC on audited, reelected, and trained WMCAsIncreased production of other crops from 280,000 t in 2009 to 431,000 t Achievement: 0 Progress/Status: Cereal Production at the end of the Project: 511,221 ton.420 WMCAs, with women as at least one third of membership, able to plan, implement, operate, and maintain small-scale water resources management systems Achievement: 0 Progress/Status: WMCA formed for 420 subprojects (270 new and 150 enhancement). However, 5 new and 3 enhancement subprojects were dropped due to social conflict. XM-DAC-46004-36200-013-LN2549Asian Development BankThe Small and Medium-Sized Enterprise Development Project is aimed at accelerating the development of small and medium-sized enterprises (SMEs), especially SMEs in rural and nonurban areas, by improving their access to medium- and long-term credit.Asian Development BankFinance Division, MOF (EA)Asian Development BankAsian Development BankBidyut Sahahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=36200-013 (Closed)&officer= bsaha@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90Private sector developmentInclusive economic growthGender Equity and Mainstreaming76000000Asian Development BankFinance Division, MOF (EA)74334051.64Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)639109.23Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)1476942.69Asian Development 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MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)395703.55Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)383648.34Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)337266.55Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)335092.48Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)328814.99Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)387092.29Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)327956.51Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)PerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Expansion of medium- to long-term credit by PFIs to SMEs located outside the metropolitan areas of Dhaka and Chittagong, with emphasis on women-led SMEs Indicator: SME credit to total credit ratio of PFIs increased by 5% during project period (2009 baseline information of BB) Progress/Status: The Project was completed on 31 December 2013. According to BB, SME credit ratio was 21.07 in 2010 which is 23.82 on 30 July 2012. This means that the growth has been overachieved. Data Source: PFI compliance reports to Bangladesh Bank PFI Annual Reports Actual value: Output: 1. Expansion of medium- to long-term credit by PFIs to SMEs located outside the metropolitan areas of Dhaka and Chittagong, with emphasis on women-led SMEs Indicator: A minimum of 15% of the credit facility is disbursed to women enterpreneures in 2009-2012 Progress/Status: The Project was completed on 31 December 2013. Involvement of women in SME sector is gradually increasing that reached to around 6%. Data Source: Bangladesh bank annual reports Actual value: Output: 2. Enhanced capacity of women entrepreneurs and associations to fully access the financial resources earmarked for women-led SMEs under the Project Indicator: Number of successful applications by women entrepreneurs at scheduled commercial banks increased (20% annual increase compared with 2009 baseline) Progress/Status: The Project was completed on 31 December 2013. Bangladesh Women Chamber of Commerce and Industries (BWCCI) has been appointed as consultant to train women in SME establishment, training in necessary business, project feasibility, and access to financial institutions. This increased establishment of women enterprises in SME sector. As a result, 100% applications by women entrepreneurs became successful. The successful application is more than 10% nationwide. Data Source: Information and data collected from Bangladesh Bank/ PFIs TA final report Actual value: Enhanced growth in the number and size of commercially viable SMEs (with emphasis on women owned SMEs) and increased employment in the SME sector8% increase in number of SMEs established throughout the country including nonurban and rural areas over the project period(2009 baseline). Progress/Status: The project activities was completed on 31 December 2013. Observed increasing trend over last three years: 308,726 SMEs established in 2010; 319,341 in 2011; and 359,110 in 2012 up to 30 September 2012. Final outcome will be measured after the completion of the project comparing with 2009 baseline data. However, Country wide, under different program, a total of 1,521,084 enterprises developed during 2010-13 meaning increase by 183% comparing to 2009 baseline. A total of 11,804 enterprises amounting Tk6,136 million funded under the Project which is 1.4% comparing to baseline of 2009. Data Source: Economic reports and official statistics of the Government and other international dvelopment agencies. Actual value: 8% increase in SME sector employment over the project period(Base year 2009 and based on information provided by PFIs on SME beneficiaries). Progress/Status: The project activities was completed on 31 December 2013. Total 7,026 persons employments created during 2010-2012 under the enterprises developed under the Project. SME sector data is not available. Final increment will be measured after theproject completion during PCR. Data Source: Periodic reports from Bangladesh Bank. Actual value: 10% increase in women-led SMEs in three pilot sites over the project period (2009 baseline of PFIs). Progress/Status: The project was completed on 31 December 2013. Establishment of women led enterprises encouraged. Under the Project, approximately 6% - 7% represent women enterprises of total SME established. The women entrepreneurs were encouraged by providing loans @ 10% p.a. and assisting with familiarizing with the procedure of availing credit from banks and non-bank financial insutitutions. Final assessment of women beneficiairies will be measured by conducting indepth analysis during PCR. Data Source: Periodic reports from BWCCI. Actual value: XM-DAC-46004-39305-013-LN2554Asian Development BankThe overall impact of the Urban Public and Environmental Health Sector Development Program (UPEHSDP) is to improve the public and environmental health conditions in the urban areas of Bangladesh, particularly in the six city corporations (Barisal, Chittagong, Dhaka, Khulna, Rajshahi, and Sylhet). The successful implementation of the UPEHSDP will help reduce child mortality and morbidity by reducing the prevalence of waterborne and food-related diseases, increase productivity by reducing overall morbidity, and improve the quality of life of urban inhabitants. UPEHSDP will improve the health status of the poor in urban areas and assist Bangladesh to make progress on the Millennium Development Goals (MDGs) relating to child and maternal health care and communicable diseases (MDGs 4, 5, and 6), and improve urban sanitation (MDG 7). The program and project loans under the UPEHSDP are designed to complement each other in achieving progress towards these key goals.Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & CoopAsian Development BankAsian Development BankAmit Datta Royhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=39305-013 (Closed)&officer= adroy@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshAminbazar23.78457 90.33013Barisal22.70497 90.37013Khulna22.80978 89.56439Sylhet24.89904 91.87198Dhaka23.7104 90.40744Rajshahi24.374 88.60114Chittagong22.3384 91.83168Environmentally sustainable growthGovernance and capacity developmentInclusive economic growthEffective gender mainstreaming (EGM)70000000Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop68930043.42Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & 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Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop380597.67Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop407634.66Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt 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Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop349750.90Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop180505.53Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal 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Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop203404.74Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop225884.26Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop225575.87Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & CoopPolicyPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Strengthened institutional arrangements for urban public and environmental health (UPEH) in place (policy reform area 1) Indicator: The urban public and environmental health unit (UPEHU) is established (December 2009) Achievement: Y Progress/Status: Complied with. Data Source: LGD reports NUPEHC meeting minutes Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2009 Target value: Y Actual value: YOutput: 1. Strengthened institutional arrangements for urban public and environmental health (UPEH) in place (policy reform area 1) Indicator: Core civil servant of UPEHU are supported from revenue budget (FY2017) Achievement: Y Progress/Status: Complied with. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2016 Target value: Y Actual value: YOutput: 1. Strengthened institutional arrangements for urban public and environmental health (UPEH) in place (policy reform area 1) Indicator: The national urban public and environmental health committee (NUPEHC) constituted (December 2009) and meets annually. Achievement: Y Progress/Status: Complied with. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2009 Target value: Y Actual value: YOutput: 1. Strengthened institutional arrangements for urban public and environmental health (UPEH) in place (policy reform area 1) Indicator: Strengthening of city corporation health departments and city corporation conservancy departments initiated (December 2015) Achievement: Y Progress/Status: Partially complied with. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2015 Target value: Y Actual value: YOutput: 2. Improved financial sustainability of urban public and environmental health interventions are operational (policy reform area 2 and project component C) Indicator: Collection of 2008 level of holding tax arrears increased by 25% (December 2013) Achievement: Y Progress/Status: Partially achieved. Data Source: LGD reports NUPEHC and NPSC meeting minutes Project reports including quarterly progress reports ADB review missions Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2016 Target value: Y Actual value: YOutput: 2. Improved financial sustainability of urban public and environmental health interventions are operational (policy reform area 2 and project component C) Indicator: City corporations update the assessment of holding taxes (December 2013) Achievement: Y Progress/Status: Achieved. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: 2. Improved financial sustainability of urban public and environmental health interventions are operational (policy reform area 2 and project component C) Indicator: City corporations introduce modernized and computerized financing management systems (December 2013) Achievement: Y Progress/Status: Achieved. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: 2. Improved financial sustainability of urban public and environmental health interventions are operational (policy reform area 2 and project component C) Indicator: Introduction of performance-based grant mechanism (December 2013) Achievement: Y Progress/Status: Achieved. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: 3. Improved public and environmental health service delivery are operational (policy reform area 3 and project components A and B) Indicator: National Waste Reduce, Reuse and Recycle (3R) Strategy and standards introduced (December 2013) Achievement: Y Progress/Status: Achieved. Data Source: LGD reports NUPEHC and NPSC meeting minutes Project reports including quarterly progress reports ADB review missions Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: 3. Improved public and environmental health service delivery are operational (policy reform area 3 and project components A and B) Indicator: All city corporations have integrated waste treatment facilities (sanitary landfill and compost) (December 2015) Progress/Status: Component cancelled. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2015 Target value: YOutput: 3. Improved public and environmental health service delivery are operational (policy reform area 3 and project components A and B) Indicator: All city corporations have facilities for safe disposal of medical waste (December 2015) Progress/Status: Component cancelled. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2015 Target value: YOutput: 3. Improved public and environmental health service delivery are operational (policy reform area 3 and project components A and B) Indicator: Interministerial committee for food safety meets regularly (December 2011) Achievement: Y Progress/Status: Achieved. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2011 Target value: Y Actual value: YOutput: 3. Improved public and environmental health service delivery are operational (policy reform area 3 and project components A and B) Indicator: All city corporations construct modern slaughter houses (December 2015) Progress/Status: Slaughterhouse component dropped. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2015 Target value: YOutput: 3. Improved public and environmental health service delivery are operational (policy reform area 3 and project components A and B) Indicator: Bylaws for food safety, solid waste, and medical waste disposal introduced by city corporations (December 2013) Achievement: Y Progress/Status: Achieved. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: 3. Improved public and environmental health service delivery are operational (policy reform area 3 and project components A and B) Indicator: Urban primary health care sustainability fund fully operational in each city corporation (December 2013) Achievement: Y Progress/Status: N/A (Different Project). Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: 4. Strengthened UPEH governance and management (policy reform area 4 and project component C) Indicator: Effective private sector participation introduced for delivery of UPEH services (December 2013) Achievement: Y Progress/Status: Achieved. Data Source: LGD reports NUPEHC and NPSC meeting minutes Project reports including quarterly progress reports ADB review missions Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: 4. Strengthened UPEH governance and management (policy reform area 4 and project component C) Indicator: Citizens participation in city corporation delivery of UPEH services introduced (December 2013) Achievement: Y Progress/Status: Achieved. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: 4. Strengthened UPEH governance and management (policy reform area 4 and project component C) Indicator: All poor and very poor people in the city corporation area are provided with entitlement cards (December 2013) Achievement: Y Progress/Status: N/A (Different Project). Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: 4. Strengthened UPEH governance and management (policy reform area 4 and project component C) Indicator: Maternal and child health care for poor and very poor people is introduced (December 2013) Achievement: Y Progress/Status: N/A (Different Project). Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2013 Target value: Y Actual value: YSustainable public and environmental health services established in the six city corporationsBy the end of the Program implementation (December 2016), the following will be achieved: Carbon emission from unsanitary disposal of solid wstes reduced by 30% from 2009 levels. Progress/Status: Loan closing date extended to 30 June 2021. Solid waste component (Packages 4 and 5) cancelled. Data Source: Household income and expenditure surveys (HIESs) and BDHSs Program baseline, midterm, and final surveys Program quarterly monitoring reports Reports of the Ministry of Health and Family Welfare Reports of the Department of Environment and Forests Asian Development Bank (ADB) program review missions Base year: 2009 Baseline value: NMunicipal solid waste collection, transportation, and treatment improved by 30% from 2009 levels. Achievement: Y Progress/Status: Achieved. Base year: 2009 Baseline value: NScientific disposal of medical wastes increased by 50% from 2009 levels. Progress/Status: Package 4 regarding upgrading existing landfill and medical waste treatment has been cancelled. Base year: 2009 Baseline value: NHygienic slaughtering of animals increased by 50% from 2009 levels. Progress/Status: Slaughterhouse component dropped. Base year: 2009 Baseline value: NContaminated food reduced by 20% from 2009 levels. Achievement: Y Progress/Status: Achieved. Base year: 2009 Baseline value: NTesting of food and water samples increased by 30% from 2009 levels. Achievement: Y Progress/Status: Achieved. Base year: 2009 Baseline value: N XM-DAC-46004-39305-013-LN2555Asian Development BankThe overall impact of the Urban Public and Environmental Health Sector Development Program (UPEHSDP) is to improve the public and environmental health conditions in the urban areas of Bangladesh, particularly in the six city corporations (Barisal, Chittagong, Dhaka, Khulna, Rajshahi, and Sylhet). The successful implementation of the UPEHSDP will help reduce child mortality and morbidity by reducing the prevalence of waterborne and food-related diseases, increase productivity by reducing overall morbidity, and improve the quality of life of urban inhabitants. UPEHSDP will improve the health status of the poor in urban areas and assist Bangladesh to make progress on the Millennium Development Goals (MDGs) relating to child and maternal health care and communicable diseases (MDGs 4, 5, and 6), and improve urban sanitation (MDG 7). The program and project loans under the UPEHSDP are designed to complement each other in achieving progress towards these key goals.Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & CoopAsian Development BankAsian Development BankAmit Datta Royhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=39305-013 (Closed)&officer= adroy@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshAminbazar23.78457 90.33013Barisal22.70497 90.37013Khulna22.80978 89.56439Sylhet24.89904 91.87198Dhaka23.7104 90.40744Rajshahi24.374 88.60114Chittagong22.3384 91.83168Environmentally sustainable growthGovernance and capacity developmentInclusive economic growthEffective gender mainstreaming (EGM)60000000Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop5763546.42Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop1015738.90Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop103040.60Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop141597.80Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop1065515.16Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop330893.63Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop56921.29Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop2337258.61Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop927779.75Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop165425.04Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop518830.78Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop60711.14Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop97557.04Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop4430.55Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop946185.90Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop17781.82Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop483240.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop42267.88Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop120613.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop137150.55Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop299730.44Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop60478.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop32355.40Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop5563.64Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop1117254.30Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop71772.74Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop146195.45Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop54357.09Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop171438.88Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop428667.89Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop206958.58Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop868500.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop288969.99Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop221279.78Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal 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Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop72510.28Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop112436.40Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt 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Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop127194.03Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop2252.13Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop122068.92Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop141865.42Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop142262.94Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop149091.25Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop142186.83Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop94204.56Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop157557.52Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop108834.09Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop122273.82Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop127002.11Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop104293.23Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop111116.46Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop111508.04Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & CoopPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Strengthened institutional arrangements for urban public and environmental health (UPEH) in place (policy reform area 1) Indicator: The urban public and environmental health unit (UPEHU) is established (December 2009) Achievement: Y Progress/Status: Complied with. Data Source: LGD reports NUPEHC meeting minutes Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2009 Target value: Y Actual value: YOutput: 1. Strengthened institutional arrangements for urban public and environmental health (UPEH) in place (policy reform area 1) Indicator: Core civil servant of UPEHU are supported from revenue budget (FY2017) Achievement: Y Progress/Status: Complied with. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2016 Target value: Y Actual value: YOutput: 1. Strengthened institutional arrangements for urban public and environmental health (UPEH) in place (policy reform area 1) Indicator: The national urban public and environmental health committee (NUPEHC) constituted (December 2009) and meets annually. Achievement: Y Progress/Status: Complied with. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2009 Target value: Y Actual value: YOutput: 1. Strengthened institutional arrangements for urban public and environmental health (UPEH) in place (policy reform area 1) Indicator: Strengthening of city corporation health departments and city corporation conservancy departments initiated (December 2015) Achievement: Y Progress/Status: Partially complied with. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2015 Target value: Y Actual value: YOutput: 2. Improved financial sustainability of urban public and environmental health interventions are operational (policy reform area 2 and project component C) Indicator: Collection of 2008 level of holding tax arrears increased by 25% (December 2013) Achievement: Y Progress/Status: Partially achieved. Data Source: LGD reports NUPEHC and NPSC meeting minutes Project reports including quarterly progress reports ADB review missions Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2016 Target value: Y Actual value: YOutput: 2. Improved financial sustainability of urban public and environmental health interventions are operational (policy reform area 2 and project component C) Indicator: City corporations update the assessment of holding taxes (December 2013) Achievement: Y Progress/Status: Achieved. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: 2. Improved financial sustainability of urban public and environmental health interventions are operational (policy reform area 2 and project component C) Indicator: City corporations introduce modernized and computerized financing management systems (December 2013) Achievement: Y Progress/Status: Achieved. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: 2. Improved financial sustainability of urban public and environmental health interventions are operational (policy reform area 2 and project component C) Indicator: Introduction of performance-based grant mechanism (December 2013) Achievement: Y Progress/Status: Achieved. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: 3. Improved public and environmental health service delivery are operational (policy reform area 3 and project components A and B) Indicator: National Waste Reduce, Reuse and Recycle (3R) Strategy and standards introduced (December 2013) Achievement: Y Progress/Status: Achieved. Data Source: LGD reports NUPEHC and NPSC meeting minutes Project reports including quarterly progress reports ADB review missions Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: 3. Improved public and environmental health service delivery are operational (policy reform area 3 and project components A and B) Indicator: All city corporations have integrated waste treatment facilities (sanitary landfill and compost) (December 2015) Progress/Status: Component cancelled. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2015 Target value: YOutput: 3. Improved public and environmental health service delivery are operational (policy reform area 3 and project components A and B) Indicator: All city corporations have facilities for safe disposal of medical waste (December 2015) Progress/Status: Component cancelled. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2015 Target value: YOutput: 3. Improved public and environmental health service delivery are operational (policy reform area 3 and project components A and B) Indicator: Interministerial committee for food safety meets regularly (December 2011) Achievement: Y Progress/Status: Achieved. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2011 Target value: Y Actual value: YOutput: 3. Improved public and environmental health service delivery are operational (policy reform area 3 and project components A and B) Indicator: All city corporations construct modern slaughter houses (December 2015) Progress/Status: Slaughterhouse component dropped. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2015 Target value: YOutput: 3. Improved public and environmental health service delivery are operational (policy reform area 3 and project components A and B) Indicator: Bylaws for food safety, solid waste, and medical waste disposal introduced by city corporations (December 2013) Achievement: Y Progress/Status: Achieved. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: 3. Improved public and environmental health service delivery are operational (policy reform area 3 and project components A and B) Indicator: Urban primary health care sustainability fund fully operational in each city corporation (December 2013) Achievement: Y Progress/Status: N/A (Different Project). Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: 4. Strengthened UPEH governance and management (policy reform area 4 and project component C) Indicator: Effective private sector participation introduced for delivery of UPEH services (December 2013) Achievement: Y Progress/Status: Achieved. Data Source: LGD reports NUPEHC and NPSC meeting minutes Project reports including quarterly progress reports ADB review missions Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: 4. Strengthened UPEH governance and management (policy reform area 4 and project component C) Indicator: Citizens participation in city corporation delivery of UPEH services introduced (December 2013) Achievement: Y Progress/Status: Achieved. Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: 4. Strengthened UPEH governance and management (policy reform area 4 and project component C) Indicator: All poor and very poor people in the city corporation area are provided with entitlement cards (December 2013) Achievement: Y Progress/Status: N/A (Different Project). Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: 4. Strengthened UPEH governance and management (policy reform area 4 and project component C) Indicator: Maternal and child health care for poor and very poor people is introduced (December 2013) Achievement: Y Progress/Status: N/A (Different Project). Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2013 Target value: Y Actual value: YSustainable public and environmental health services established in the six city corporationsBy the end of the Program implementation (December 2016), the following will be achieved: Carbon emission from unsanitary disposal of solid wstes reduced by 30% from 2009 levels. Progress/Status: Loan closing date extended to 30 June 2021. Solid waste component (Packages 4 and 5) cancelled. Data Source: Household income and expenditure surveys (HIESs) and BDHSs Program baseline, midterm, and final surveys Program quarterly monitoring reports Reports of the Ministry of Health and Family Welfare Reports of the Department of Environment and Forests Asian Development Bank (ADB) program review missions Base year: 2009 Baseline value: NMunicipal solid waste collection, transportation, and treatment improved by 30% from 2009 levels. Achievement: Y Progress/Status: Achieved. Base year: 2009 Baseline value: NScientific disposal of medical wastes increased by 50% from 2009 levels. Progress/Status: Package 4 regarding upgrading existing landfill and medical waste treatment has been cancelled. Base year: 2009 Baseline value: NHygienic slaughtering of animals increased by 50% from 2009 levels. Progress/Status: Slaughterhouse component dropped. Base year: 2009 Baseline value: NContaminated food reduced by 20% from 2009 levels. Achievement: Y Progress/Status: Achieved. Base year: 2009 Baseline value: NTesting of food and water samples increased by 30% from 2009 levels. Achievement: Y Progress/Status: Achieved. Base year: 2009 Baseline value: N XM-DAC-46004-43157-013-LN2566Asian Development BankThe objective of the PESF is to accelerate reforms that are essential for long-term economic growth while also improving service delivery for social protection. The CSF will supplement the PESF by providing support to scale up the Government's countercyclical development program. Asian Development BankMinistry of FinanceAsian Development BankAsian Development BankAnqian Huanghttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=43157-013 (Closed)&officer= JTSUNODA@MTD.BIGLOBE.NE.JP&division= Public Management, Financial Sector and Trade Division, SARD&projectcountry= BangladeshBangladesh24 90Private sector developmentInclusive economic growthGender Equity and Mainstreaming44850000Asian Development BankMinistry of Finance45305932.10Asian Development BankMinistry of Finance1305602.67Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1261777.76Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of 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Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance175453.93Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance143261.51Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance161175.62Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance163742.37Asian Development BankMinistry of FinancePolicyPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: 25% increase in the number of vulnerable populations covered by the food security programs (FY2009 estimated baseline: 46.7 million) Progress/Status: The number of vulnerable populations covered by food security programs is estimated at 60.9 million, a 30% increase. Data Source: Government statisticsOutput: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: 50% increase in the number of hardcore poor covered by the employment generation program (FY2009 baseline: 3.1 million) Progress/Status: In FY2010, 4.5 million hardcore poor were covered by the employment generation program, a number 46% higher than in FY2009. The increase was slightly below target. Data Source: Reports from civil societyOutput: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: 20% increase in the number of women covered by allowances for widowed, deserted, and destitute women (FY2009 baseline: 0.9 million women) Progress/Status: The target was not met. 0.9 million were covered by these allowances, the same number as in FY2009. Data Source: LGED reportsOutput: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: 20% increase in the number of hardcore poor women supported by the Vulnerable Group Development Program (FY2009 baseline: 80,000 women) Progress/Status: 88,000 women were supported by the Vulnerable Group Development Program, the same number as in the revised FY2009 baseline Data Source: Ministry of Finance, Ministry of Social Welfare, and Ministry of Food and Disaster ManagementOutput: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: Application of the citizen report cards in at least 25% of the 40 poorest districts (FY2009 baseline: none) Progress/Status: Applied in 64 districts to target EGP for the poorest districts, an application broader than targetedOutput: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: Gender-based budgeting completed in 20 ministries (FY2009 baseline: 4 ministries) Progress/Status: Completed in 33 ministries, more than the number targetedOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: Value of infrastructure projects under implementation rises by 20% over FY2009 levels (FY2009 estimated baseline: $2.8 billion implemented) Progress/Status: ADP actual spending increased by 34% to Tk259 billion ($3.7 million) in FY2010, more than the targeted increase. Data Source: Ministry of FinanceOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: Resource allocation criteria for PPP infrastructure investment projects (FY2009 baseline: no criteria in place) Progress/Status: The allocation criteria have been defined in the revised policy and strategy for PPP which was adopted in August 2010. Data Source: Ministry of PlanningOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: 10% increase in the level of foreign direct investments (FY2009 baseline: $882 million) Progress/Status: Preliminary estimates indicate that the level of foreign direct investment declined from a revised baseline of $808 million in FY2009 to $636 million in FY2010. Data Source: Bangladesh BankOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: Infrastructure Investment Fund and Viability Gap Fund in place (FY2009 baseline: no funds in place) Progress/Status: Both IIF and VGF are in place. Data Source: International Monetary FundOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: At least 5 PPP projects identified and invited for private sector participation (FY2009 baseline: none) Progress/Status: The government created a fund titled ‘Bangladesh Infrastructure Finance Fund' (BIFF) to strengthen PPP activities and to encourage potential investors. Tk16 billion was placed in this fund from the allocation made for PPP in FY2010. One PPP project (Dhaka Elevated Express Way) has been identified so far and short-listing of firms through international bidding has been completed. Data Source: Government websiteOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: The country's ranking in the World Bank Doing Business Survey reverts to the 2007 level (2009 baseline: 110th out of 181 countries) Progress/Status: The position of Bangladesh improved: it ranked 107th out of 183 countries in 2011 and 111th in 2010. Because of change in methology, comparison with 2007 is not available. Data Source: Federation of Bangladesh Chamber of Commerce and IndustryOutput: 3. Strengthened public financial management (PFM) Indicator: MTBF introduced in 20 ministries (FY2009 baseline: 16 ministries) Progress/Status: MTBF has been introduced and is operational in 33 ministries, more than the targeted number of ministries.Output: 3. Strengthened public financial management (PFM) Indicator: Debt service liability management system introduced and implemented (FY2009 baseline: system being developed) Progress/Status: Debt service liability management systems are operational.Output: 3. Strengthened public financial management (PFM) Indicator: Integrated budgeting and accounting system operational in all districts (FY2009 baseline: 55 districts) Progress/Status: IBAS oerational in all districts.Output: 4. Private sector investment leveraged under public-private partnership (PPP) Indicator: Infrastructure Investment Fund and Viability Gap Fund in place (FY2009 baseline: no funds in place)Output: 4. Private sector investment leveraged under public-private partnership (PPP) Indicator: At least five PPP projects identified and invited for private sector participation (FY2009 baseline: none)Output: 5. Assistance to affected export sector provided under FY2010 stimulus package Indicator: At least 50% of the budget allocation earmarked for export sector affected by global crisis, deliveredStable macroeconomic environment where private sector development is emphasized, there is higher public and private investment, and where women and vulnerable populations have greater access to social services, including through effective gender targetingCoverage of women by women-targeted SSNPs increased by 20% (FY2009 estimated baseline: 7.2 million women) Progress/Status: The increase was less than targeted. The number of women covered by women-targeted SSNPs is estimated at 8.4 million in FY2010, a 17%% increase. Data Source: Reports from relevant government departmentsCoverage of vulnerable people by social safety nets increases by 33% (FY2009 estimated baseline: 72 million people) Progress/Status: The coverage in FY 2010 was more than in FY2009, but less than targeted. The number of vulnerable people covered by SSNPs estimated at 89 million in FY2010, 23% more than in FY2009. Data Source: International Monetary FundRatio of private investment to GDP will increase by 2 percentage points (FY2009 baseline: 19.6%) Progress/Status: From preliminary estimates, the ratio of private investment to GDP increased from 19.7% in FY2009 to 19.8% in FY2010, an increae less than 2 percentage points, yet sufficient to meet the targeted ratio. Data Source: Bangladesh BankTax and non-tax revenue to GDP ratio will increase by 1 percentage point (FY2009 baseline: 11.2%) Progress/Status: The increase was better than the 1% targeted. The revenue to GDP ratio increased from 10.4% in FY2009 to 11.5% in FY2010, above past performances. The impact of the crisis on revenue in FY2009 was more severe than estimated under the baseline. Data Source: Ministry of FinanceFood inflation will not exceed 10% (FY2009 estimated baseline: 6.7%) Progress/Status: Food inflation ceiling exceeded by small margin in 2010. Food inflation declined sharply in FY2009 from 6.8% in January 2009 (and 13.9% in July 2008) to 0.25% in June 2009, and remained below the 10% ceiling in 2009. But point-to point food inflation exceeded marginally the ceiling from January to June 2010. In FY2011 it fell again below 10% from July 2010. Data Source: Bangladesh Bureau of StatisticsPublic investment rises to 4.8% of GDP in FY2010 (FY2009 baseline: 4.6% of GDP)Fiscal deficit remains within 5% of GDP (FY2009 estimated baseline: 4.1% of GDP) XM-DAC-46004-43157-013-LN2567Asian Development BankThe objective of the PESF is to accelerate reforms that are essential for long-term economic growth while also improving service delivery for social protection. The CSF will supplement the PESF by providing support to scale up the Government's countercyclical development program. Asian Development BankMinistry of FinanceAsian Development BankAsian Development BankAnqian Huanghttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=43157-013 (Closed)&officer= JTSUNODA@MTD.BIGLOBE.NE.JP&division= Public Management, Financial Sector and Trade Division, SARD&projectcountry= BangladeshBangladesh24 90Private sector developmentInclusive economic growthGender Equity and Mainstreaming100000000Asian Development BankMinistry of Finance100982099.10Asian Development BankMinistry of Finance2911057.55Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2813342.65Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2783984.12Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2759110.63Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2782385.44Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2886684.86Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2851003.42Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2632279.92Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2697955.69Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2689091.38Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2664496.77Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2658895.98Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2739259.58Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2734475.88Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2715986.13Asian Development BankMinistry of Finance3260355.13Asian Development BankMinistry of Finance498649.72Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance495898.76Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance468903.15Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance432076.69Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance441285.07Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance452423.12Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance426410.56Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance444726.97Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance389947.45Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance744544.38Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance589303.31Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance627081.72Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance-1481.04Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance519679.80Asian Development BankMinistry of Finance1464.99Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance595003.98Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance609354.88Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance535989.83Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance293277.28Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance463371.64Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance434902.71Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance366052.76Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance296548.83Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance337415.06Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance344451.40Asian Development BankMinistry of FinancePolicyPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: 25% increase in the number of vulnerable populations covered by the food security programs (FY2009 estimated baseline: 46.7 million) Progress/Status: The number of vulnerable populations covered by food security programs is estimated at 60.9 million, a 30% increase. Data Source: Government statisticsOutput: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: 50% increase in the number of hardcore poor covered by the employment generation program (FY2009 baseline: 3.1 million) Progress/Status: In FY2010, 4.5 million hardcore poor were covered by the employment generation program, a number 46% higher than in FY2009. The increase was slightly below target. Data Source: Reports from civil societyOutput: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: 20% increase in the number of women covered by allowances for widowed, deserted, and destitute women (FY2009 baseline: 0.9 million women) Progress/Status: The target was not met. 0.9 million were covered by these allowances, the same number as in FY2009. Data Source: LGED reportsOutput: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: 20% increase in the number of hardcore poor women supported by the Vulnerable Group Development Program (FY2009 baseline: 80,000 women) Progress/Status: 88,000 women were supported by the Vulnerable Group Development Program, the same number as in the revised FY2009 baseline Data Source: Ministry of Finance, Ministry of Social Welfare, and Ministry of Food and Disaster ManagementOutput: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: Application of the citizen report cards in at least 25% of the 40 poorest districts (FY2009 baseline: none) Progress/Status: Applied in 64 districts to target EGP for the poorest districts, an application broader than targetedOutput: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: Gender-based budgeting completed in 20 ministries (FY2009 baseline: 4 ministries) Progress/Status: Completed in 33 ministries, more than the number targetedOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: Value of infrastructure projects under implementation rises by 20% over FY2009 levels (FY2009 estimated baseline: $2.8 billion implemented) Progress/Status: ADP actual spending increased by 34% to Tk259 billion ($3.7 million) in FY2010, more than the targeted increase. Data Source: Ministry of FinanceOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: Resource allocation criteria for PPP infrastructure investment projects (FY2009 baseline: no criteria in place) Progress/Status: The allocation criteria have been defined in the revised policy and strategy for PPP which was adopted in August 2010. Data Source: Ministry of PlanningOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: 10% increase in the level of foreign direct investments (FY2009 baseline: $882 million) Progress/Status: Preliminary estimates indicate that the level of foreign direct investment declined from a revised baseline of $808 million in FY2009 to $636 million in FY2010. Data Source: Bangladesh BankOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: Infrastructure Investment Fund and Viability Gap Fund in place (FY2009 baseline: no funds in place) Progress/Status: Both IIF and VGF are in place. Data Source: International Monetary FundOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: At least 5 PPP projects identified and invited for private sector participation (FY2009 baseline: none) Progress/Status: The government created a fund titled ‘Bangladesh Infrastructure Finance Fund' (BIFF) to strengthen PPP activities and to encourage potential investors. Tk16 billion was placed in this fund from the allocation made for PPP in FY2010. One PPP project (Dhaka Elevated Express Way) has been identified so far and short-listing of firms through international bidding has been completed. Data Source: Government websiteOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: The country's ranking in the World Bank Doing Business Survey reverts to the 2007 level (2009 baseline: 110th out of 181 countries) Progress/Status: The position of Bangladesh improved: it ranked 107th out of 183 countries in 2011 and 111th in 2010. Because of change in methology, comparison with 2007 is not available. Data Source: Federation of Bangladesh Chamber of Commerce and IndustryOutput: 3. Strengthened public financial management (PFM) Indicator: MTBF introduced in 20 ministries (FY2009 baseline: 16 ministries) Progress/Status: MTBF has been introduced and is operational in 33 ministries, more than the targeted number of ministries.Output: 3. Strengthened public financial management (PFM) Indicator: Debt service liability management system introduced and implemented (FY2009 baseline: system being developed) Progress/Status: Debt service liability management systems are operational.Output: 3. Strengthened public financial management (PFM) Indicator: Integrated budgeting and accounting system operational in all districts (FY2009 baseline: 55 districts) Progress/Status: IBAS oerational in all districts.Output: 4. Private sector investment leveraged under public-private partnership (PPP) Indicator: Infrastructure Investment Fund and Viability Gap Fund in place (FY2009 baseline: no funds in place)Output: 4. Private sector investment leveraged under public-private partnership (PPP) Indicator: At least five PPP projects identified and invited for private sector participation (FY2009 baseline: none)Output: 5. Assistance to affected export sector provided under FY2010 stimulus package Indicator: At least 50% of the budget allocation earmarked for export sector affected by global crisis, deliveredStable macroeconomic environment where private sector development is emphasized, there is higher public and private investment, and where women and vulnerable populations have greater access to social services, including through effective gender targetingCoverage of women by women-targeted SSNPs increased by 20% (FY2009 estimated baseline: 7.2 million women) Progress/Status: The increase was less than targeted. The number of women covered by women-targeted SSNPs is estimated at 8.4 million in FY2010, a 17%% increase. Data Source: Reports from relevant government departmentsCoverage of vulnerable people by social safety nets increases by 33% (FY2009 estimated baseline: 72 million people) Progress/Status: The coverage in FY 2010 was more than in FY2009, but less than targeted. The number of vulnerable people covered by SSNPs estimated at 89 million in FY2010, 23% more than in FY2009. Data Source: International Monetary FundRatio of private investment to GDP will increase by 2 percentage points (FY2009 baseline: 19.6%) Progress/Status: From preliminary estimates, the ratio of private investment to GDP increased from 19.7% in FY2009 to 19.8% in FY2010, an increae less than 2 percentage points, yet sufficient to meet the targeted ratio. Data Source: Bangladesh BankTax and non-tax revenue to GDP ratio will increase by 1 percentage point (FY2009 baseline: 11.2%) Progress/Status: The increase was better than the 1% targeted. The revenue to GDP ratio increased from 10.4% in FY2009 to 11.5% in FY2010, above past performances. The impact of the crisis on revenue in FY2009 was more severe than estimated under the baseline. Data Source: Ministry of FinanceFood inflation will not exceed 10% (FY2009 estimated baseline: 6.7%) Progress/Status: Food inflation ceiling exceeded by small margin in 2010. Food inflation declined sharply in FY2009 from 6.8% in January 2009 (and 13.9% in July 2008) to 0.25% in June 2009, and remained below the 10% ceiling in 2009. But point-to point food inflation exceeded marginally the ceiling from January to June 2010. In FY2011 it fell again below 10% from July 2010. Data Source: Bangladesh Bureau of StatisticsPublic investment rises to 4.8% of GDP in FY2010 (FY2009 baseline: 4.6% of GDP)Fiscal deficit remains within 5% of GDP (FY2009 estimated baseline: 4.1% of GDP) XM-DAC-46004-43157-013-LN2568Asian Development BankThe objective of the PESF is to accelerate reforms that are essential for long-term economic growth while also improving service delivery for social protection. The CSF will supplement the PESF by providing support to scale up the Government's countercyclical development program. Asian Development BankMinistry of FinanceAsian Development BankAsian Development BankAnqian Huanghttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=43157-013 (Closed)&officer= JTSUNODA@MTD.BIGLOBE.NE.JP&division= Public Management, Financial Sector and Trade Division, SARD&projectcountry= BangladeshBangladesh24 90Private sector developmentInclusive economic growthGender Equity and Mainstreaming100000000Asian Development BankMinistry of Finance100000000.00Asian Development BankMinistry of Finance8333333.34Asian Development BankMinistry of Finance4166666.67Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance4166666.67Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance4166666.67Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance4166666.67Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance4166666.67Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance4166666.67Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance4166666.67Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance4166666.67Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance4166666.67Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of 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Development BankMinistry of Finance4166666.67Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance4166666.67Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance4166666.67Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance4166666.67Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of 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Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance581276.04Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance680125.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance687843.74Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance368133.75Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance89146.67Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance62727.30Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance45485.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance83912.66Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance324865.54Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance344965.63Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance248197.90Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance884.04Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of FinancePolicyPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: 25% increase in the number of vulnerable populations covered by the food security programs (FY2009 estimated baseline: 46.7 million) Progress/Status: The number of vulnerable populations covered by food security programs is estimated at 60.9 million, a 30% increase. Data Source: Government statisticsOutput: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: 50% increase in the number of hardcore poor covered by the employment generation program (FY2009 baseline: 3.1 million) Progress/Status: In FY2010, 4.5 million hardcore poor were covered by the employment generation program, a number 46% higher than in FY2009. The increase was slightly below target. Data Source: Reports from civil societyOutput: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: 20% increase in the number of women covered by allowances for widowed, deserted, and destitute women (FY2009 baseline: 0.9 million women) Progress/Status: The target was not met. 0.9 million were covered by these allowances, the same number as in FY2009. Data Source: LGED reportsOutput: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: 20% increase in the number of hardcore poor women supported by the Vulnerable Group Development Program (FY2009 baseline: 80,000 women) Progress/Status: 88,000 women were supported by the Vulnerable Group Development Program, the same number as in the revised FY2009 baseline Data Source: Ministry of Finance, Ministry of Social Welfare, and Ministry of Food and Disaster ManagementOutput: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: Application of the citizen report cards in at least 25% of the 40 poorest districts (FY2009 baseline: none) Progress/Status: Applied in 64 districts to target EGP for the poorest districts, an application broader than targetedOutput: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: Gender-based budgeting completed in 20 ministries (FY2009 baseline: 4 ministries) Progress/Status: Completed in 33 ministries, more than the number targetedOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: Value of infrastructure projects under implementation rises by 20% over FY2009 levels (FY2009 estimated baseline: $2.8 billion implemented) Progress/Status: ADP actual spending increased by 34% to Tk259 billion ($3.7 million) in FY2010, more than the targeted increase. Data Source: Ministry of FinanceOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: Resource allocation criteria for PPP infrastructure investment projects (FY2009 baseline: no criteria in place) Progress/Status: The allocation criteria have been defined in the revised policy and strategy for PPP which was adopted in August 2010. Data Source: Ministry of PlanningOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: 10% increase in the level of foreign direct investments (FY2009 baseline: $882 million) Progress/Status: Preliminary estimates indicate that the level of foreign direct investment declined from a revised baseline of $808 million in FY2009 to $636 million in FY2010. Data Source: Bangladesh BankOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: Infrastructure Investment Fund and Viability Gap Fund in place (FY2009 baseline: no funds in place) Progress/Status: Both IIF and VGF are in place. Data Source: International Monetary FundOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: At least 5 PPP projects identified and invited for private sector participation (FY2009 baseline: none) Progress/Status: The government created a fund titled ‘Bangladesh Infrastructure Finance Fund' (BIFF) to strengthen PPP activities and to encourage potential investors. Tk16 billion was placed in this fund from the allocation made for PPP in FY2010. One PPP project (Dhaka Elevated Express Way) has been identified so far and short-listing of firms through international bidding has been completed. Data Source: Government websiteOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: The country's ranking in the World Bank Doing Business Survey reverts to the 2007 level (2009 baseline: 110th out of 181 countries) Progress/Status: The position of Bangladesh improved: it ranked 107th out of 183 countries in 2011 and 111th in 2010. Because of change in methology, comparison with 2007 is not available. Data Source: Federation of Bangladesh Chamber of Commerce and IndustryOutput: 3. Strengthened public financial management (PFM) Indicator: MTBF introduced in 20 ministries (FY2009 baseline: 16 ministries) Progress/Status: MTBF has been introduced and is operational in 33 ministries, more than the targeted number of ministries.Output: 3. Strengthened public financial management (PFM) Indicator: Debt service liability management system introduced and implemented (FY2009 baseline: system being developed) Progress/Status: Debt service liability management systems are operational.Output: 3. Strengthened public financial management (PFM) Indicator: Integrated budgeting and accounting system operational in all districts (FY2009 baseline: 55 districts) Progress/Status: IBAS oerational in all districts.Output: 4. Private sector investment leveraged under public-private partnership (PPP) Indicator: Infrastructure Investment Fund and Viability Gap Fund in place (FY2009 baseline: no funds in place)Output: 4. Private sector investment leveraged under public-private partnership (PPP) Indicator: At least five PPP projects identified and invited for private sector participation (FY2009 baseline: none)Output: 5. Assistance to affected export sector provided under FY2010 stimulus package Indicator: At least 50% of the budget allocation earmarked for export sector affected by global crisis, deliveredStable macroeconomic environment where private sector development is emphasized, there is higher public and private investment, and where women and vulnerable populations have greater access to social services, including through effective gender targetingCoverage of women by women-targeted SSNPs increased by 20% (FY2009 estimated baseline: 7.2 million women) Progress/Status: The increase was less than targeted. The number of women covered by women-targeted SSNPs is estimated at 8.4 million in FY2010, a 17%% increase. Data Source: Reports from relevant government departmentsCoverage of vulnerable people by social safety nets increases by 33% (FY2009 estimated baseline: 72 million people) Progress/Status: The coverage in FY 2010 was more than in FY2009, but less than targeted. The number of vulnerable people covered by SSNPs estimated at 89 million in FY2010, 23% more than in FY2009. Data Source: International Monetary FundRatio of private investment to GDP will increase by 2 percentage points (FY2009 baseline: 19.6%) Progress/Status: From preliminary estimates, the ratio of private investment to GDP increased from 19.7% in FY2009 to 19.8% in FY2010, an increae less than 2 percentage points, yet sufficient to meet the targeted ratio. Data Source: Bangladesh BankTax and non-tax revenue to GDP ratio will increase by 1 percentage point (FY2009 baseline: 11.2%) Progress/Status: The increase was better than the 1% targeted. The revenue to GDP ratio increased from 10.4% in FY2009 to 11.5% in FY2010, above past performances. The impact of the crisis on revenue in FY2009 was more severe than estimated under the baseline. Data Source: Ministry of FinanceFood inflation will not exceed 10% (FY2009 estimated baseline: 6.7%) Progress/Status: Food inflation ceiling exceeded by small margin in 2010. Food inflation declined sharply in FY2009 from 6.8% in January 2009 (and 13.9% in July 2008) to 0.25% in June 2009, and remained below the 10% ceiling in 2009. But point-to point food inflation exceeded marginally the ceiling from January to June 2010. In FY2011 it fell again below 10% from July 2010. Data Source: Bangladesh Bureau of StatisticsPublic investment rises to 4.8% of GDP in FY2010 (FY2009 baseline: 4.6% of GDP)Fiscal deficit remains within 5% of GDP (FY2009 estimated baseline: 4.1% of GDP) XM-DAC-46004-43157-013-LN2569Asian Development BankThe objective of the PESF is to accelerate reforms that are essential for long-term economic growth while also improving service delivery for social protection. The CSF will supplement the PESF by providing support to scale up the Government's countercyclical development program. Asian Development BankMinistry of FinanceAsian Development BankAsian Development BankAnqian Huanghttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=43157-013 (Closed)&officer= JTSUNODA@MTD.BIGLOBE.NE.JP&division= Public Management, Financial Sector and Trade Division, SARD&projectcountry= BangladeshBangladesh24 90Private sector developmentInclusive economic growthGender Equity and Mainstreaming500000000Asian Development BankMinistry of Finance500000000.00Asian Development BankMinistry of Finance250000000.00Asian Development BankMinistry of Finance125000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance125000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of 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BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of FinancePolicyPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: 25% increase in the number of vulnerable populations covered by the food security programs (FY2009 estimated baseline: 46.7 million) Progress/Status: The number of vulnerable populations covered by food security programs is estimated at 60.9 million, a 30% increase. Data Source: Government statisticsOutput: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: 50% increase in the number of hardcore poor covered by the employment generation program (FY2009 baseline: 3.1 million) Progress/Status: In FY2010, 4.5 million hardcore poor were covered by the employment generation program, a number 46% higher than in FY2009. The increase was slightly below target. Data Source: Reports from civil societyOutput: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: 20% increase in the number of women covered by allowances for widowed, deserted, and destitute women (FY2009 baseline: 0.9 million women) Progress/Status: The target was not met. 0.9 million were covered by these allowances, the same number as in FY2009. Data Source: LGED reportsOutput: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: 20% increase in the number of hardcore poor women supported by the Vulnerable Group Development Program (FY2009 baseline: 80,000 women) Progress/Status: 88,000 women were supported by the Vulnerable Group Development Program, the same number as in the revised FY2009 baseline Data Source: Ministry of Finance, Ministry of Social Welfare, and Ministry of Food and Disaster ManagementOutput: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: Application of the citizen report cards in at least 25% of the 40 poorest districts (FY2009 baseline: none) Progress/Status: Applied in 64 districts to target EGP for the poorest districts, an application broader than targetedOutput: 1. More effective service delivery and expanded social safety net program (SSNP) Indicator: Gender-based budgeting completed in 20 ministries (FY2009 baseline: 4 ministries) Progress/Status: Completed in 33 ministries, more than the number targetedOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: Value of infrastructure projects under implementation rises by 20% over FY2009 levels (FY2009 estimated baseline: $2.8 billion implemented) Progress/Status: ADP actual spending increased by 34% to Tk259 billion ($3.7 million) in FY2010, more than the targeted increase. Data Source: Ministry of FinanceOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: Resource allocation criteria for PPP infrastructure investment projects (FY2009 baseline: no criteria in place) Progress/Status: The allocation criteria have been defined in the revised policy and strategy for PPP which was adopted in August 2010. Data Source: Ministry of PlanningOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: 10% increase in the level of foreign direct investments (FY2009 baseline: $882 million) Progress/Status: Preliminary estimates indicate that the level of foreign direct investment declined from a revised baseline of $808 million in FY2009 to $636 million in FY2010. Data Source: Bangladesh BankOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: Infrastructure Investment Fund and Viability Gap Fund in place (FY2009 baseline: no funds in place) Progress/Status: Both IIF and VGF are in place. Data Source: International Monetary FundOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: At least 5 PPP projects identified and invited for private sector participation (FY2009 baseline: none) Progress/Status: The government created a fund titled ‘Bangladesh Infrastructure Finance Fund' (BIFF) to strengthen PPP activities and to encourage potential investors. Tk16 billion was placed in this fund from the allocation made for PPP in FY2010. One PPP project (Dhaka Elevated Express Way) has been identified so far and short-listing of firms through international bidding has been completed. Data Source: Government websiteOutput: 2. More conducive investment climate and larger Annual Development Program (ADP) implemented Indicator: The country's ranking in the World Bank Doing Business Survey reverts to the 2007 level (2009 baseline: 110th out of 181 countries) Progress/Status: The position of Bangladesh improved: it ranked 107th out of 183 countries in 2011 and 111th in 2010. Because of change in methology, comparison with 2007 is not available. Data Source: Federation of Bangladesh Chamber of Commerce and IndustryOutput: 3. Strengthened public financial management (PFM) Indicator: MTBF introduced in 20 ministries (FY2009 baseline: 16 ministries) Progress/Status: MTBF has been introduced and is operational in 33 ministries, more than the targeted number of ministries.Output: 3. Strengthened public financial management (PFM) Indicator: Debt service liability management system introduced and implemented (FY2009 baseline: system being developed) Progress/Status: Debt service liability management systems are operational.Output: 3. Strengthened public financial management (PFM) Indicator: Integrated budgeting and accounting system operational in all districts (FY2009 baseline: 55 districts) Progress/Status: IBAS oerational in all districts.Output: 4. Private sector investment leveraged under public-private partnership (PPP) Indicator: Infrastructure Investment Fund and Viability Gap Fund in place (FY2009 baseline: no funds in place)Output: 4. Private sector investment leveraged under public-private partnership (PPP) Indicator: At least five PPP projects identified and invited for private sector participation (FY2009 baseline: none)Output: 5. Assistance to affected export sector provided under FY2010 stimulus package Indicator: At least 50% of the budget allocation earmarked for export sector affected by global crisis, deliveredStable macroeconomic environment where private sector development is emphasized, there is higher public and private investment, and where women and vulnerable populations have greater access to social services, including through effective gender targetingCoverage of women by women-targeted SSNPs increased by 20% (FY2009 estimated baseline: 7.2 million women) Progress/Status: The increase was less than targeted. The number of women covered by women-targeted SSNPs is estimated at 8.4 million in FY2010, a 17%% increase. Data Source: Reports from relevant government departmentsCoverage of vulnerable people by social safety nets increases by 33% (FY2009 estimated baseline: 72 million people) Progress/Status: The coverage in FY 2010 was more than in FY2009, but less than targeted. The number of vulnerable people covered by SSNPs estimated at 89 million in FY2010, 23% more than in FY2009. Data Source: International Monetary FundRatio of private investment to GDP will increase by 2 percentage points (FY2009 baseline: 19.6%) Progress/Status: From preliminary estimates, the ratio of private investment to GDP increased from 19.7% in FY2009 to 19.8% in FY2010, an increae less than 2 percentage points, yet sufficient to meet the targeted ratio. Data Source: Bangladesh BankTax and non-tax revenue to GDP ratio will increase by 1 percentage point (FY2009 baseline: 11.2%) Progress/Status: The increase was better than the 1% targeted. The revenue to GDP ratio increased from 10.4% in FY2009 to 11.5% in FY2010, above past performances. The impact of the crisis on revenue in FY2009 was more severe than estimated under the baseline. Data Source: Ministry of FinanceFood inflation will not exceed 10% (FY2009 estimated baseline: 6.7%) Progress/Status: Food inflation ceiling exceeded by small margin in 2010. Food inflation declined sharply in FY2009 from 6.8% in January 2009 (and 13.9% in July 2008) to 0.25% in June 2009, and remained below the 10% ceiling in 2009. But point-to point food inflation exceeded marginally the ceiling from January to June 2010. In FY2011 it fell again below 10% from July 2010. Data Source: Bangladesh Bureau of StatisticsPublic investment rises to 4.8% of GDP in FY2010 (FY2009 baseline: 4.6% of GDP)Fiscal deficit remains within 5% of GDP (FY2009 estimated baseline: 4.1% of GDP) XM-DAC-46004-39399-013-LN2580Asian Development BankADB and the governments of Bangladesh, India, and Nepal are working together to develop and improve tourism sites and facilities in the three countries. The South Asia Tourism Infrastructure Development Project is improving the infrastructure around key tourist sites and cultural sites in the three countries, and expanding the air and road links that connect the various destinations. This includes upgrading airports; fixing roads; and cleaning up tourist sites with improved water supply, sanitation systems, and solid waste management. Visitor centers will be also be improved. The project is working to spread tourism to remote communities that are currently bypassed by the popular tourist markets. This work is benefiting about 2.4 million people in the three countries through increased income, jobs, improved health and local environmental conditions, and reduced travel times. About 270,000 people are benefiting from new job opportunities created by the project, and at least 5,000 others are enjoying expanded livelihood options.Asian Development BankDepartment of Tourism-Sikkim StateAsian Development BankAsian Development BankNaresh Pradhanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=39399-013 (Active)&officer= htiwari@adb.org&division= Nepal Resident Mission (NRM)&projectcountry= IndiaNepal28 84India22 79Bangladesh24 90PartnershipsEnvironmentally sustainable growthInclusive economic growthGovernance and capacity developmentRegional integration12000000Asian Development BankDepartment of Tourism-Sikkim State1859394.51Asian Development BankDepartment of Tourism-Sikkim State405780.68Asian Development BankDepartment of Tourism-Sikkim State811982.11Asian Development BankDepartment of Tourism-Sikkim State259773.03Asian Development BankDepartment of Tourism-Sikkim State1613162.51Asian Development BankDepartment of Tourism-Sikkim State41206.81Asian Development BankDepartment of Tourism-Sikkim State1513603.53Asian Development BankDepartment of Tourism-Sikkim State71595.17Asian Development BankDepartment of Tourism-Sikkim State1447707.29Asian Development BankDepartment of Tourism-Sikkim State89911.50Asian Development BankDepartment of Tourism-Sikkim State1452172.11Asian Development BankDepartment of Tourism-Sikkim State401041.02Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State1014381.79Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State229809.84Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State221327.70Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State220590.37Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State217185.43Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of 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Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State224496.36Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State222440.50Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State206956.33Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State210933.49Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State210809.79Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim 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Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State216151.87Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State218483.69Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State8429.45Asian Development BankDepartment of Tourism-Sikkim State7351.78Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State13229.40Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State19249.81Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State27042.49Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State34734.50Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State42498.65Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim 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Tourism-Sikkim State67549.90Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State53831.21Asian Development BankDepartment of Tourism-Sikkim State212.36Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State59184.13Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State58099.26Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State47544.23Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State57238.19Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State57406.62Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State48983.55Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim State0.00Asian Development BankDepartment of Tourism-Sikkim StatePerformanceFiduciaryOutput/s as listed by the project staff.Output: Destination improvements to selected sites in Bangladesh Indicator: (i) development of car parking and bus stop and pedestrian walkway at the entry of the site Achievement: Y Progress/Status: Completed. Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Project completion report Reports of national tourism organizations Reports of other international agencies, e.g., UNESCO in Nepal Reports of national sector agencies; e.g., Lumbini Development Trust in Nepal Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2022 Target value: Y Actual value: YOutput: Destination improvements to selected sites in Sikkim Indicator: (ii) completion of the unfinished portion of the perimeter road around the site Achievement: Y Progress/Status: Completed. Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Project completion report Reports of national tourism organizations Reports of other international agencies, e.g., UNESCO in Nepal Reports of national sector agencies; e.g., Lumbini Development Trust in Nepal Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2022 Target value: Y Actual value: YOutput: Enhanced capacity, increased community participation, and improved project management in Bangladesh Indicator: (iii) provision of localized source-based drinking water supply and toilets in several key locations Achievement: Y Progress/Status: Completed. Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Project completion report Reports of national tourism organizations Reports of other international agencies, e.g., UNESCO in Nepal Reports of national sector agencies; e.g., Lumbini Development Trust in Nepal Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2022 Target value: Y Actual value: YOutput: Enhanced capacity, increased community participation, and improved project management in India Indicator: (iv) solid waste management improvements Achievement: Y Progress/Status: Completed Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Project completion report Reports of national tourism organizations Reports of other international agencies, e.g., UNESCO in Nepal Reports of national sector agencies; e.g., Lumbini Development Trust in Nepal Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2022 Target value: Y Actual value: YOutput: Enhanced capacity, increased community participation, and improved project management in Nepal Indicator: (v) enhancement of on-site interpretation displays and signages Achievement: Y Progress/Status: Completed. Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Project completion report Reports of national tourism organizations Reports of other international agencies, e.g., UNESCO in Nepal Reports of national sector agencies; e.g., Lumbini Development Trust in Nepal Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2022 Target value: Y Actual value: YOutput: Enhanced connectivity to and from Lumbini Indicator: (vi) construction of a visitor center and landscaping and pedestrian walkways around the centre Achievement: Y Progress/Status: Completed. Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Project completion report Reports of national tourism organizations Reports of other international agencies, e.g., UNESCO in Nepal Reports of national sector agencies; e.g., Lumbini Development Trust in Nepal Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2022 Target value: Y Actual value: YOutput: Enhanced connectivity to selected sites in Bangladesh Indicator: (vii) Clean public transport services for tourists inside Lumbini available starting 2020 Achievement: Y Progress/Status: completed Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Project completion report Reports of national tourism organizations Reports of other international agencies, e.g., UNESCO in Nepal Reports of national sector agencies; e.g., Lumbini Development Trust in Nepal Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2022 Target value: Y Actual value: YOutput: Enhanced connectivity to selected sites in Sikkim Indicator: Upgrading of at least four key cultural heritage sites, (Paharpur, Kantajee, Mahastangarh, and Bagerhat) completed, including (i) conservation of cultural heritage structures Progress/Status: Conservation of cultural heritage structures completed. Data Source: ADB review mission reports' Project Completion Report, Project Progress Reports Actual value: Output: Indicator Indicator: Upgrading of at least four key cultural heritage sites, (Paharpur, Kantajee, Mahastangarh, and Bagerhat) completed, including (ii) improvements to heritage sites environment and utilities, such as drainage waste management, water supply, toilets, restrooms, and landscaping Progress/Status: Improvement to heritage sites environment and utilities completed. Data Source: ADB review mission reports' Project Completion Report, Project Progress Reports Actual value: Output: Indicator Indicator: Upgrading of at least four key cultural heritage sites, (Paharpur, Kantajee, Mahastangarh, and Bagerhat) completed, including (iii) managing tourist on-site circulation through provision on-site walkways, car parking, lighting, commercial spaces for basic purchase Progress/Status: Onsite circulation facilities for tourists: walkways, car parking, lighting, commercial spaces for basic purchase completed. Data Source: ADB review mission reports' Project Completion Report, Project Progress Reports Actual value: Output: Indicator Indicator: Upgrading of at least four key cultural heritage sites, (Paharpur, Kantajee, Mahastangarh, and Bagerhat) completed, including (iv) enhancement of heritage interpretation and visitor information through construction of visitor centers, museum improvements, and onsite signages, and displays Progress/Status: Visitors' information centers completed but services yet to start. Souvenir shops at Paharpur and Shait Gumbad Mosque were completed but services has yet to start. Mahasthangarh and Kantajee - shops were completed, leasing was not done yet. Data Source: ADB review mission reports' Project Completion Report, Project Progress Reports Actual value: Output: Indicator Indicator: (i) Upgrading of the Rumtek monastery complex completed, including development orupgrading of (a) a multi level and on-street parking; (b) toilets and solid waste management; (c) water storage and distribution replacement; (d) visitor information and interpretation centre, (e) facade regulation; and (f) landscaping Progress/Status: Works not taken-up by DOT Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Project completion report Reports of national tourism organizations Reports of other international agencies, e.g., UNESCO Reports of national sector agencies; e.g., Sikkim Department of Tourism in India Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2018 Target value: YOutput: Indicator Indicator: (ii) Improvements along the Rumtek Monastery circuit completed, including development or improvement of (a) parking, viewing platform, toilets and other tourist facilities in Shanti view point, and (b) water front improvements in Rey khola Progress/Status: Works not taken-up by DOT Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Project completion report Reports of national tourism organizations Reports of other international agencies, e.g., UNESCO Reports of national sector agencies; e.g., Sikkim Department of Tourism in India Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2018 Target value: YOutput: Indicator Indicator: (iii) Improvements in nature based destinations of West Sikkim completed, including improvements to Yuksam Base camp and the Singalila trekking trail i.e., involving strengthening and construction of trails, trail signs, camp sites, water supply, toilet, and solid waste management improvements Progress/Status: Completed for improvement of base camp. Work pertaining to Singalila trek not taken-up by DOT. Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Project completion report Reports of national tourism organizations Reports of other international agencies, e.g., UNESCO Reports of national sector agencies; e.g., Sikkim Department of Tourism in India Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2018 Target value: YOutput: Indicator Indicator: (iv) Himalayan Training Institute completed,including (a) a training centre with six classrooms, two seminar halls, a library and documentation centre, staff room and services, (b) an auditorium and equipments, and furniture and fittings, (c) additional student hostels and staff quarters, (d) training equipment and store, and (e) repair of the statue of Guru Padmasambhava and improving the site and tourist facilities around the statue Progress/Status: Work completed for Himalayan Training Institute completed,including (a) a training centre with six classrooms, two seminar halls, a library and documentation centre, staff room and services, (b) an auditorium and equipment, and furniture and fittings, (c) additional student hostels and staff quarters, (d) training equipment and store. Repair of the statue of Guru Padmasambhava and improving the site and tourist facilities around the statue not taken-up by DOT Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Project completion report Reports of national tourism organizations Reports of other international agencies, e.g., UNESCO Reports of national sector agencies; e.g., Sikkim Department of Tourism in India Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2018 Target value: YOutput: Indicator Indicator: (v) Village tourism products in three villages within the vicinity of major tourism attractions in Sikkim completed, including water sanitation and waste management, trekking trails, village walks, view points, cultural performance stages, and etc. Progress/Status: Work completed in two villages Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Project completion report Reports of national tourism organizations Reports of other international agencies, e.g., UNESCO Reports of national sector agencies; e.g., Sikkim Department of Tourism in India Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2018 Target value: YOutput: Indicator Indicator: 1.1 Capacity development - 40 staff of Ministry of Cultutal Affairs (MOCA), Ministry of Civil Aviation and Tourism (MOCAT), DOA and BPC in Bangladesh underwent training in tourism planning, coordination, monitoring and marketing Progress/Status: Training officials on tourism planning, coordination, monitoring and marketing; all planned trainings were completed. Data Source: Project Progress Reports ADB review mission reports, Project Completion Report Actual value: Output: Indicator Indicator: 1.2 Capacity development - A marketing and promotion program developed and implemented by DOA and BPC in line with the recommendations of sub-regional marketing program under regional TA Progress/Status: The program was initiated by the regional TA and has been continued under the project with the assistance from PMDS consultants and NGO recruited for community participation, tourism promotion and marketting. activities. Some tourism marketing programs were implemented. Data Source: Project Progress Reports ADB review mission reports, Project Completion Report Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2016 Target value: YOutput: Indicator Indicator: 1.3 Capacity development - Master plans and Site Management Plans for Bangladesh Heritage Highway's four heritage sites prepared and endorsed by MOCA. Progress/Status: Master plans and site management plans of four heritage sites were prepared and submitted to MOCA for endorsement Data Source: Project Progress Reports ADB review mission reports, Project Completion Report Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2016 Target value: YOutput: Indicator Indicator: 1.4 Capacity development - Financial management system for DOA developed and implemented both at HQ and four field offices. Concerned staff underwent training for implementation and management of the system. Progress/Status: PMIS was developed at project level and handed over to DOA for implementation at HQ and field offices. Data Source: Project Progress Reports ADB review mission reports, Project Completion Report Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2016 Target value: YOutput: Indicator Indicator: 2.1 Fostering community participation - Community awareness raising programs in Bangladesh conducted on (a) the value of natural and cultural heritage and the role of the community in management of heritage sites and (b) potential benefits from heritage-based tourism to the local economy Progress/Status: Four awareness programs were completed (one at each site) Data Source: Project Progress Reports ADB review mission reports, Project Completion Report Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2016 Target value: YOutput: Indicator Indicator: 2.2 Fostering community participation - Pilot schemes for tourism-based livelihood generation involving micro finance services designed and implemented in at least one project site in Bangladesh Progress/Status: Pilot schemes for tourism-based livelihood generation involving micro-finance services designed and implemented at Paharpur site were successful. Data Source: Project Progress Reports ADB review mission reports, Project Completion Report Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2016 Target value: YOutput: Indicator Indicator: 2.3 Fostering community participation - Partnerships between communities, private sector and public sector established for enhanced site management and viable community tourism product development Progress/Status: Technical support provided to link with TMSS, SDC, ASOP, local and national development organizations, and DOA that might lead to a public private partnership Data Source: Project Progress Reports ADB review mission reports, Project Completion Report Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2016 Target value: YOutput: Indicator Indicator: 2.4 Fostering community participation - 150 individuals spread over 4 communities underwent training on heritage management; and tourism and hospitality related skills development activities. Progress/Status: 150 individuals spread over 4 communities underwent training on heritage management and tourism and hospitality-related skill development activites by BPC, Oithya Onneswan and SATIDP project Data Source: Project Progress Reports ADB review mission reports, Project Completion Report Actual value: Output: Indicator Indicator: 1.1 Capacity development - The staff of tourism ministries, board, and departments in India underwent training in tourism planning, coordination, monitoring and marketing Progress/Status: Work completed Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Business plans and annual accounts of sector organizations Project completion report Reports of national tourism organizations Reports of country sector agencies Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2018 Target value: YOutput: Indicator Indicator: 1.2 Capacity development - A marketing and promotion program was prepared and implementation initiated by each country in conjunction with subregional marketing program under regional TA Progress/Status: Work completed for India portion Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Business plans and annual accounts of sector organizations Project completion report Reports of national tourism organizations Reports of country sector agencies Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2018 Target value: YOutput: Indicator Indicator: 1.3 Capacity development - Management and master plans for Sikkim's Rumtek monastery circuit prepared and endorsed; Various heritage tourism guidelines for Sikkim prepared and endorsed Progress/Status: Master plan completed Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Business plans and annual accounts of sector organizations Project completion report Reports of national tourism organizations Reports of country sector agencies Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2018 Target value: YOutput: Indicator Indicator: 1.4 Capacity development - Organizational and financial management measures for Department of Tourism of India's Sikkim were developed and being implemented; and staff underwent training on planning, protecting, and managing the nature and culture based sites as well as world heritage sites Progress/Status: Work completed Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Business plans and annual accounts of sector organizations Project completion report Reports of national tourism organizations Reports of country sector agencies Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2018 Target value: YOutput: Indicator Indicator: 1.5 Capacity development - Stronger partnerships between communities, tourism industry and governments at destinations were established Progress/Status: Work completed Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Business plans and annual accounts of sector organizations Project completion report Reports of national tourism organizations Reports of country sector agencies Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2018 Target value: YOutput: Indicator Indicator: 1.6 Capacity development - Subregional action plan to promote subregional cooperation in tourism being implemented Progress/Status: Work completed Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Business plans and annual accounts of sector organizations Project completion report Reports of national tourism organizations Reports of country sector agencies Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2018 Target value: YOutput: Indicator Indicator: 2.1 Fostering community participation - Community awareness raising programs in India conducted on (i) the value of natural and cultural heritage and the role of the community in management of heritage sites and (ii) potential benefits from heritage-based tourism to the local economy Progress/Status: Work completed Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Business plans and annual accounts of sector organizations Project completion report Reports of national tourism organizations Reports of country sector agencies Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2018 Target value: YOutput: Indicator Indicator: 2.2 Fostering community participation - Value chain analyses were undertaken in each country to establish stronger links between tourism and local economies Progress/Status: Work completed Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Business plans and annual accounts of sector organizations Project completion report Reports of national tourism organizations Reports of country sector agencies Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2018 Target value: YOutput: Indicator Indicator: 2.3 Fostering community participation - Pilot schemes for tourism-based livelihood generation involving social mobilization and micro finance services designed and implemented in Nepal and Bangladesh Progress/Status: This indicator is not applicable to India Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Business plans and annual accounts of sector organizations Project completion report Reports of national tourism organizations Reports of country sector agencies Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2018 Target value: YOutput: Indicator Indicator: 2.4 Fostering community participation - Tourism-related skill development activities in heritage management and hospitality-related skills among the communities around selected village communities in India's Sikkim implemented Progress/Status: Work completed Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Business plans and annual accounts of sector organizations Project completion report Reports of national tourism organizations Reports of country sector agencies Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2018 Target value: YOutput: Indicator Indicator: 2.5 Partnerships between communities, private sector and public sector established for enhanced site management and viable community tourism product development Progress/Status: Work completed Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Business plans and annual accounts of sector organizations Project completion report Reports of national tourism organizations Reports of country sector agencies Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2018 Target value: YOutput: Indicator Indicator: (i) 50 staff of tourism ministries, board, and departments have undergone training in tourism planning, coordination, monitoring, and marketing Achievement: 50 Progress/Status: completed. Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Project completion report Reports of national tourism organizations Reports of other international agencies, e.g., UNESCO Reports of national sector agencies; e.g., Lumbini Development Thrust in NepalOutput: Indicator Indicator: (ii) Management and master plans for Lumbini endorsed Achievement: Y Progress/Status: A promotional plan for Lumbini area of Nepal is prepared following a consultation workshop with concerned stakeholders. The plan was approved by the government, on 12 July 2015. This will cover various aspects of overall development of Lumbini area as the birth place of Lord Buddha. Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Project completion report Reports of national tourism organizations Reports of other international agencies, e.g., UNESCO Reports of national sector agencies; e.g., Lumbini Development Thrust in Nepal Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2022 Target value: Y Actual value: YOutput: Indicator Indicator: (iii) Organizational and financial management measures for the LDT implemented. Achievement: Y Progress/Status: completed Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Project completion report Reports of national tourism organizations Reports of other international agencies, e.g., UNESCO Reports of national sector agencies; e.g., Lumbini Development Thrust in Nepal Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2022 Target value: Y Actual value: YOutput: Indicator Indicator: (iv) 15 LDT staff have undergone training on planning, protecting, and managing the nature and culture-based sites, as well as world heritage site. Achievement: 20 Progress/Status: completed Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Project completion report Reports of national tourism organizations Reports of other international agencies, e.g., UNESCO Reports of national sector agencies; e.g., Lumbini Development Thrust in NepalOutput: Indicator Indicator: (v) Business plan for GBA completed with measures for sustainable O&M of the airport, including enhanced revenue base and financial management Achievement: N Progress/Status: ongoing Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Project completion report Reports of national tourism organizations Reports of other international agencies, e.g., UNESCO Reports of national sector agencies; e.g., Lumbini Development Thrust in Nepal Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2022 Target value: Y Actual value: NOutput: Indicator Indicator: (vi) 20% of staff have undergone training in airport management Achievement: 0 Progress/Status: ongoing Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Project completion report Reports of national tourism organizations Reports of other international agencies, e.g., UNESCO Reports of national sector agencies; e.g., Lumbini Development Thrust in NepalOutput: Indicator Indicator: (vii) Partnership agreements between communities, tourism industry, and governments at destinations signed Achievement: N Progress/Status: ongoing Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Project completion report Reports of national tourism organizations Reports of other international agencies, e.g., UNESCO Reports of national sector agencies; e.g., Lumbini Development Thrust in Nepal Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2022 Target value: Y Actual value: NOutput: Indicator Indicator: (viii) Action plan to promote subregional cooperation in tourism implemented Achievement: N Progress/Status: ongoing Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Project completion report Reports of national tourism organizations Reports of other international agencies, e.g., UNESCO Reports of national sector agencies; e.g., Lumbini Development Thrust in Nepal Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2022 Target value: Y Actual value: NOutput: Indicator Indicator: (ix) About 100 staff trained in heritage and tourism asset management by the end of the project Achievement: 50 Progress/Status: ongoing Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Project completion report Reports of national tourism organizations Reports of other international agencies, e.g., UNESCO Reports of national sector agencies; e.g., Lumbini Development Thrust in NepalOutput: Indicator Indicator: (x) Around 400 individuals spread over 10 communities have undergone training on heritage management and tourism-related skills by end of the project Achievement: 2000 Progress/Status: completed Data Source: Project quarterly progress reports ADB review mission reports Proceedings of subregional task force meetings Project completion report Reports of national tourism organizations Reports of other international agencies, e.g., UNESCO Reports of national sector agencies; e.g., Lumbini Development Thrust in NepalOutput: Indicator Indicator: GBA upgraded to an international airport by 2020 Achievement: Y Progress/Status: Construction completed. Airport came in operation after inauguration in May 2022. However commercial scheduled flight are not regular. Data Source: ADB review mission reports Project Completion Report Reports of national tourism organizations Reports of sector agencies, e.g., CAAN reports, and reports of national public works departments Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2022 Target value: Y Actual value: YOutput: Indicator Indicator: (i) an access road about 475 meter to Paharpur improved Progress/Status: Access road at Paharpur; completed. Data Source: ADB review mission reports' Project Completion Report, Project Progress Reports Actual value: Output: Indicator Indicator: (ii) a pedestrian road to avoid trespassing of the Paharpur heritage site developed Progress/Status: Completed Data Source: ADB review mission reports' Project Completion Report, Project Progress Reports Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2016 Target value: YOutput: Indicator Indicator: (iii) Approach road including a bridge leading to Mahastan Museum constructed Progress/Status: Completed Data Source: ADB review mission reports' Project Completion Report, Project Progress Reports Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2016 Target value: YOutput: Indicator Indicator: About 9 km road from Sajong to Ranka Lingdum improved Progress/Status: Contract was terminated due to poor performance of the contractor. DOT has awarded the balance work and substantial progress have been achieved. Would be fully completed by June 2020. Data Source: ADB review mission reports Proceedings of the subregional task force meetings Project Completion Report Reports of national tourism organizations Reports of sector agencies, e.g., reports of national public works departments Actual value: Output: Indicator Indicator: Strengthening & upgrading of existing road for (a) Peling zero point to Thigchuk junction including access road to Pemanyangtse Monastery and (b)Peling zero point to Peling Helipad (in kms) Progress/Status: Works completed Data Source: ADB review mission reports Proceedings of the subregional task force meetings Project Completion Report Reports of national tourism organizations Reports of sector agencies, e.g., reports of national public works departments Actual value: Output: Indicator Indicator: About 3 km road to Himalayan Institute in Chemchey improved, Progress/Status: Works completed Data Source: ADB review mission reports Proceedings of the subregional task force meetings Project Completion Report Reports of national tourism organizations Reports of sector agencies, e.g., reports of national public works departments Actual value: Output: Indicator Indicator: Road to Guru Padma in Sandruptske around Himalayan Institute improved Progress/Status: Dropped by DoT Data Source: ADB review mission reports Proceedings of the subregional task force meetings Project Completion Report Reports of national tourism organizations Reports of sector agencies, e.g., reports of national public works departments Baseline year: 2009 Baseline value: N Baseline year: 2009 Baseline value: N Target year: 2018 Target value: YOutput: Indicator Indicator: Strengthening & upgrading of existing road to Yuksom Helipad from Yuksom Bazaar (in Kms) Progress/Status: Works completed Data Source: ADB review mission reports Proceedings of the subregional task force meetings Project Completion Report Reports of national tourism organizations Reports of sector agencies, e.g., reports of national public works departments Actual value: Nature and culture based tourism destinations of subregional importance with (i) improved connectivity, (ii) better quality environment and visitor services; (iii) enhanced natural and cultural heritage; and (iv) stronger linkages with communitiesNepal - Connectivity to Lumbini in improved a. International tourist arrivals in Lumbini increased by 100% in 2017 from 82,000 in 2009. Progress/Status: As per PCR report, in Lumbini, international tourist arrivals increased by 77.82% from 2009 to reach 145,814 in 2017. However, the growth rate further accelerated to 106.3% in 2018. Data Source: Tourism reports and stastistics of Nepal. Actual value: By project completion, in the project areas: Connectivity to (ii) cultural heritage sites of Bangladesh Heritage Highway improved --- Tourist arrivals at each destination site increased by 10% Progress/Status: Will be assessed at project completion in totality. Data Source: Project Completion Report, Project Progress Report, Tourism Reports and Statistics of Bangladesh Actual value: By project completion, in the project areas: Connectivity to (iii) Sikkim heritage sites improved --- Tourist arrivals at each destination site increased by 12% Progress/Status: Based on primarily assessment tourist arrivals increased by 34%. These figures would be validated during PCR finalization. Data Source: Tourism reports and stastistics of India Actual value: Nepal - Connectivity to Lumbini in improved b. Number of trips to Lumbini increased by 20%. Progress/Status: Not achieved. As per PCR, the number of trips to Lumbini experienced a decrease of 6.55% (2009-2017) when comparing the arrivals of both national and international tourists. Data Source: Tourism reports and stastistics of Nepal Actual value: By project completion, in the project areas: Connectivity to (ii) cultural heritage sites of Bangladesh Heritage Highway improved --- Number of multi-country trips taken to visit destination sites increased by 10% Progress/Status: Will be estimated at project completion. Data Source: Project Completion Report, Project Progress Report, Tourism Reports and Statistics of Bangladesh Actual value: Nepal - Lumbini destination improved a. Average daily expenditure by international tourists increased by 50% in 2017 from $24 in 2009 Progress/Status: As per PCR, in 2017, the average daily expenditure by international tourists was $54, reflecting a 125% increased from 2009. Data Source: World Tourism Organization statistics Project Completion Report Actual value: By project completion, in the project areas: Connectivity to (iii) Sikkim heritage sites improved --- Number of multi-country trips taken to visit destination sites increased by 10% Progress/Status: Based on primarily assessment number of multi-country trips taken to visit destination sites is increased by more than 10%. These figures would be validated during PCR finalization. Data Source: Tourism reports and stastistics of India Actual value: Destination of Bangladesh Cultural Heritage Highway improved --- Tourists' average daily expenditure increased by 5% Progress/Status: Will be estimated at project completion Data Source: Project Completion Report, Project Progress Report, Tourism Reports and Statistics of Bangladesh Actual value: Nepal - Lumbini destination improved b. Average international tourist length of stay increased by 1.6 days in 2017, from 1 day in 2009 Progress/Status: As per PCR, average length of stay in greater Lumbini area was 1.88 days in 2018. Data Source: World Tourism Organization statistics Actual value: Destination of Sikkim Rumtek Monastery improved --- International tourists' average length of stay increased by 1 day at each site Data Source: World Tourism Organization statistics Actual value: Destinations of Sikkim Rumtek monastery circuit and West Sikkim Himalayan Trail improved --- Tourist's average daily expenditure increased by 5% Progress/Status: Based on primarily assessment tourist average daily expenditure increased by more than 5%. These figures would be validated during PCR finalization. Data Source: World Tourism Organization statistics Actual value: Nepal - About 20,000 jobs created in the tourism and related industries by 2017 Progress/Status: A tourism promotional plan for Lumbini area of Nepal is being developed by the Project to support the Lumbini Master Plan. Job creation will be assessed/surveyed after project completion in PCR preparation. Data Source: World Travel & Tourism Council's Annual Tourism Travel & Economic Research Actual value: Master plan and site management plan for the four Bangladesh's Cultural Heritage Highway sites (improved under the project) developed and implemented by DOA and BPC guiding sustainable heritage management and tourism industry development Progress/Status: Master plan and site management plans for 4 project sites were developed and shared by the stakeholders through organizing workshops where a specific Action Plan for each site was included. Data Source: Master Plan and Site Management Plans for 4 heritage sites of the project Base year: 2009 Baseline value: NRumtek monastery has management and master plans guiding their management; sustainable heritage and tourism action plans being implemented Data Source: World Travel & Tourism Council's Annual Tourism Travel & Economic Research Base year: 2009 Baseline value: NNepal - At least 2,000 livelihoods created benefiting local people living around the site Progress/Status: Three NGOs to conduct community mobilization, livelihood generation, and tourism promotion activities are mobilized in March 2014 to help create jobs in the tourism industry and other industries related to tourism industry. Data Source: NGO progress reports Project completion reports Actual value: Rumtek monastery - About 70 staff trained in heritage and tourism asset management by the end of the Project Data Source: Proceedings of the subregional task force meetings Actual value: Tourists' public transport service usage (i.e., ridership) by 100% (Nepal) Progress/Status: Procurement of electric vehicles and construction for charging station ( solar power station) are ongoing. Upon completion of project, this will be assessed during PCR preparation. Data Source: Project completion reports. Base year: 2009 Baseline value: NIndia - Around 280 individuals spread over 7 communities underwent training on heritage management and tourism related skills by end of the Project Data Source: Proceedigns of the subregional task force meetings Base year: 2009 Baseline value: NBangladesh - Livelihood created benefiting local people living around the sites by project completion Progress/Status: Livelihood created benefiting local communities living around the sites by involving them as construction and supervision laborers, small business owners, floating shops, cooks, rickshaw/van pullers, etc. through ;pilot activities of the Project. Some groups of women were then involved in nakshi kantha stitching, traditional foo preparation , and bamboo crafts. Data Source: Project completion report, Project Progress Report, ADB Review Mission reports Base year: 2009 Baseline value: N XM-DAC-46004-35049-033-LN2593Asian Development BankThe ongoing Padma Multipurpose Bridge Design Project is to develop the detailed design for the Padma bridge, which is one of the Bangladesh Government's top priority projects. The original TA loan for the Project was approved in Dec 2007 for Special Drawing Rights 11,179,000 ($17.6m equivalent). Apart from the initial delay to engage the design consultants, project implementation has been smooth with strong support from the Government and other development partners. The ensuing investment project to construct the Padma bridge is included in the 2009-2011 country operations business plan for Bangladesh as a firm loan. Four major potential cofinanciers (ADB, IsDB, JICA, and WB) are involved in reviewing the Project's progress and developing the ensuing project. The Project's cost overrun is mainly due to underestimation of the cost of the design consultant's inputs, including remuneration and cost of field surveys and studies. The initial cost of the design consultant, arrived at by strictly following ADB's quality-based selection, was $2.3m higher than the estimate. Since its mobilization in Feb 2009, the design consultant has carried out, as part of its terms of reference, a fresh assessment of the requirements for field surveys and studies to develop the detailed design. The original budget allocation under the design consultant's contract for these cost items is now considered to be grossly insufficient with a fund shortage of about $6.4m. Though the cost increase is significant, these surveys and studies are essential for preparing an engineering design with due consideration to economy, effectiveness, constructability, functionality, ease in operation and maintenance, and sustainability of the ensuing project. The cost overrun, under the design consultant's contract, has been ongoing since January 2009. The Government requests that ADB continue to finance the cost overrun for the following reasons: (i) switching funding sources of an ongoing contract would disrupt the design consultant's activities, and may result in significant delay in completion of the detailed design; (ii) the Government does not have readily available funding to accommodate the identified cost increase; and (iii) without external financiers' involvement, lack of proper guidance in the appointment of specialized subconsultants to carry out the surveys and studies and the use of funds by the subconsultants could compromise the quality of these surveys and studies.Asian Development BankBangladesh Bridge AuthorityAsian Development BankAsian Development BankWitoon Tawisookhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=35049-033 (Closed)&officer= wtawisook@adb.org&division= Transport and Communications Division, SARD&projectcountry= BangladeshBangladesh24 90Inclusive economic 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Authority0.00Asian Development BankBangladesh Bridge Authority49101.75Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority39212.14Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge Authority0.00Asian Development BankBangladesh Bridge AuthorityPerformanceFiduciaryOutput/s as listed by the project staff.Output: Detailed design Indicator: Detailed design reports and design certificates including the methodology and procedures for poverty impact assessment by June 2010 Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2010 Target value: YOutput: Environmental impact assessment Resettlement plan Land acquisition plan Indicator: Construction contract documentation by December 2010 Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2010 Target value: YOutput: Scheme designs Indicator: Scheme design report by August 2009 Progress/Status: Final scheme design report submitted by the Consultant in Aug 2009 Data Source: ADB missions to monitor project implementation Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2009 Target value: YOutput: Technical studies Indicator: Interpretative reports for technical studies (including additional studies) by November 2009 Data Source: Consultant's progress report Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2009 Target value: YOutput: Tender action Indicator: Tender documents by June 2010 Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2010 Target value: YOutput: Tender action Indicator: Construction contract documentation by December 2010 Baseline year: 2007 Baseline value: N Baseline year: 2007 Baseline value: N Target year: 2010 Target value: YDetailed design of the Padma bridge and other auxiliary works agreed by the Government and ADBSubmission of acceptable detailed design by June 2010 Progress/Status: Detailed design reports and design certificates including the methodology and procedures for poverty impact assessment submitted by the Consultant in May 2010 Data Source: ADB review missions Project completion report Base year: 2007 Baseline value: N XM-DAC-46004-38164-013-LN2622Asian Development BankThe objective of the Project is to increase access to, and reliability of, natural gas supply in Bangladesh through capacity expansion and efficiency improvements in natural gas production, transmission and distribution systems. The Project comprises four components. PART A: TRANSMISSION CAPACITY EXPANSION Part A-1: construction of a 30-inch, approximately 61 kilometer gas transmission pipeline from Ashuganj to Bakhrabad, and the installation of interface metering and regulating stations at selected locations (Monohordi, Dewanbag, Kutumbupur, Febi and Barabkundu); and Part A-2: installation of one compressor with throughput of approximately 1,500 MMCFD in Ashuganj and one compressor with throughput of approximately 500 MMCFD in Elenga. PART B: SAFETY AND SUPPLY EFFICIENCY IMPROVEMENT OF TITAS GAS FIELD Part B-1: detailed investigation, design and implementation of safety measures to control gas seepage at problematic wells Part B-2: drill four appraisal cum development wells, and design and construction of related processing plants PART C: ACCESS IMPROVEMENT IN SOUTH WESTERN REGION Construction of approximately 845 kilometer 2 inch to 20 inch distribution pipelines in the Borrower's south western region, comprising the districts of Kushtia, Jhenidah, Jessore, Khulna and Bagerhat (including Mongla). PART D: SUPPLY AND DEMAND MANAGEMENT Pilot a remote sensing metering system for industrial consumers and a prepaid metering system for domestic consumers within TGTDCL's gas distribution franchise area. TGTDCL will develop a list of project proposals to stimulate investments in gas use efficiency among its consumers, particularly industrial consumers.Asian Development BankBangladesh Gas Fields Company Ltd.Gas Transmission Company Ltd.Sundarban Gas Company Limited (SGCL)Titas Gas Transmission & Distribution Co. Ltd.Asian Development BankAsian Development BankNazmun Naharhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=38164-013 (Closed)&officer= nnahar@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshElenga24.33682 89.91274Dewanbari23.84886 90.3233Mongla22.49015 89.59197Feni23.01134 91.4013Kushtia District23.83333 88.91667Monohordi24.11546 90.72715Barabkunda22.60333 91.65944Khulna District22.5 89.33333Bagerhat District22.4 89.75Jessore District23.08333 89.16667Jhenaidah District23.5 89.16667Comilla District23.4417 91.00987Brahmanbaria District23.98333 91.16667Brahmanbaria23.97464 91.11228Ashuganj24.04016 91.0117Bakhrabad23.70538 90.88068Kutumbapur23.50092 90.90532Environmentally sustainable growthInclusive economic growthSome gender elements (SGE)261000000Asian Development BankBangladesh Gas Fields Company Ltd.107733773.60Asian Development BankBangladesh Gas Fields Company Ltd.6078162.48Asian Development BankBangladesh Gas Fields Company Ltd.915434.96Asian Development BankBangladesh Gas Fields Company Ltd.1163006.81Asian Development BankBangladesh Gas Fields Company Ltd.5890404.64Asian Development BankBangladesh Gas Fields Company Ltd.551392.68Asian Development BankBangladesh Gas Fields Company Ltd.6098783.78Asian Development BankBangladesh Gas Fields Company Ltd.1185861.76Asian Development BankBangladesh Gas Fields Company Ltd.5416833.95Asian Development BankBangladesh Gas Fields Company Ltd.13178994.80Asian Development BankBangladesh Gas Fields Company Ltd.15097736.00Asian Development BankBangladesh Gas Fields Company Ltd.11746006.48Asian Development BankBangladesh Gas Fields Company Ltd.5821494.15Asian Development BankBangladesh Gas Fields Company Ltd.6185387.72Asian Development BankBangladesh Gas Fields Company Ltd.3321367.12Asian Development BankBangladesh Gas Fields Company Ltd.2951715.84Asian Development BankBangladesh Gas Fields Company Ltd.5187468.71Asian Development BankBangladesh Gas Fields Company Ltd.5084799.51Asian Development BankBangladesh Gas Fields Company Ltd.2622170.74Asian Development BankBangladesh Gas Fields Company Ltd.369281.06Asian Development BankBangladesh Gas Fields Company Ltd.5511846.97Asian Development BankBangladesh Gas Fields Company Ltd.3685391.06Asian Development BankBangladesh Gas Fields Company Ltd.136455.19Asian Development BankBangladesh Gas Fields Company Ltd.1731164.20Asian Development BankBangladesh Gas Fields Company Ltd.39630.47Asian Development BankBangladesh Gas Fields Company Ltd.69173.79Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.42628.50Asian Development BankBangladesh Gas Fields Company Ltd.2930094.19Asian Development BankBangladesh Gas Fields Company Ltd.1428561.33Asian Development BankBangladesh Gas Fields Company Ltd.927.34Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.307576.03Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.2661707.72Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1063529.09Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1178650.34Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1498370.46Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1859447.87Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.2154840.56Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.2325266.85Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.2493281.69Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.2655030.71Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.2787782.21Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.2927171.32Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.3073530.51Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.3227206.49Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.3388568.36Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.3557996.91Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.3735895.59Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.3922690.39Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.4118826.01Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.4324765.19Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.25865605.56Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.4768055.13Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.5006456.85Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.5256779.39Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1378205.10Asian Development BankBangladesh Gas Fields Company Ltd.324242.48Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.322760.46Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.333930.29Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.388370.54Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.509172.64Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.864552.80Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1323739.26Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1630978.20Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1718655.52Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.2661707.72Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.2957848.31Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.3035397.89Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.2311021.36Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.957584.21Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.504711.44Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.398523.39Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.348790.20Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1295521.45Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.4153717.73Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.5136923.92Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.5330203.51Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.5263302.51Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.4462647.22Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.4172705.85Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.3641538.77Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.PerformanceFiduciaryOutput/s as listed by the project staff.Output: Ashuganj-Bakhrabad gas transmission loopline of about 61 km Indicator: Expansion of transmission capacity by 400 MMCFD by 2014 Progress/Status: 61 KM pipeline with a throughput of 400 mmcfd was constructed on 31 July 2015. Interface metering and regulating stations were completed on 24 August 2017. Data Source: National statistics on gas supply and utilization Annual reports of Petrobangla and SGCs Quarterly progress reports Review mission reports Project completion report Actual value: Output: Capacity building in BGFCL, GTCL, SGCL, and TGTDCL Indicator: A minimum of 100 gas sector personnel trained by 2015 Progress/Status: TGTDCL completed training program for 22 personnel in September 2015. BGFCL has also completed training program for 20 personnel on May 2017. GTCL also completed their training activities and in July 2017 their training program completed. 25 persons from GTCL received this training. Actual value: Output: Controlled gas seepage in the Titas gas field and four wells developed Indicator: Identification of the causes of gas seepages in Titas gas field by mid-2010 Progress/Status: Consultant appointed to identify causes of gas seepage in May 2011. These consultant submitted their report in September 2012. Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2010 Target value: YOutput: Controlled gas seepage in the Titas gas field and four wells developed Indicator: Completion of remedial works in existing problematic wells by 2012 Progress/Status: Done. Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2012 Target value: YOutput: Controlled gas seepage in the Titas gas field and four wells developed Indicator: Increased gas production in Titas gas field by 120 MMCFD Progress/Status: Drilling of 4 wells have been successfully completed on 26 December 2016. The commissioning of the wells were completed on 2 February 2017. 63 MMCFD gas is being supplied to National Gas Grid network. Actual value: Output: Feasibility studies for energy efficiency improvements Indicator: A feasibility study on energy efficiency improvement in the large industrial and commercial consumers developed by the end of 2011 Progress/Status: Yet to conduct. Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2011 Target value: YOutput: Gas compressors at Ashuganj and Elenga Indicator: Throughput at Ashuganj to increase to 1,500 MMCFD and at Elenga to 500 MMCFD by 2014 Progress/Status: Completed. All compressors have been installed and GTCL provided operation acceptance certificate for these compressor station in between 2014-2016. Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2014 Target value: YOutput: Introduction of prepaid meters for domestic consumers and remote meters for industrial consumers Indicator: 7,500 prepared meters installed in households and 600 remote meters installed in large consumers Progress/Status: Prepaid meters installation work was completed on 30 May 2015. Total 8600 nos meters were installed. However, Installation of 680 Remote Meters (Package 2) was cancelled formally. Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2015 Target value: YOutput: Natural Gas Distribution capacity expanded by 184.75 MMCFD Indicator: By 2021, 845 Km of pipelines will be installed Progress/Status: In progress. 202 KM pipelines have been distributed among the gas distribution companies. Data Source: SGCL's report Actual value: Output: Natural Gas Distribution capacity expanded by 184.75 MMCFD Indicator: By 2021, Annual gas saving from gas distribution loss reduced by 36.4 MMCF(less than 0.3% of current distribution loss) Progress/Status: Yet to achieve. Data Source: Petrobangla report Actual value: Expanded capacity and improved efficiency in natural gas production, transmission, and distribution systemsGas sector losses in non-bulk consumption reduced from 2.8% in 2009 to 2.0% by 2011 Progress/Status: Gas sector losses is now reduced to 1.12% . Data Source: Annual reports of Petrobangla and SGCs National statistics on gas supply and utilization Gas supply and utilization data from the hydrocarbon unit of the Ministry of Power, Energy, and Mineral Resources Actual value: Natural gas transmission and delivery capacity expanded from 2,000 MMCFD in 2008 to 3,500 MMFCD by 2015 Progress/Status: Gas Transmission capacity is 3000 MMCFD. Actual value: 20% increase in average cost recovery per unit of gas used in households supplied under the project compared with the national average by 2015 Progress/Status: Completed. Actual value: XM-DAC-46004-38164-013-LN2623Asian Development BankThe objective of the Project is to increase access to, and reliability of, natural gas supply in Bangladesh through capacity expansion and efficiency improvements in natural gas production, transmission and distribution systems. The Project comprises four components. PART A: TRANSMISSION CAPACITY EXPANSION Part A-1: construction of a 30-inch, approximately 61 kilometer gas transmission pipeline from Ashuganj to Bakhrabad, and the installation of interface metering and regulating stations at selected locations (Monohordi, Dewanbag, Kutumbupur, Febi and Barabkundu); and Part A-2: installation of one compressor with throughput of approximately 1,500 MMCFD in Ashuganj and one compressor with throughput of approximately 500 MMCFD in Elenga. PART B: SAFETY AND SUPPLY EFFICIENCY IMPROVEMENT OF TITAS GAS FIELD Part B-1: detailed investigation, design and implementation of safety measures to control gas seepage at problematic wells Part B-2: drill four appraisal cum development wells, and design and construction of related processing plants PART C: ACCESS IMPROVEMENT IN SOUTH WESTERN REGION Construction of approximately 845 kilometer 2 inch to 20 inch distribution pipelines in the Borrower's south western region, comprising the districts of Kushtia, Jhenidah, Jessore, Khulna and Bagerhat (including Mongla). PART D: SUPPLY AND DEMAND MANAGEMENT Pilot a remote sensing metering system for industrial consumers and a prepaid metering system for domestic consumers within TGTDCL's gas distribution franchise area. TGTDCL will develop a list of project proposals to stimulate investments in gas use efficiency among its consumers, particularly industrial consumers.Asian Development BankBangladesh Gas Fields Company Ltd.Gas Transmission Company Ltd.Sundarban Gas Company Limited (SGCL)Titas Gas Transmission & Distribution Co. Ltd.Asian Development BankAsian Development BankNazmun Naharhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=38164-013 (Closed)&officer= nnahar@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshElenga24.33682 89.91274Dewanbari23.84886 90.3233Mongla22.49015 89.59197Feni23.01134 91.4013Kushtia District23.83333 88.91667Monohordi24.11546 90.72715Barabkunda22.60333 91.65944Khulna District22.5 89.33333Bagerhat District22.4 89.75Jessore District23.08333 89.16667Jhenaidah District23.5 89.16667Comilla District23.4417 91.00987Brahmanbaria District23.98333 91.16667Brahmanbaria23.97464 91.11228Ashuganj24.04016 91.0117Bakhrabad23.70538 90.88068Kutumbapur23.50092 90.90532Environmentally sustainable growthInclusive economic growthSome gender elements (SGE)5000000Asian Development BankBangladesh Gas Fields Company Ltd.294433.70Asian Development BankBangladesh Gas Fields Company Ltd.1452.88Asian Development BankBangladesh Gas Fields Company Ltd.84519.40Asian Development BankBangladesh Gas Fields Company Ltd.1610.11Asian Development BankBangladesh Gas Fields Company Ltd.624968.00Asian Development BankBangladesh Gas Fields Company Ltd.54879.02Asian Development BankBangladesh Gas Fields Company Ltd.70098.00Asian Development BankBangladesh Gas Fields Company Ltd.164148.75Asian Development BankBangladesh Gas Fields Company Ltd.117315.70Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.27925.40Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields 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Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.7943.29Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.7706.45Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.6796.51Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.6755.87Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.6631.59Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.7784.89Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.6622.13Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.PerformanceFiduciaryOutput/s as listed by the project staff.Output: Ashuganj-Bakhrabad gas transmission loopline of about 61 km Indicator: Expansion of transmission capacity by 400 MMCFD by 2014 Progress/Status: 61 KM pipeline with a throughput of 400 mmcfd was constructed on 31 July 2015. Interface metering and regulating stations were completed on 24 August 2017. Data Source: National statistics on gas supply and utilization Annual reports of Petrobangla and SGCs Quarterly progress reports Review mission reports Project completion report Actual value: Output: Capacity building in BGFCL, GTCL, SGCL, and TGTDCL Indicator: A minimum of 100 gas sector personnel trained by 2015 Progress/Status: TGTDCL completed training program for 22 personnel in September 2015. BGFCL has also completed training program for 20 personnel on May 2017. GTCL also completed their training activities and in July 2017 their training program completed. 25 persons from GTCL received this training. Actual value: Output: Controlled gas seepage in the Titas gas field and four wells developed Indicator: Identification of the causes of gas seepages in Titas gas field by mid-2010 Progress/Status: Consultant appointed to identify causes of gas seepage in May 2011. These consultant submitted their report in September 2012. Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2010 Target value: YOutput: Controlled gas seepage in the Titas gas field and four wells developed Indicator: Completion of remedial works in existing problematic wells by 2012 Progress/Status: Done. Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2012 Target value: YOutput: Controlled gas seepage in the Titas gas field and four wells developed Indicator: Increased gas production in Titas gas field by 120 MMCFD Progress/Status: Drilling of 4 wells have been successfully completed on 26 December 2016. The commissioning of the wells were completed on 2 February 2017. 63 MMCFD gas is being supplied to National Gas Grid network. Actual value: Output: Feasibility studies for energy efficiency improvements Indicator: A feasibility study on energy efficiency improvement in the large industrial and commercial consumers developed by the end of 2011 Progress/Status: Yet to conduct. Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2011 Target value: YOutput: Gas compressors at Ashuganj and Elenga Indicator: Throughput at Ashuganj to increase to 1,500 MMCFD and at Elenga to 500 MMCFD by 2014 Progress/Status: Completed. All compressors have been installed and GTCL provided operation acceptance certificate for these compressor station in between 2014-2016. Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2014 Target value: YOutput: Introduction of prepaid meters for domestic consumers and remote meters for industrial consumers Indicator: 7,500 prepared meters installed in households and 600 remote meters installed in large consumers Progress/Status: Prepaid meters installation work was completed on 30 May 2015. Total 8600 nos meters were installed. However, Installation of 680 Remote Meters (Package 2) was cancelled formally. Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2015 Target value: YOutput: Natural Gas Distribution capacity expanded by 184.75 MMCFD Indicator: By 2021, 845 Km of pipelines will be installed Progress/Status: In progress. 202 KM pipelines have been distributed among the gas distribution companies. Data Source: SGCL's report Actual value: Output: Natural Gas Distribution capacity expanded by 184.75 MMCFD Indicator: By 2021, Annual gas saving from gas distribution loss reduced by 36.4 MMCF(less than 0.3% of current distribution loss) Progress/Status: Yet to achieve. Data Source: Petrobangla report Actual value: Expanded capacity and improved efficiency in natural gas production, transmission, and distribution systemsGas sector losses in non-bulk consumption reduced from 2.8% in 2009 to 2.0% by 2011 Progress/Status: Gas sector losses is now reduced to 1.12% . Data Source: Annual reports of Petrobangla and SGCs National statistics on gas supply and utilization Gas supply and utilization data from the hydrocarbon unit of the Ministry of Power, Energy, and Mineral Resources Actual value: Natural gas transmission and delivery capacity expanded from 2,000 MMCFD in 2008 to 3,500 MMFCD by 2015 Progress/Status: Gas Transmission capacity is 3000 MMCFD. Actual value: 20% increase in average cost recovery per unit of gas used in households supplied under the project compared with the national average by 2015 Progress/Status: Completed. Actual value: XM-DAC-46004-40534-013-LN2649Asian Development BankThe project will foster commercialization of agriculture through interventions to promote diversification into high-value crops (HVCs) and value addition, gender mainstreaming, and climate change adaptation. The project is market oriented and demand driven, and will increase farmers' incomes and enhance food security in Bangladesh.Asian Development BankBangladesh BankDepartment of Agricultural ExtensionAsian Development BankAsian Development BankMohammed Haquehttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=40534-013 (Closed)&officer= mhaque@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshPabna24.00633 89.33533Natore24.35 89.08333Lalmonirhat26 89.25Kurigram25.96817 89.69153Gaibandha25.25 89.5Dinajpur25.61667 88.75Bogra24.78333 89.35Satkhira22.35 89.15Narail23.13333 89.6Meherpur23.75 88.7Magura23.43333 89.43333Rajbari23.66667 89.55Shariatpur23.23 90.55Bagerhat22.4 89.75Chuadanga23.63333 88.85Jessore23.05724 88.95255Jhenaidah23.5 89.16667Khulna22.79495 89.41983Kushtia23.89 88.99Rajshahi24.5 88.43Barisal22.97372 90.22376Pirojpur22.74535 90.10142Madaripur23.08 90.27Gopalganj23.3034 89.83812Faridpur23.42 89.85Environmentally 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Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank219685.66Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank182307.25Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank193775.42Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank194513.59Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh BankPerformanceFiduciaryOutput/s as listed by the project staff.Output: (i) increased HVC production and commercialization; Indicator: At least 50,000 hectares converted to HVC production by 2016. Progress/Status: Field activities ongoing. Implementation supports consultants fielded. the NGO (BRAC) engaged and qualified field staff deployed. Agreement between BRAC and wholesale banks (EBL Ltd. and BASIC Bank Ltd) signed. Bangladesh Bank as EA of Credit component is monitoring. Credit fund advanced to BRAC to extend credit support to the beneficiaries. Project is proceeding towards increased HVC production. As of 30 December 2016, about 84,433 ha of land converted for HVC production. Data Source: Regular monitoring of project activities by the PMU, PIUs, and DAE field officers; and ADB review missions reports. Actual value: Output: (i) increased HVC production and commercialization; Indicator: Completion of 523,000 persondays of farmer training. Progress/Status: Farmers' training ongoing. As of 30 December 2016, total 304,675 farmers trained. Credit disbursed to 205,229 farmers amounting Tk 7,051.7 million. Data Source: Quarterly, annual reports on project progress by the PMU; ADB review missions reports . Actual value: Output: (i) increased HVC production and commercialization; Indicator: 10,000 HVC demonstration plots set up. Progress/Status: Total 17,071 demonstration trials organized in the farmer's field to disseminate HVCs modern production technologies. Data Source: Quarterly and annual reports on project progress by the PMU; ADB review missions reports. Actual value: Output: (i) increased HVC production and commercialization; Indicator: 900 farmer field days conducted by 2016. Progress/Status: Total 1,817 farmers field days organized at demonstration sites. Data Source: Quarterly and annual reports on project progress by the PMU; ADB review missions reports. Actual value: Output: (i) increased HVC production and commercialization; Indicator: Adaptation to the negative effects of climate change targeted through at least five replicable pilot projects established in the drought-prone areas of the northwest, and five in the southwest areas vulnerable to cyclones and salinity. Progress/Status: Actions regarding adaptation to the negative effects of climate change targeted through at least five replicable pilot projects established in the drought-prone areas of the northwest, and five in the southwest areas vulnerable to cyclones and salinity are underway. Data Source: Regular monitoring of project statistics by the PMU, PIUs, and DAE field officers; ADB review missions reports. Actual value: Output: (ii) Reduced HVC postharvest losses, improved product quality and value addition, and enhanced market efficiency Indicator: contracts or contract farming by 2016 Progress/Status: awareness building on quality products, possibility of premium price and advantages of contract farming among project farmers are underway. Data Source: PIUs, and service providers Actual value: Output: (ii) Reduced HVC postharvest losses, improved product quality and value addition, and enhanced market efficiency Indicator: 240 OFSSIs established and operating by 2016 Progress/Status: Total 104 sites selected for establishing OFSSI. 94 sites have been completed, bidding documents completed for 94 OFSSIs, 59 sites have been handed over to DAE, 35 operational. Data Source: Quarterly and annual reports on project progress by the PMU Actual value: Output: (ii) Reduced HVC postharvest losses, improved product quality and value addition, and enhanced market efficiency Indicator: Postharvest losses reduced by 10% by 2016 Progress/Status: For capacity development 103 farmer marketing association formed, 365 ToT training completed and 35 OFSSIs became operational which are expected to reduce the post harvest loss by minimize the processing and price gap. Data Source: Quarterly and annual reports on project progress by the PMU Actual value: Output: (iii) Enhanced capacity of public sector institutions and participating partners in supporting farmers to increase their incomes Indicator: DAE's extension services improved in terms of number and regularity of farm advisory visits for HVC production and postharvest support, compared with 2010 baseline Progress/Status: Field level staff are being trained to improve support services to the farmers and staff are getting more interested to promote HVCs in the project areas. Data Source: Regular monitoring of project statistics by the PMU, PIUs, and DAE field officers Baseline year: 2010 Baseline value: y Baseline year: 2010 Baseline value: y Target year: 2016 Target value: yOutput: (iii) Enhanced capacity of public sector institutions and participating partners in supporting farmers to increase their incomes Indicator: 120 staff from DAE and MFIs receive 1,190 TOT days of HVC production and extension training courses by 2016 Progress/Status: As of 30 December 2016, TOT training provided to 894 implementing staff. Data Source: Quarterly and annual reports on project progress by the PMU Actual value: Output: (iii) Enhanced capacity of public sector institutions and participating partners in supporting farmers to increase their incomes Indicator: Loan portfolio of $25.5 million for 175,000 farmer borrowers Progress/Status: Credit provided to 205,229 with total Tk7,051.7 million. Need assessment, seasonal planning for HVCs cultivation are being undertaken on a continuous basis. Data Source: Annual financial statements of participating financial institutions Actual value: Output: (iii) Enhanced capacity of public sector institutions and participating partners in supporting farmers to increase their incomes Indicator: 6 HDTCs in the southwest region upgraded and operating for institutional training courses and nursery management by 2016 Progress/Status: Award of contract for upgrading nine HDTCs approved by ADB. Works in all HDTCs completed. Data Source: Quarterly and annual reports on project progress by the PMU Actual value: Output: (iii) Enhanced capacity of public sector institutions and participating partners in supporting farmers to increase their incomes Indicator: Feasibility study on farmer quality, standards, and certification system for fruit and vegetables completed and accepted by DAE Progress/Status: Expert has been mobilized in October, 2016. The report will be submitted to DAE in December, 2016. Data Source: Quarterly and annual reports on project progress by the PMU Baseline year: 2008 Baseline value: y Baseline year: 2008 Baseline value: y Target year: 2016 Target value: yOutput: (iv) Increased participation of women in commercial agricultural activities Indicator: At least 85,000 women farmers trained and involved in HVCs Progress/Status: Technical training on HVCs production provided to 168,550 of women farmers Data Source: Regular monitoring of project statistics by the PMU, PIUs, and participating MFIs and service providers Actual value: Output: (iv) Increased participation of women in commercial agricultural activities Indicator: 78 trainers developed as gender awareness specialists through TOT courses Progress/Status: 175 staff provided wtih TOT training on gender. Data Source: Quarterly and annual reports on project progress by the PMU Actual value: Output: (iv) Increased participation of women in commercial agricultural activities Indicator: 300 DAE and MFI staff receive gender awareness training in HVCs and value addition Progress/Status: 1,564 DAE and MFI staff receive gender awareness training in HVCs and value addition Data Source: Quarterly and annual reports on project progress by the PMU Actual value: Output: (iv) Increased participation of women in commercial agricultural activities Indicator: At least 18 women leaders identified in each upazila to help promote women under the project Progress/Status: Planned to provide group leader (25) training in each Upazila by December 2014 using Gender consultant Data Source: Quarterly and annual reports on project progress by the PMU Actual value: Output: (iv) Increased participation of women in commercial agricultural activities Indicator: At least 10 women actively involved in each OFSSI investment and operations Progress/Status: To be done after establishing OFSSI. So far, construction of 33 OFSSIs completed, 8 OFSSIs are functional and operated by FMA. Data Source: Quarterly and annual reports on project progress by the PMU Actual value: Output: (iv) Increased participation of women in commercial agricultural activities Indicator: Climate change adaptability training and improved farming practice have at least 50% female participation Progress/Status: 13,075 farmers trained of which 54% are female. Data Source: Quarterly and annual reports on project progress by the PMU Actual value: Output: (iv) Increased participation of women in commercial agricultural activities Indicator: Wives and husbands cosign loan agreements Progress/Status: It is in practice. Data Source: Quarterly and annual reports on project progress by the PMU Baseline year: 2008 Baseline value: y Baseline year: 2008 Baseline value: y Target year: 2016 Target value: yOutput: (iv) Increased participation of women in commercial agricultural activities Indicator: At least 80% of female credit recipients actively manage the credit Progress/Status: Approximately, 65% women manage the credit. Data Source: Quarterly and annual reports on project progress by the PMU Actual value: The outcome will be improved efficiency and value addition of HVC production. The direct beneficiaries will be marginal, small and medium farmers with landholdings up to 3 hectares. Landless people will benefit through generated employment opportunities in rural areas.Improved quantity, quality, regularity, and value of HVCs in response to market demand, and public health and environmental requirements Progress/Status: Group formation ongoing. NGO-BRAC in coordination with DAE is forming new farmer groups. DAE is organizing Village based technical training for these groups to make them eligible for credit support. Total 12,000 groups formed (5,620 male) enrolling total 263,085 members (142,131 female). Total 203,656 loanee availed credit (122,507 female). Total disbursed loans to farmers are Tk6,552.7 million. (Tk4,192.5 million to female). Data Source: Annual district, upazila, union, village statistics and accounts by DAE Actual value: Women involved in commercial agricultural production and marketing increased by 10% by 2016 Progress/Status: Women farmers are being involved in commercial production of high value crops. Will be monitored throughout project implementation. Data Source: Project quarterly and annual progress reports by the PMU, review missions by ADB twice a year. Actual value: Women's access to rural finance for HVC production and marketing increased by 20% by 2016 Progress/Status: Women farmers are given access to rural finance for production of high value crops. Will be monitored throughout project implementation. Data Source: Project completaion report by DAE, IMED, and ADB within 3, 9, and 18 months of project completion respectively. Actual value: XM-DAC-46004-44192-013-LN2661Asian Development Bank The project will include (i) a 40 long kilometer 400kV double circuit transmission line from the Bangladesh India border to Bheramara, (ii) a 500mW back to back HVDC station at Bheramara; and (iii) a 230kV interconnection with the western grid of Bangladesh.Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)Asian Development BankAsian Development BankAiming Zhouhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=44192-013 (Closed)&officer= azhou@adb.org&division= Energy Division, SARD&projectcountry= BangladeshBangladesh24 90Inclusive economic growthRegional integrationGovernance and capacity developmentSome gender elements (SGE)100000000Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)94368450.31Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2568839.30Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1325679.82Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)22788.01Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1113346.88Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1911942.93Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1887666.18Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1884573.78Asian Development BankPower Grid Company of Bangladesh, Ltd. 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(PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)702898.65Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)646223.18Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. 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(PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)653769.23Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)565800.38Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)589376.34Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)501917.69Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)549459.83Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)544688.50Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)475261.81Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)523521.41Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)470425.52Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)467672.82Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)PerformanceFiduciaryOutput/s as listed by the project staff.Output: Non-Physical Investment: (1) Capacity building and information sharing regarding planning, development, operation, maintenance and regulation of interconnection (2) Development of interconnect and power exchange agreements between the two countries Indicator: Number of BPDB, PGCB, BERC, and Power Division personnel attending various aspects of cross-border power trading workshop Data Source: Workshop attendance and participant feedback Actual value: Output: Non-Physical Investment: (1) Capacity building and information sharing regarding planning, development, operation, maintenance and regulation of interconnection (2) Development of interconnect and power exchange agreements between the two countries Indicator: 2. Long term agreements for power transfer signed between Bangladesh and India Data Source: Signed transmission, interconnection, oepration, and power exchange contract agreements between Bangladesh and India Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2012 Target value: YOutput: Physical Investment 1. Bahrampur-Bheramara Power Transmission Link Indicator: Creation of one new HVDC back-to-back substation of 400/230 kV at Bheramara (Bangladesh) by 2012 by PGCB Creation of 40 km of 400 kV DC transmission lines from Bheramara (Bangladesh) to the Indian border by 2012 Creation of 5km of 230kV DC LILO and 230kV swithching station at Bheramara substation (Bangladesh) by 2012 by PGCB Progress/Status: 1. The contract for 500MW HVDC Back-to-Back Substation was signed in March 2011. Implementation period is estimated at 22 months. Land acquisition has been completed and land development completed. 2. The contract for 400kV Baharampur (India)- Bheramara double circuit (D/C) Overhead Transmission Line (Bangladesh Portion) and Line-In Line-Out (LILO) of 230kV Ishurdi-Khulna D/C Overhead Transmission Line at Bheramara was signed in Dec 2010. Implementation period is estimated at 18 months. Survey and soil test work has been completed. Plan and Profile approval completed. Data Source: Progress reports and loan review missions PGCB annual reports Tariff filings to BERC Actual value: Successful development and operation of a transmission link between Bangladesh and India.500MW of power (1,152-3,456 GWh)available over the interconnection to Bangladesh commencing 2012 Progress/Status: Construction in progress. Data Source: BPDB Annual Reports Actual value: XM-DAC-46004-39452-013-LN2666Asian Development BankThe project seeks to improve transparency and accountability of public service delivery in tax and land record administration in Bangladesh with the help of information and communication technology (ICT). Three outputs of the project are (i) online filing of tax returns, (ii) digitized land records management system in selected districts, and (iii) improved access to tax and land information in specialized information and service centers.Asian Development BankNational Board of RevenuePrime Minister's OfficeAsian Development BankAsian Development BankGobinda Barhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=39452-013 (Closed)&officer= gbar@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90Governance and capacity developmentInclusive economic growthPrivate sector developmentSome gender elements (SGE)25000000Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue973286.06Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue2254135.53Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue1592278.56Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue618567.07Asian Development BankNational Board of Revenue52499.56Asian Development BankNational Board of Revenue918844.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue3188739.36Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue46835.61Asian Development BankNational Board of Revenue886239.24Asian Development BankNational Board of Revenue369981.83Asian Development BankNational Board of Revenue627141.39Asian Development BankNational Board of Revenue1151847.38Asian Development BankNational Board of Revenue2854808.83Asian Development BankNational Board of Revenue506672.50Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue287140.38Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue1000740.45Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue125096.47Asian Development BankNational Board of Revenue365050.05Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue359417.43Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue367402.10Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue371554.48Asian Development BankNational Board of Revenue-470.67Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue374136.91Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue373950.88Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue362212.84Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue341836.87Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue347999.77Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue346495.70Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue350587.91Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue352916.10Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue348737.25Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue359356.90Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue359740.58Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue3220.04Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue11783.72Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue19816.41Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue25749.09Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue37139.34Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue64047.28Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue86226.85Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue90866.54Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue87887.97Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue130901.80Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue114588.16Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue121930.95Asian Development BankNational Board of Revenue470.66Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue138858.16Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue115377.35Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue121080.69Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue100965.30Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue107146.07Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue104018.74Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue92013.66Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue91504.99Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue89850.01Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue105195.45Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue89822.47Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of RevenuePerformanceFiduciaryOutput/s as listed by the project staff.Output: Digitized land records management system in selected districts Indicator: Complete digitized database on land records in all the five pilot districts (45 upazilas [subdistricts], mid-2010 baseline: only in one upazila) Progress/Status: Complete digitized database on land records in 7 (seven) districts HQs and 45 upazilas [sub-districts] have been completed by June 2017. Data Source: DLRS annual reports Actual value: Output: Digitized land records management system in selected districts Indicator: 50% increase in land development tax collection in the pilot upazilas (mid-2010 baseline: average collection Tk4 million) Progress/Status: Need to be assessed. Data Source: DLRS annual reports Actual value: Output: Digitized land records management system in selected districts Indicator: Gender-disaggregated online land ownership data are available in the pilot districts (2010 baseline: no database) Progress/Status: Data available from the system. Data Source: World Bank Doing Business Survey Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2016 Target value: YOutput: Digitized land records management system in selected districts Indicator: 75% reduction in maximum number of days taken to verify the records of rights in the districts covered under the project (2009 baseline: 60 days) Progress/Status: Need to be assessed. Data Source: DLRS annual reports Actual value: Output: Improved access to tax and land information in specialized information and service centers Indicator: Operationalize 40 information and service centers (2010 baseline: no information center) Progress/Status: 20 Land Information and Service Centers (LISC) under DLRS has been operationalized in Q4 2016. NBR has declared all tax circles as service centers. Data Source: Annual State of Governance in Bangladesh report Transparency International Bangladesh, April 2005 Actual value: Output: Improved access to tax and land information in specialized information and service centers Indicator: No more than 45% of survey respondents agree that they have to pay a bribe to access information on their own land records (end of 2004 baseline: 85%) Progress/Status: Need to be assessed. Data Source: Perception survey report Actual value: Output: Online filing of tax returns Indicator: Facility for online submission of tax returns for all taxpayers in all the income tax circle offices (mid-2010 baseline: available only for large taxpayers) Progress/Status: The online filing of tax returns or Bangladesh Integrated Tax Administration System - BITAX has been fully operationalized, and 649 tax circles have been connected. In 2018; 40,000 tax payers submitted online tax returns. NBR also digitized .6 million manually submitted tax returns of 2017-18. Data Source: NBR annual reports Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2016 Target value: YOutput: Online filing of tax returns Indicator: At least, 75% of all large taxpayers file online returns (mid-2010 baseline: 25%) Progress/Status: Need to be assessed. May not have met the target and may need Law to make it compulsory. Data Source: NBR annual reports Actual value: Output: Online filing of tax returns Indicator: Gender-disaggregated online taxpayers data are available in the public domain (2010 baseline: no database) Progress/Status: Need to be assessed. Data Source: NBR annual reports Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2016 Target value: YImproved transparency and accountability in tax and land record administrationsA system of risk-based audit for income tax is in place (mid-2010 baseline: no risk-based audits) Progress/Status: Introduction of risk based audit implemented along with establishment of of Bangladesh Integrated Tax Administration System (BITAX), also called the e-filing of tax return system, in 2016. Data Source: Global integrity report Base year: 2010 Baseline value: NThe score in global integrity report on the effectiveness of the tax collection authority improves by two points (end of 2008 baseline: 88) Progress/Status: Global Integrity Report for Bangladesh is not available after 2010 and the project's major outputs were completed in 2016. But in other integrity and anti-corruption index, Bangladesh's score has improved, such as in TI's CPI index improved from 4 in 2005 to 27 (out of 100) in 2017. Data Source: NBR annual report Actual value: The score in global integrity report on public access to information improves from very weak to weak (end of 2008 baseline: very weak) Progress/Status: Global Integrity Report for Bangladesh is not available after 2010; score improved to 69 in 2010 from 32 in 2008 in this category. But main project outputs were completed in 2016. Score improved in other similar indexes of other think tanks. Data Source: Global integrity report Base year: 2008 Baseline value: N XM-DAC-46004-44142-013-LN2688Asian Development BankThe proposed technical assistance loan will provide the facility to prepare a series of regional cooperation and integration (RCI) transport projects in roads and railways. The loan will ensure the projects are ready for implementation by providing funding for feasibility studies, detailed design preparation, procurement assistance, and safeguard implementation. The focus will be on priority transport corridors identified in the South Asian Association for Regional Cooperation (SAARC) Regional Multimodal Transport Study. Transport corridors linking with the Bay of Bengal Initiative for Multi-Sectoral Technical and Economic Cooperation (BIMSTEC) countries--such as the Asian Highway Network and the Trans-Asia Rail Network--will also be targeted. While the facility will cover 8% of Bangladesh's major roads and 12% of its railways, development of these corridors would complete the subregional land transport network, which will stimulate both subregional trade and the Bangladesh economy.Asian Development BankBangladesh RailwayRoads and Highways DepartmentAsian Development BankAsian Development BankYasushi Tanakahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=44142-013 (Closed)&officer= ytanaka@adb.org&division= Transport and Communications Division, SARD&projectcountry= BangladeshBangladesh24 90Inclusive economic growthRegional integrationSome gender elements (SGE)23000000Asian Development BankBangladesh Railway8998801.32Asian Development BankBangladesh Railway249049.00Asian Development BankBangladesh Railway2023528.07Asian Development BankBangladesh Railway2932386.02Asian Development BankBangladesh Railway157039.52Asian Development BankBangladesh Railway832295.85Asian Development BankBangladesh Railway1560567.78Asian Development BankBangladesh Railway1798463.03Asian Development BankBangladesh Railway151363.10Asian Development BankBangladesh Railway90924.33Asian Development BankBangladesh Railway817016.08Asian Development BankBangladesh Railway2479177.78Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway431057.48Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway424817.23Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway418251.21Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway439090.97Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway440768.74Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway438447.31Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway398561.01Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway418853.84Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway407759.89Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway411351.87Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway417735.09Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway414428.81Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway424543.88Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway421517.23Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway31997.99Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway43966.92Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway60891.11Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway65622.81Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway81922.38Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway87717.96Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway91108.90Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway104312.75Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway105099.58Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway107416.25Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway103919.45Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway104374.54Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway153170.40Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway150213.70Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway136433.41Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway156227.36Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway135101.62Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway128388.23Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway105087.49Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway130744.17Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway107980.79Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway111367.25Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway103457.87Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway123337.59Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway117127.72Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh RailwayPerformanceFiduciaryOutput/s as listed by the project staff.Output: Feasibility studies and detailed design of regional cooperation and integration (RCI) transport projects Indicator: Minimum of 3 projects in the road subsector Achievement: 7 Progress/Status: Loan 2688: Detailed design and feasibility study, if required, of 8 projects prepared. Loan 3295: Feasibility studies, if required, and detailed designs of 8 road projects with a total route length of 590 km is being prepared. Data Source: ADB missionsOutput: Feasibility studies and detailed design of regional cooperation and integration (RCI) transport projects Indicator: 5 projects prepared in the railway subsector (about 700 km of railway lines) Achievement: 7 Progress/Status: Loan 2688: Feasibility studies, if required, and detailed designs including support for safeguards implementation of 7 railway projects prepared. Loan 3295: Feasibility studies, if required, and detailed designs of 4 railway projects with a total route length of 386 km is being prepared. Data Source: Consultants' progress reportsOutput: Implementation support to RCI transport projects to facilitate government approvals, safeguard implementation and procurement Indicator: Bidding documents ready for tender before loan effectiveness Achievement: Y Data Source: ADB Missions Consultant's progress reports Baseline year: 2014 Baseline value: Y Baseline year: 2014 Baseline value: Y Target year: 2021 Target value: Y Actual value: YImproved efficiency in implementing RCI transport projects and facilitating cross-border traffic in BangladeshImplementation delays reduced by at least 1 year for ensuing projects (design completion in 2—3 years after loan approval for conventional projects in Bangladesh) Achievement: 1 Progress/Status: Out of the road and railway projects prepared under the Facility, 3 projects with 327 km of roads and 4 projects with 455 km of railway lines are being implemented. Data Source: Project performance reportsIncreased number of RCI transport projects Achievement: Y Progress/Status: 12 projects with 1,359 km of roads and 7 projects with 469 km of railway lines are being prepared with identified financing resources. Bidding documents for the projects under Loan 3295 are being prepared and will be ready for tender before ADB loans for the projects are effective. Data Source: Government investment program and ADB country programming Base year: 2010 Baseline value: N XM-DAC-46004-39298-013-LN2695Asian Development BankThe project aims to increase growth potential and environmental sustainability of two city regions based on coherent regional urban planning. A city region is defined as an organic agglomeration of a large city, surrounding secondary towns, and adjacent peri-urban areas. The project will target the city regions of Dhaka and Khulna. It will support the development of key urban infrastructure, focusing on urban environment and local economic development. The project also supports government efforts to improve regional and urban planning, and to strengthen municipal management and capacity for effective and sustainable urban development.Asian Development BankLocal Government Engineering DepartmentAsian Development BankAsian Development BankMarjana Chowdhuryhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=39298-013 (Closed)&officer= mchowdhury@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshGhazipur23.79762 90.64354Dhaka23.7104 90.40744Banani Model Town23.79142 90.40491Savar23.9 90.3Khulna22.80978 89.56439Narayanganj23.61352 90.50298Governance and capacity developmentEnvironmentally sustainable growthInclusive economic growthPartnershipsEffective gender mainstreaming (EGM)120000000Asian Development BankLocal Government Engineering Department13239454.99Asian Development BankLocal Government Engineering Department329830.18Asian Development BankLocal Government Engineering Department3774032.19Asian Development BankLocal Government Engineering Department1482078.44Asian Development BankLocal Government Engineering Department10079857.02Asian Development BankLocal Government Engineering Department188650.11Asian Development BankLocal Government Engineering Department11601555.21Asian Development BankLocal Government Engineering Department170382.09Asian Development BankLocal Government Engineering Department14147474.60Asian Development BankLocal Government Engineering Department126520.80Asian Development BankLocal Government Engineering Department24469699.42Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department42826.69Asian Development BankLocal Government Engineering Department4073408.73Asian Development BankLocal Government Engineering Department1050495.04Asian Development BankLocal Government Engineering Department22733.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2386714.57Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department412138.99Asian Development BankLocal Government Engineering Department5470243.77Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2914970.12Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department483277.53Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department783450.00Asian Development BankLocal Government Engineering Department2014615.59Asian Development BankLocal Government Engineering Department1994384.22Asian Development BankLocal Government Engineering Department2027271.62Asian Development BankLocal Government Engineering Department192600.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2218535.65Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2079386.11Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2066401.82Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2131196.80Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2166815.43Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2136011.77Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government 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Department84769.94Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department128305.50Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department189181.55Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department259298.30Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department362789.78Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department405313.56Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department452851.82Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department483277.53Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department467515.59Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department513296.05Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department702754.75Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department722514.70Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department736290.20Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department723983.33Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department681760.16Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department600789.50Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department501773.86Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department650265.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department565895.77Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department565367.13Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department428090.46Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department640152.34Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department521089.93Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: 2. Improved urban planning Indicator: For all output indicators: (Targets are total or average of the target areas by 2018, unless otherwise noted.) WATER SUPPLY Additional production capacity (40 MLD) Progress/Status: Completed Data Source: Quarterly progress reports Mission Aide Memoire Benefit Monitoring and Evaluation survey Actual value: Output: 3. Strengthened municipal management and capacity Indicator: WATER SUPPLY Length of new pipe network built (120 km) Progress/Status: Completed Data Source: Quarterly progress reports Mission Aide Memoire Benefit Monitoring and Evaluation survey Actual value: Output: Indicator Indicator: WATER SUPPLY Length of existing pipe network rehabilitated (3.5 km) Progress/Status: Completed Data Source: Quarterly progress reports Mission Aide Memoire Benefit Monitoring and Evaluation survey Actual value: Output: Indicator Indicator: SANITATION Number of new public toilets (7) Progress/Status: Completed Data Source: Quarterly progress reports Mission Aide Memoire Benefit Monitoring and Evaluation survey Actual value: Output: Indicator Indicator: SOLID WASTE MANAGEMENT Amount of solid waste collected and disposed (300 tons per year). Progress/Status: completed. Data Source: Quarterly progress reports Mission Aide Memoire Benefit Monitoring and Evaluation survey Actual value: Output: Indicator Indicator: URBAN TRANSPORT 255 km roads upgraded Progress/Status: Completed (258.76km) Data Source: Quarterly progress reports Mission Aide Memoire Benefit Monitoring and Evaluation survey Actual value: Output: Indicator Indicator: URBAN TRANSPORT Number of towns or areas with improved traffic management (1) Progress/Status: Completed. Data Source: Quarterly progress reports Mission Aide Memoire Benefit Monitoring and Evaluation survey Actual value: Output: Indicator Indicator: DRAINAGE 210 km of drains improved Progress/Status: completed Data Source: Quarterly progress reports Mission Aide Memoire Benefit Monitoring and Evaluation survey Actual value: Output: Indicator Indicator: DRAINAGE 19 km of river/khal/canal re-excavated Progress/Status: Completed Data Source: Quarterly progress reports Mission Aide Memoire Benefit Monitoring and Evaluation survey Actual value: Output: Indicator Indicator: ENERGY EFFICIENCY PROGRAM 6 nos energy-efficient pumps installed Progress/Status: Completed Data Source: Quarterly progress reports Mission Aide Memoire Benefit Monitoring and Evaluation survey Actual value: Output: Indicator Indicator: ENERGY EFFICIENCY 3000 nos. energy-efficient and/or solar-powered lights installed Progress/Status: Completed. Energy-efficient and/or solar-powered lights installed (3063 lights) Data Source: Quarterly progress reports by PMCU Actual value: Output: Indicator Indicator: WATER SUPPLY Women's representation in WATSAN committees (30%). Progress/Status: Complied. Data Source: Quarterly progress reports by PMCU Actual value: Output: Indicator Indicator: SANITATION Number of renovated public toilets (8) Progress/Status: Completed Data Source: Quarterly progress reports by PMCU Actual value: Output: Indicator Indicator: DMDP reviewed and updated by 2016 Progress/Status: DMDP reviewed and updated. Complied Data Source: Quarterly progress reports Mission Aide Memoire Benefit Monitoring and Evaluation survey Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2016 Target value: YOutput: Indicator Indicator: Consultation meetings for DMDP with at least 30% participation by women. Progress/Status: Complied - Women were involved in consultation meetings. Complied Data Source: Quarterly progress reports Mission Aide Memoire Benefit Monitoring and Evaluation survey Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2016 Target value: YOutput: Indicator Indicator: Number of urban planners posted in Category A Pourashavas by 2018 (target 8) Progress/Status: Out of 12 CRDP Pourashavas, 8 Pourashavas are A categories where Urban Planners are to be recruited. At present there are Urban Planners in 6 Pourashavas (75%) have Planners. Data Source: Quarterly progress reports Mission Aide Memoire Benefit Monitoring and Evaluation survey Actual value: Output: Indicator Indicator: 19 urban planners trained from the project Progress/Status: Complied Data Source: Quarterly progress reports Mission Aide Memoire Benefit Monitoring and Evaluation survey Actual value: Output: Indicator Indicator: Capacity development programs carried out in all municipalities with 30% of women trainees Progress/Status: a. 2 workshops have been carried out for capacity development of the officials and staff of the CRDP Pourashavas with 30% participation of women trainees. Apart from these, regular on-job training programs are held at the field levels. Complied Data Source: Quarterly progress reports Mission Aide Memoire Benefit Monitoring and Evaluation survey Actual value: Output: Indicator Indicator: All municipalities achieved annual 5% improvement of property tax collection Progress/Status: Complied Data Source: Quarterly progress reports Mission Aide Memoire Benefit Monitoring and Evaluation survey Actual value: Output: Indicator Indicator: All municipalities achieved regular citizen committee meetings with at least 30% participation by women. Progress/Status: Complied. Data Source: Quarterly progress reports Mission Aide Memoire Benefit Monitoring and Evaluation survey Actual value: Output: Indicator Indicator: Capacity of peri-urban management enhanced. Progress/Status: Draft Concept plans of urban centres and have been prepared and following the plan, interventions completed. Complied Data Source: Quarterly progress reports Mission Aide Memoire Benefit Monitoring and Evaluation survey Concept plan and Institutional framework for urban center developed Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2018 Target value: YImproved urban environment and infrastructure services based on effective regional and urban planningFor all indicators: (Targets are total or average of the target areas by 2018, unless otherwise noted.) WATER SUPPLY 6000 households provided with improved water supply. Progress/Status: Complied. Data Source: Quarterly Progress Report Mission Aide Memoire Project completion report Benefit Monitoring and Evaluation survey Base year: 2010 Baseline value: NSANITATION Public toilet facilities provided in City Corporations, Pourashavas and Urban Centre Progress/Status: Complied. Data Source: Quarterly Progress Report Mission Aide Memoire Project completion report Benefit Monitoring and Evaluation survey Base year: 2010 Baseline value: NSOLID WASTE MANAGEMENT Environmentally sustainable waste management facility developed Progress/Status: To be assessed and reported in the PCR submitted by EA Data Source: Quarterly Progress Report Mission Aide Memoire Project completion report Benefit Monitoring and Evaluation survey Base year: 2010 Baseline value: NURBAN TRANSPORT 30% travel time reduced Progress/Status: To be assessed and reported in the PCR submitted by EA Data Source: Quarterly Progress Report Mission Aide Memoire Project completion report Benefit Monitoring and Evaluation survey Base year: 2010 Baseline value: NDRAINAGE 30% water logging reduced Progress/Status: To be assessed and reported in the PCR submitted by EA Data Source: Quarterly Progress Report Mission Aide Memoire Project completion report Benefit Monitoring and Evaluation survey Base year: 2010 Baseline value: NENERGY EFFICIENCY 30% energy costs saved in Gazipur City Corporation Progress/Status: Work completed and the system is in operation. Energy savings will be assessed and reported in PCR submitted by EA. Data Source: Quarterly Progress Report Mission Aide Memoire Project completion report Benefit Monitoring and Evaluation survey Base year: 2010 Baseline value: NURBAN PLANNING Updated Dhaka Metropolitan Development Plan (Dhaka Structure Plan) implemented from 2016. Progress/Status: DMDP reviewed and updated and Dhaka Structural Plan has been developed by RAJUK and posted in their website Data Source: Quarterly Progress Report Mission Aide Memoire Project completion report Benefit Monitoring and Evaluation survey Base year: 2013 Baseline value: NMUNICIPAL MANAGEMENT Project Pourashavas in compliance with key UGIAP activities Progress/Status: 12 CRPD Pourashavas are complying with key UGIAP activities since June 2013. These are on-going activities to be performed by the Pourashavas. Data Source: Quarterly Progress Report Mission Aide Memoire Project completion report Benefit Monitoring and Evaluation survey Actual value: XM-DAC-46004-40515-013-LN2696Asian Development BankThe Sustainable Rural Infrastructure Improvement Project (the Project) will reduce poverty and raise incomes in 21 districts of northwest and southwest Bangladesh through fostering economic growth, governance and gender equity. The Project will enhance the accessibility of the rural people to social services, such as health and education and economic opportunities. Widening the access to markets and livelihood activity will result will result in improved earnings for the rural poor including the poor women. Based on the lessons learned from previous projects, project areas have been selected on the basis of high connectivity and poverty concentration, and there will be greater emphasis on fostering gender equity in economic opportunities, ensuring sustainable operation and maintenance, developing climate resilient infrastructure, and considering green elements in the design and implementation of the project.Asian Development BankLocal Government Engineering DepartmentAsian Development BankAsian Development BankMd. Kabirhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=40515-013 (Closed)&officer= mkabir@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshMeherpur23.75 88.7Narail23.043 89.63094Kushtia23.86132 89.24197Jhenaidah23.40964 89.13801Jessore23.05724 88.95255Chuadanga23.83333 88.91667Thakurgaon25.89085 88.26495Rangpur25.57239 89.27514Rajshahi24.50425 88.49122Panchagarh26.33333 88.56667Nilphamari25.90363 89.03138Nawabganj24.68501 88.15638Natore24.26 89.12Naogaon24.8118 88.94657Lalmonirhat26 89.25Kurigram25.75 89.66667Joypurhat25.08333 89.1Gaibandha25.1101 89.58315Dinajpur25.61667 88.75Bogra24.66667 89.53333Magura23.43333 89.43333Inclusive economic growthEnvironmentally sustainable growthGovernance and capacity developmentPartnershipsGender Equity and Mainstreaming60000000Asian Development BankLocal Government Engineering Department8249443.26Asian Development BankLocal Government Engineering Department47716.52Asian Development 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Engineering Department378.99Asian Development BankLocal Government Engineering Department11547.41Asian Development BankLocal Government Engineering Department8961.33Asian Development BankLocal Government Engineering Department291042.15Asian Development BankLocal Government Engineering Department15493.33Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department266917.89Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department15616.24Asian Development BankLocal Government Engineering Department5159.18Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal 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Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department255458.05Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department331056.32Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department288103.10Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department287833.96Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department217945.13Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department325907.87Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department265292.05Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Road connectivity improved Indicator: 700 km of upazila roads upgraded to bituminous surface standard Progress/Status: 215 subprojects are awarded Data Source: Project progress reports LGED project performance management reports Actual value: Output: 1. Road connectivity improved Indicator: 100 km of union roads upgraded to bituminous surface standard Progress/Status: 215 subprojects are awarded Data Source: Project progress reports LGED project performance management reports Actual value: Output: 1. Road connectivity improved Indicator: 3,270 meters of bridges and culverts on upazila and union roads constructed Progress/Status: Total 31 package have been awarded and work is ongoing on 27 bridges, no bridges is completed yet. Data Source: Project progress reports LGED project performance management reports Actual value: Output: 1. Road connectivity improved Indicator: 13,000 person-years of employment created for women Progress/Status: study will be conducted at the end of project Data Source: Project progress reports LGED project performance management reports Actual value: Output: 2. Marketing facilities upgraded with specific provision for women Indicator: 92 GCM facilities improved with 15% space allocation for women Progress/Status: 22 packages awarded and work going on 15 packages Data Source: Project progress reports Actual value: Output: 2. Marketing facilities upgraded with specific provision for women Indicator: Women's market section completed in 50 markets with about 500 shops Progress/Status: no market is completed yet, contrct awarded Data Source: Market Surveys Actual value: Output: 2. Marketing facilities upgraded with specific provision for women Indicator: Renewable energy installed in 3 GCMs covering sections for women Progress/Status: activity started, at design stage now Data Source: Project progress reports Actual value: Output: 2. Marketing facilities upgraded with specific provision for women Indicator: Piped water supply installed in 3 GCMs Progress/Status: activity started, at design stage now Data Source: Project progress reports Actual value: Output: 3. Rural infrastructure management improved Indicator: 1,510 LGED staff members trained Progress/Status: 180 number of LGED officials with 6600 trainee-days were trained Data Source: Project progress reports Actual value: Output: 3. Rural infrastructure management improved Indicator: 5,218 UP members trained Progress/Status: 1847 number of UP Chairpersons/members with 3694 trainee-days were trained. Data Source: Project progress reports Actual value: Output: 3. Rural infrastructure management improved Indicator: Performance-based approaches to improve UP governance with a focus on women's participation introduced Progress/Status: Being complied Data Source: LGED project performance management reports Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2016 Target value: YOutput: 3. Rural infrastructure management improved Indicator: Climate-change-resilient rural infrastructure management plan and vulnerability mapping developed Progress/Status: activity initiated Data Source: LGED project performance management reports Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2016 Target value: YOutput: 3. Rural infrastructure management improved Indicator: Awareness training on climate change and mitigation measures conducted Progress/Status: t02 workshops were held, more than 10 co-ordination meetings were held with district level officers. Data Source: LGED project performance management reports Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2016 Target value: YOutput: 3. Rural infrastructure management improved Indicator: Sustainable road maintenance plan piloted and developed Progress/Status: Identification of 2 roads out of 3 is completed. Data Source: LGED project performance management reports Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2016 Target value: YWidened access to economic opportunities and social services for poor and womenAt the end of the project (2016): 4.2 million people have all-weather access to markets and providers of social services, including health and education Progress/Status: study will be conducted to assess the outcome in 2017 after the project have been implemented. Data Source: Traffic data survey [ Update: base line survey is not completed,22-Apr-2013] Actual value: Annual average travel time for project households to access desired markets reduced to 230,000 hours from 460,000 hours Progress/Status: study will be conducted to assess the outcome in 2017 after the project have been implemented. Data Source: Farmer surveys Actual value: Average transport cost of farm produce to preferred market reduced to Tk0.04/kg/km from Tk0.1/kg/km Progress/Status: study will be conducted to assess the outcome in 2017 after the project have been implemented. Data Source: Transport worker surveys Actual value: Average annual farm income per household increased by 49% (2010 baseline: Tk8,720, source: project preparatory TA estimates) Progress/Status: study will be conducted to assess the outcome in 2017 after the project have been implemented. Data Source: Household surveys of in project areas Actual value: Income opportunities generated for 100,000 unskilled women Progress/Status: study will be conducted to assess the outcome in 2017 after the project have been implemented. Data Source: Household surveys of in project areas Actual value: Wage differentials between women and men reduced by 10% in project areas (2008 baseline: 40%, Source: ILO estimates) Progress/Status: study will be conducted to assess the outcome in 2017 after the project have been implemented. Data Source: Household surveys of in project areas Actual value: XM-DAC-46004-42171-013-LN2756Asian Development BankThe impact of the project will be sustainable improvement of urban environment in Khulna. The outcome of the project will be expanded access to water supply with improved service standard in Khulna. The outputs of the project will be (i) expanded capacity of water supply system with sustainable water sources, (ii) strengthened corporate management system, and (iii) improved project management capacity.Asian Development BankKhulna Water Supply and Sewerage AuthorityAsian Development BankAsian Development BankMohammed Haquehttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42171-013 (Closed)&officer= mhaque@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshKhulna22.80978 89.56439PartnershipsInclusive economic growthEnvironmentally sustainable growthGovernance and capacity developmentEffective gender mainstreaming (EGM)75000000Asian Development BankKhulna Water Supply and Sewerage Authority3372138.06Asian Development BankKhulna Water Supply and Sewerage Authority1548036.31Asian Development BankKhulna Water Supply and Sewerage Authority2266168.38Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority3799776.22Asian Development BankKhulna Water Supply and Sewerage Authority1980946.85Asian Development BankKhulna Water Supply and Sewerage Authority6038335.11Asian Development BankKhulna Water Supply and Sewerage Authority1820129.88Asian Development BankKhulna Water Supply and Sewerage Authority3952148.96Asian Development BankKhulna Water Supply and Sewerage Authority3608767.93Asian Development BankKhulna Water Supply and Sewerage Authority1082269.96Asian Development BankKhulna Water Supply and Sewerage Authority5004420.46Asian Development BankKhulna Water Supply and Sewerage Authority163452.40Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority3859988.49Asian Development BankKhulna Water Supply and Sewerage Authority60616.70Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority1873185.23Asian Development BankKhulna Water Supply and Sewerage Authority101030.40Asian Development BankKhulna Water Supply and Sewerage Authority188406.26Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority112053.64Asian Development BankKhulna Water Supply and Sewerage Authority2751387.35Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority5265305.66Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority1800031.08Asian Development BankKhulna Water Supply and Sewerage Authority243966.67Asian Development BankKhulna Water Supply and Sewerage Authority1340144.97Asian Development BankKhulna Water Supply and Sewerage Authority2962470.98Asian Development BankKhulna Water Supply and Sewerage Authority19945.49Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority220572.45Asian Development BankKhulna Water Supply and Sewerage Authority437790.36Asian Development BankKhulna Water Supply and Sewerage Authority3392274.77Asian Development BankKhulna Water Supply and Sewerage Authority120452.85Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority251519.69Asian Development BankKhulna Water Supply and Sewerage Authority313559.87Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority5390029.99Asian Development BankKhulna Water Supply and Sewerage Authority48122.26Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority650257.93Asian Development BankKhulna Water Supply and Sewerage Authority1345974.65Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority1328508.74Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage 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Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority1289985.34Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority1274290.51Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority1309675.92Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority1319861.84Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority1337680.75Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage 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Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority243172.47Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority265830.80Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority284797.63Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority290796.96Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority492774.69Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority448814.39Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority463707.13Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority498729.95Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority447042.41Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority313972.07Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority459049.11Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority353043.12Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority406462.39Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority418338.75Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority280656.32Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority397502.47Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority314850.25Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage AuthorityPerformanceFiduciaryOutput/s as listed by the project staff.Output: Distribution system is extended and delivers water efficiently in Khulna city Indicator: Length of new pipe network (km) Progress/Status: Exceeded. 708.06 kilometers completed. Data Source: KWASA's quarterly progress report Actual value: Output: Distribution system is extended and delivers water efficiently in Khulna city Indicator: Number of household connections (total households) Progress/Status: Achieved. 40,000 household connections completed. Data Source: KWASA's quarterly progress report Actual value: Output: Distribution system is extended and delivers water efficiently in Khulna city Indicator: Physical loss ratio Progress/Status: Achieved. Reduced physical loss to 20%. Data Source: KWASA's MIS report Actual value: Output: Distribution system is extended and delivers water efficiently in Khulna city Indicator: Number of water user groups Progress/Status: Exceeded. 255 water user groups (WUG) were formed. Data Source: KWASA's MIS report Actual value: Output: Distribution system is extended and delivers water efficiently in Khulna city Indicator: Number of household connections (for women-headed households) Progress/Status: Exceeded. 7,162 Connections completed for women headed Households. Data Source: KWASA's quarterly progress report Actual value: Output: Distribution system is extended and delivers water efficiently in Khulna city Indicator: Women's representation in water user groups Progress/Status: Exceeded. 45% WUG members are women. Data Source: KWASA's MIS report Actual value: Output: Distribution system is extended and delivers water efficiently in Khulna city Indicator: Share of water user group with women in leadership position Progress/Status: Exceeded. 45% women in leadership position. Data Source: KWASA's MIS report Actual value: Output: KWASA manages the water supply system professionally and sustainably Indicator: Average response time to customers' complaints (minutes) Progress/Status: Achieved. 30 minutes response time using online system. Data Source: Annual consumer survey Actual value: Output: KWASA manages the water supply system professionally and sustainably Indicator: Revenue collected according to the financial plan (minimum 90% of target throughout the implementation period) Progress/Status: Exceeded. 94% revenue collected throughout the implementation period. Data Source: KWASA's MIS report Actual value: Output: KWASA manages the water supply system professionally and sustainably Indicator: Posts filled according to the human resource development plan (90% of the plan). Female staff have equal opportunity. Progress/Status: Exceeded. 95% of the approved post with equal opportunity to male and female. Data Source: KWASA's quarterly progress report Actual value: Output: KWASA manages the water supply system professionally and sustainably Indicator: Trainings conducted according to the human resource development plan (90% of the plan). Female staff have equal opportunity. Progress/Status: Achieved. 90% of the planned training conducted, and male and female staff enjoy equal opportunity. Data Source: KWASA's quarterly progress report Actual value: Output: Water sources in Khulna are augmented and managed sustainably Indicator: Additional production capacity using surface water (MLD) Progress/Status: Achieved 110 million liters/day additional production capacity using surface water. Data Source: KWASA's quarterly progress report Actual value: Output: Water sources in Khulna are augmented and managed sustainably Indicator: KWASA's groundwater abstraction in Khulna city (maximum MLD, throughout the implementation period) Progress/Status: Achieved. Maximum 50 million liters/day throughout the implementation period. Data Source: KWASA's MIS report Actual value: Output: Water sources in Khulna are augmented and managed sustainably Indicator: Groundwater level (maximum meter, throughout the implementation period) Progress/Status: Achieved maximum 6 meters drawdown throughout the implementation period Data Source: KWASA's MIS report Actual value: Expanded and reliable access to portable water in Khulna cityHousehold coverage with access to piped water (total households) Progress/Status: Exceeded. 65% households have access to piped water supply. Data Source: KWASA's MIS reports Actual value: Household coverage with access to piped water (households headed by women) Progress/Status: Exceeded. 65% women headed households have access to piped water supply. Data Source: KWASA's MIS reports Actual value: Average hours of supply (hours per day) Progress/Status: Achieved. 24 hours avg. hours of supply per day. Data Source: Annual Consumer Survey Actual value: Share of water samples meeting the government's water quality standard Progress/Status: Achieved. 100% of water samples met the government's water quality standard. Data Source: Laboratory test result Actual value: XM-DAC-46004-42122-013-LN2761Asian Development BankThe Third Primary Education Development Project (PEDP III) is a follow-on to the ongoing Second Primary Education Development Program (PEDP II), the first sub-sector wide approach (SWAp) in the education sector in Bangladesh. The Project will contribute to the Government of Bangladesh (government) five year (FY2012-FY2016) Third Primary Education Development Program (the government's program or the Program) covering one year preprimary education to five year primary education. Together with eight other development partners (DPs), the Project will support the government's priorities of improving student learning outcomes and completion rates, and reducing disparities across all regions. The Government's program will focus on achieving key outputs level results and other implementation steps to policy and institutional changes that are essential to meet the Government's objective of providing quality education for all childrenAsian Development BankMinistry of Primary and Mass EducationAsian Development BankAsian Development BankZhigang Lihttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42122-013 (Closed)&officer= zli@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshDhaka23.7104 90.40744Dhaka Division24.16667 90.41667Chittagong22.91667 91.5Khulna Division22.91667 89.25Sylhet Division24.5 91.66667Rangpur Division25.83333 89Rajshahi Division25 89Borishal22.5 90.33333PartnershipsInclusive economic growthGovernance and capacity developmentGender Equity and Mainstreaming320000000Asian Development BankMinistry of Primary and Mass Education173320000.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education13330000.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education62220000.01Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education8593200.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education43954402.88Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass 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BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education1446947.92Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education1.57Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education1572921.56Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education1594619.11Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass EducationPerformanceFiduciaryOutput/s as listed by the project staff.Output: Decentralized and effective organization of the primary education system Indicator: Every year, all teachers‘ and head teachers‘ positions (vacancies and new positions) filled according to agreed recruitment procedures and on a needs basis with consideration for gender balance (target: annual compliance) Progress/Status: 2010/11: 5,414 (AT) 2011/12: 12,701(AT) 2012/13: 2,049 (HTs) 2012/13: 13,988 (ATs) 2013/14: 6,933 (PPE) 2015/16: 13,974 (PPE) 2016/17: 898 (HTs by PSC) 2016/17: 15,019 (ATs Pool) 2016/17: 31,525 (ATs Panel) Data Source: DLI Progress report Baseline year: 2011 Baseline value: Y Baseline year: 2011 Baseline value: Y Target year: 2016 Target value: YOutput: Decentralized and effective organization of the primary education system Indicator: At least 75% of schools (GPS, and NNGPS) have prepared SLIPs and have received funds in 2016 on the basis of guidelines updated in 2015 (Baseline 2010: 64%) Progress/Status: 2010: 64% 2012: 27% 2013: 62% 2014: 76% 2015: 74.6% 2016: 100% 2017: 100% Data Source: DLI Progress report Actual value: Output: Decentralized and effective organization of the primary education system Indicator: At least 65% of competency-based items introduced in the 2016 Grade 5 PECE (Baseline 2010: 0%) Progress/Status: 2012: 10% 2013: 25% 2014: 35% 2016: 65% Data Source: DLI Progress report Actual value: Output: Decentralized and effective organization of the primary education system Indicator: At least 10 types of primary schools covered by ASC in 2016 (Baseline 2009: 4) Progress/Status: 2010: 10 Types 2011: 13 Types 2012: 14 Types 2013: 14 Types 2014: 14 Types 2015: 25 Types 2016: 25 Types 2017: 26 Types Data Source: DLI Progress report Actual value: Output: Decentralized and effective organization of the primary education system Indicator: TPV completed examining the accuracy of data compared to prior TPV (No baseline, provided with TPV ASC 2014 is completed) Progress/Status: TPV completed in 2016 for the Accuracy of the Annual Primary School Census-2016. The comparison between the TPV and Census data is significant. There is no budget allocation for Annual Primary School Census -2018 Data Source: DLI Progress report Actual value: Output: Improved program planning and management Indicator: Primary education budget equal to or more than the original primary education budget for FY2014 and the share of the PEDP3 development budget as part of the overall primary education development budget increases incrementally each year (Target: annual compliance) Progress/Status: 2012: complied 2013: complied 2014: complied 2015: complied 2016: complied 2017: complied Data Source: DLI Progress report Baseline year: 2010 Baseline value: Y Baseline year: 2010 Baseline value: Y Target year: 2016 Target value: YOutput: Improved program planning and management Indicator: Deviation of expenditures on primary education from the originally approved budget (Target 15% for each FY) Progress/Status: 2012: Actual primary education expenditure for FY 11-12 is within 15% deviation of originally approved budget. 2013: Actual primary education expenditure for FY 12-13 is within 15% deviation of originally approved budget. 2014: Actual primary education expenditure for FY 13-14 is within 15% deviation of originally approved budget 2015: Actual primary education expenditure for FY 14-15 is within 15% deviation of originally approved budget. FY 15-16 is within 15% deviation of originally approved budget. FY 16-17 is within 15% deviation of originally approved budget. Data Source: DLI Progress report Actual value: Output: Improved teaching and learning for all. Indicator: At least 90% of all eligible schools receive all approved textbooks for Grades 1 to 5 within 1 month of school opening day in 2015, 2016, and 2017 (Baseline 2011: at least 75%) Progress/Status: 2015: 99% schools 2016: 99% schools and 2017:100% schools received the textbooks within 31 Jan of each year. Data Source: DLI Progress report Actual value: Output: Improved teaching and learning for all. Indicator: DPEd offered in 60 fully functional PTIs in line with the updated DPEd framework in 2017 (Baseline 2010: 0 PTIs) Progress/Status: DPE offered in 60 PTIs with number of instructors according to the plan in 2017. Data Source: DLI Progress report Actual value: Output: Improved teaching and learning for all. Indicator: At least 90% of the assistant and head teachers have professional qualification by 2017 (Baseline 2010: 83%) Progress/Status: 2011: assistant and head teachers with professional qualifications: 82%. 2012: assistant and head teachers with professional qualifications: 89% 2013: assistant and head teachers with professional qualifications: 90% 2014: assistant and head teachers with professional qualifications: 83.8% 2015: assistant and head teachers with professional qualifications: 88.7% 2016: assistant and head teachers with professional qualifications: 94.3% 2017 - 95% Data Source: ASPR Actual value: Output: Improved teaching and learning for all. Indicator: The curriculum has been revised with introduction of competency based elements in all 5 grades by 2016 (Baseline 2010: 0) Progress/Status: The curriculum was revised in 2011 with introduction to competency based elements. All textbooks were revised as per the new curriculum in 2016. Data Source: Report: Sub-component progress report Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2016 Target value: YOutput: Reduced disparities and universal access and participation Indicator: 100% of PEDP3 needs based infrastructure development completed in 2016 according to criteria and technical standards to eliminate overcrowding, based on student to Usable Classroom ratio of 1:56 (Baseline 2010: 0%) Progress/Status: 100% of all needs-based classrooms, WASH blocks, water points, and major maintenances completed by 31 December 2017. Data Source: DLI progress report Actual value: Output: Reduced disparities and universal access and participation Indicator: At least 75% of Grade 1 new intakes complete PPE in 2017 (Baseline 2010: All 42%, boys 41%, and girls 44%%) Progress/Status: 2010: 42.25% (B 40.6, G 43.9) 2011: 39.02% (B 37.7, G 40.4) 2012: 50.03% (B 50.0, G 51.8) 2013: 47.28% (B 46.5, G 48.1) 2014: 51.07% (B 50.6, G 51.6) 2015: 96% (B 96, G 97) 2016: 96.6% (B 96.1, G 97) Data Source: ASPR Actual value: Output: Reduced disparities and universal access and participation Indicator: At least 95% of schools with separate functioning toilets for girls in 2017 (Baseline 2010: 31%) Progress/Status: 2010: 31% 2011: 48% 2012: 63% 2013: 64% 2014: 64.9% 2015: 52.3% 2016: 52.5% Data Source: ASPR Actual value: An efficient, inclusive, and equitable primary education system delivering effective and relevant child-friendly learning to all Bangladesh?s children from preprimary through Grade 5 primaryNPER: ALL 98%, boys 97%, and girls 99% in 2017 (Baseline 2010: All 94.8%, boys 92.2%, and girls 97.6%) Progress/Status: NPER 2011 is 94.9% (Boys 92.7% and Girls 97.3%) NPER 2012 is 96.8% (Boys 95% and Girls 98.8%) NPER 2013 is 97.3% (Boys 96.2% and Girls 98.4%) NPER 2014 is 97.7% (Boys 96.6% and Girls 98.8%) NPER 2014 is 97.9% (Boys 97.1 and Girls 98.8%) NPER 2015 is 97.94% (Boys 97.09 and Girls 98.79%) NPER 2016 is 97.96% (Boys 97.1% and Girls 98.8%) NPER 2017 is 97.97% (Boys 97.66% and Girls 98.29%). Data Source: Report: ASPR Actual value: GPI GPER: 1.03 in 2017 (Baseline 2010: 1.09) Progress/Status: GPI 2011 - 1.08 GPI 2012 - 1.06 GPI 2013 - 1.03 GPI 2014 - 1.03 GPI 2015 - 1.08 GPI 2016 - 1.05 (NPER 1.02 and GPER 1.05) GPI 2017 - 1.027 Data Source: Report: ASPR Actual value: Completion rate, primary education: All 80%, boys 78%, and girls 82% in 2017 (Baseline 2010: All 60.2%, boys 59.8%, and girls 60.8%) Progress/Status: 2011, 70.3% (Boys 67.6% and Girls 73%) 2012, 73.8% (Boys 71.7% and Girls 75.8%) 2013, 78.6 % (Boys 75.1% and Girls 82.1%) 2014, 79.1% ( Boys 75.7%, Girls 82.5%) 2015, 79.6% (Boys 76.1% and Girls 83%) 2016, 80.8% (Boys 77.7% and Girls 83.9%) 2017, 81.20% (Boys 78.28% and Girls 84.08%) Data Source: Report: ASPR Actual value: Number of input years per graduate: maximum 6.0 in 2017 (Baseline 2010: All 8.0, boys 8.0, and girls 8.1) Progress/Status: 2011, 7.2 (Boys 7.4 and Girls 7.1) 2012, 6.5 (Boys 6.6 and Girls 6.3) 2013, 6.3 (Boys 6.5 and Girls 6.1) 2014, 6.2 (Boys 6.5 and Girls 6.2) 2015, 6.2 (Boys 6.4 and Girls 6.1) 2016, 6.18 (Boys 6.3 and Girls 6) 2017, 6.1(Boys 6.23 and Girls 5.99) Data Source: Report: ASPR Actual value: XM-DAC-46004-42248-013-LN2763Asian Development BankThe Project impact will be increased rural household incomes in CHT subproject areas. The outcome of the Project will be increased employment and income generating opportunities in subproject areas. There will be five main outputs: (i) institutional development and capacity building; (ii) rural roads and markets; and (iii) community infrastructure; (iv) micro agribusiness development (MAD); and (v) project management.Asian Development BankMinistry of Chittagong Hill Tracts Affairs BangladeshAsian Development BankAsian Development BankMohammed Haquehttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42248-013 (Closed)&officer= mhaque@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshRuma22.03 92.45Thanchi21.64 92.55Naikhongchhari21.49 92.26Matiranga23.09 91.88Langadu22.98 92.22Lakshmichhari22.81 91.94Belaichhari22.35 92.5Bagaichhari23.37 92.25Alikadam21.58 92.43Rowangghhari22.22 92.36Sapchari22.65483 92.13382Lama21.77439 92.21907Kamdebpara Barmachari22.73833 91.9246Panchari Bazar23.28674 91.90275Bandarban District22 92.33333Chengmi23.16667 91.9Tumbru21.20553 92.19831Betbania22.55 92Kuhalong22.20972 92.16094Mahalchari22.93524 92.04857Myanimukh22.98333 92.2Raikhali22.43333 92.16667Subalong22.69557 92.32236Belaichari22.51083 92.34524Jurachari22.65821 92.38833Roangchari22.16694 92.33721Ruma Bazar22.04924 92.40925Lama21.81 92.27Kawkhali22.53333 92.01667Mahalchhari22.92 92.025Manikchhari22.835 91.83667Khagrachhari23.04167 91.995Bandarban Sadar22.23333 92.19167Rajasthali22.38333 92.24167Kaptai22.5 92.21667Rangamati district22.63333 92.2Panchhari23.3 91.88Governance and capacity developmentInclusive economic growthGender Equity and Mainstreaming55000000Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh3044796.82Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh31566.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh612538.52Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh526675.75Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh895603.18Asian Development 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Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh1338267.96Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh583884.26Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh4749.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh2155768.17Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh2919396.27Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh650000.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh11252.25Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh1738357.65Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development 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BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh251993.92Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh253017.72Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs BangladeshPerformanceFiduciaryOutput/s as listed by the project staff.Output: Community Infrastructure Indicator: Interventions completed in at least 600 villages Achievement: 0 Progress/Status: Interventions completed in at least 600 villages. 200 in Rangamati, 201 in Khagrachari and 200 in Bandarban. Data Source: HDC and union parishad (elected council) records on PDCOutput: Community Infrastructure Indicator: Build and maintain small-scale infrastructure Achievement: Y Progress/Status: 47.08 km Irrigation Canal, 368.1 m footbridges, 36 Gravity Flow Systems, 4 Infiltration Galleries, 638 Shallow tubewells, 1,271 Deepset Tube wells, 212 Ring wells; 57 Water Reservoirs, and 309 m Earthen dam constructed. 942 Power Tillers and 1,127 Irrigation Pumps supplied. Data Source: Department of Public Health Engineering database on number of tube wells and spring source monitoring Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2021 Target value: Y Actual value: YOutput: Community Infrastructure Indicator: 10,000 days of work created using LCS principles Achievement: 0 Progress/Status: 11,236 work days of which 3,640 in Rangamati, 6,101 in Bandarban and, 1,495 in Khagrachari completed using LCS principles Data Source: PDC records and account booksOutput: Community Infrastructure Indicator: 3,000 work days created for women Achievement: 0 Progress/Status: 6,126 (Rangamati-1,100, Bandarban-3,776 and Khagrachari-1,250) work days created for women. Data Source: Bureau of StatisticsOutput: Community Infrastructure Indicator: Total command area of 4,000 ha covered by irrigation subproject Achievement: 0 Progress/Status: 11,568 Ha has been covered by irrigation support (3,850 Ha in Rangamati, 935 Ha in Bandarban and 6,783 Ha in Khagrachari) Data Source: Union parishad (elected council) and HDC recordsOutput: Community Infrastructure Indicator: 55 ha of degraded watershed treated in six selected sites as per specified needs Achievement: 0 Progress/Status: Six sites completed, total 232.30 ha. Data Source: Department of Forest annual reporting CEGIS GIS databaseOutput: Community Infrastructure Indicator: 92 km small feeder roads/paths constructed using community participation Achievement: 0 Progress/Status: 111.78 km small feeder roads/paths constructed using community participation. This included 90.78 km HBB-Footpath, 16.025 km RCC Stair, 4.15 km U-drain, 453 m Culvert and 368 m Footbridge. Among the works, 28.24 km in Rangamati, 65.22 km in Bandarban and 18.31 km in Khagrachari was completed. Data Source: Community maps from implementing NGOs CEGIS databaseOutput: Community Infrastructure Indicator: 30 market buildings constructed with 50% selling space allocated for women Achievement: 23 Progress/Status: 23 market buildings constructed with 50% selling space allocated for women. 8 in Rangamati, 8 in Khagrachari and 7 in Bandarban Data Source: Union parishad (elected council) data on market infrastructure CEGIS database PDC records and accountsOutput: Institutional Development and Capacity Building Indicator: CHTRC endorses annual work plan in a timely manner Achievement: Y Progress/Status: Total Eight Annual Work Plans have been endorsed by CHTRC. The Work plans were endorsed within 15 days of submission by PMO. Data Source: CHTRC annual report Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2021 Target value: Y Actual value: YOutput: Institutional Development and Capacity Building Indicator: Three revenue posts for assistant engineer (HDC) created and funded and supported by government by end of year 4 Achievement: N Progress/Status: On 29 January 2017, PMO has sent a letter to MoCHTA for the 3 revenue post for assistant engineer in HDC. On 8 June 2017, MoCHTA requested HDC. On 8 October 2020, PMO has written follow up letter to MoCHTA Data Source: HDC organization charts Government order for creation and filling of revenue post Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2021 Target value: Y Actual value: NOutput: Institutional Development and Capacity Building Indicator: HDC engineers have capacity to replicate rural development interventions Achievement: Y Progress/Status: 46 Human Resource Development (HRD) Training; 124 HRD Workshops; 780 Training/Workshop on Safeguards & Awareness; and 4 overseas study tours were carried out. Data Source: HDC annual report Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2021 Target value: Y Actual value: YOutput: Institutional Development and Capacity Building Indicator: Each NGO joint venture or association implementation team includes a women-focused NGO Achievement: Y Progress/Status: Each NGO joint venture or association implementation team includes 50% women Data Source: NGO annual project report Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2021 Target value: Y Actual value: YOutput: Institutional Development and Capacity Building Indicator: 60 out of 180 NGO facilitators are women Achievement: Y Progress/Status: The five implementing NGO consortia employed 117 facilitators of whom 39 were women, which was equal to the DMF output target of 33%. Data Source: NGO annual project report Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2021 Target value: Y Actual value: YOutput: Micro Agribusiness Development Indicator: 1,620 ha of new orchard development Achievement: 0 Progress/Status: 986.20 ha land was developed as new orchard. Data Source: Department of Agriculture Extension block data Output: Micro Agribusiness Development Indicator: 60 interest groups established Achievement: 30 Progress/Status: 903 producer common interest groups established, formation of 90 marketing common interest groups is progressing. Data Source: NGO annual reportOutput: Micro Agribusiness Development Indicator: 30% of interest group members are women Achievement: 36.47 Progress/Status: 36% of each common interest group are women Data Source: NGO annual reportOutput: Project Management Indicator: MOCHTA approves annual work plan within 30 days of receipt Achievement: Y Progress/Status: Annual work plan completed Data Source: PMO annual report Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2021 Target value: Y Actual value: YOutput: Project Management Indicator: PMO is operational Achievement: Y Progress/Status: PMO and three DPMOs fully staffed and operational Data Source: PMO records Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: Project Management Indicator: Activity schedule updated annually Achievement: Y Progress/Status: Activity schedule updated annually Data Source: PMO records Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2021 Target value: Y Actual value: YOutput: Project Management Indicator: Contract award and disbursement project versus actual Achievement: Y Progress/Status: On an average, the contract award and disbursement achievements were more than 90% against the projected contract awards and disbursement. Data Source: e-Operations record Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2021 Target value: Y Actual value: YOutput: Rural Roads Indicator: 66.5 km of union road upgraded to agreed quality Achievement: 34.20 Data Source: LGED management information system databaseOutput: Rural Roads Indicator: 66.5 km of union and 33.5 km of upazila (subdistrict) road upgraded to agreed quality. Achievement: 6 Progress/Status: 54.82 km of union and 29.54 km of upazila (subdistrict) road upgraded to agreed. Total 84.36 km of rural roads were upgraded to agreed quality. Total 84.36 km out of 100 km of rural roads (RR) were upgraded to Herring Bone Bond (HBB) road or Bituminous Carpeting (BC) roads where HBB was 31% and BC was 69%. Data Source: LGED management information database LGED GIS database CEGIS databaseOutput: Rural Roads Indicator: 33.5 km of upazila (subdistrict) road upgraded to agreed quality Achievement: 22.23 Data Source: LGED management information system databaseOutput: Rural Roads Indicator: 2,450 meters of ancillary Structures constructed as per engineering design Achievement: 60.80 Progress/Status: 2051.8 meters of ancillary structures (bridges and culverts) constructed. Data Source: LGED management information databaseOutput: Rural Roads Indicator: 3 functional buildings of LGED executive engineer offices extended Achievement: 0 Progress/Status: The extension of three functional building was completed. On 30 June 2015 in Rangamati, 31 September 2017 in Bandarban and 15 March 2017 in Khagrachari. Data Source: LGED management information databaseIncreased income-generating opportunities for men and women in subproject areasIncreased HH commercial agricultural production from Tk20,000 per year in 2010 to Tk40,000 per year at 2010 price level Achievement: 0 Progress/Status: Interventions completed in at least 600 villages. 200 in Rangamati, 201 in Khagrachari and 200 in Bandarban. Household income data will be available after socioeconomic survey for the PCR. Data Source: Project performance management system within CHTRC, LGED, and MOCHTA Bangladesh Economic Review Bureau of Statistics annual report50% of market space to be developed under the project allocated for women Achievement: 50 Progress/Status: 23 market buiduings were constructed of which 8 in Rangamati, 8 in Khagrachari and 7 in Bandarban with 50% selling space has already been allocated for women. Data Source: Management information system project database within CHTRC, LGED and MOCHTAAverage time taken for women to fetch water is reduced from 1.5 hours 30 minutes Achievement: 30 Progress/Status: Data will be available after socioeconomic survey for the PCR. Data Source: Union parishad (elected council) and HDC recordsReduced travel time to markets for women by on average 1 hour (2010 baseline = 4 hours) Achievement: 0 Progress/Status: Data will be available after socioeconomic survey for the PCR. Data Source: Project performance management system within CHTRC, LGED, and MOCHTA Bangladesh Economic Review Bureau of Statistics annual reportIncreased number of crops marketed from 2 to 10 in areas unconnected in 2010 Achievement: 0 Progress/Status: MAD-NGO covered 44 union of 9 upazilas of 3 hill districts. The activities were completed on 30 June 2019. Data will be available after socioeconomic survey for the PCR. Data Source: Department of Agriculture annual report XM-DAC-46004-37113-013-LN2769Asian Development BankThe draft power sector master plan 2010, updated 2016, identifies the need to add 11 CCPPs each with 450 MW capacity by 2016. The proposed Ashuganj 450 MW plant (part A) can be considered one of these CCPPs. Further, the government has identified the proposed plant as a priority project in its expansion plan. The economic cost of electricity supply from the Ashuganj CCPP is similar to or lower than those of a coal-fired power plant (based on the costs taken from the master plan), confirming that the proposed plant is among the least-cost options for generating new capacity. CCPP design will use the latest commercially available technology to harness the maximum benefit of energy efficiency. Part B of the project will demonstrate renewable energy technologies and their application for long-term large-scale penetration into the Bangladesh power system. The sub components in part B use solar photovoltaic, wind power and LEDs, which are commercially proven technologies. Additional financing will be utilized for installation of 2,000 solar irrigation pumps in ten different districts of Bangladesh.Asian Development BankAshuganj Power Station Company Ltd. (APSCL)Bangladesh Power Development Board (BPDB)Bangladesh Rural Electrification BoardPower Div-Min of Power, Energy & Mineral ResourcesAsian Development BankAsian Development BankNazmun Naharhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=37113-013 (Active)&officer= nnahar@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshKaptai22.49419 92.22089Barisal22.70497 90.37013Khulna22.80978 89.56439Ashuganj24.04016 91.0117Hatiya22.34 91.09Dhaka23.7104 90.40744Rajshahi24.374 88.60114Sylhet24.89904 91.87198Chittagong22.3384 91.83168Environmentally sustainable growthInclusive economic growthPartnershipsEffective gender mainstreaming (EGM)300000000Asian Development BankAshuganj Power Station Company Ltd. (APSCL)17680322.93Asian Development BankAshuganj Power Station Company Ltd. (APSCL)779019.13Asian Development BankAshuganj Power Station Company Ltd. (APSCL)45236.25Asian Development BankAshuganj Power Station Company Ltd. (APSCL)300581.96Asian Development BankAshuganj Power Station Company Ltd. (APSCL)1796796.72Asian Development BankAshuganj Power Station Company Ltd. (APSCL)2140078.92Asian Development BankAshuganj Power Station Company Ltd. (APSCL)16672514.66Asian Development BankAshuganj Power Station Company Ltd. (APSCL)23787534.77Asian Development BankAshuganj Power Station Company Ltd. (APSCL)21212684.61Asian Development BankAshuganj Power Station Company Ltd. (APSCL)17738198.63Asian Development BankAshuganj Power Station Company Ltd. (APSCL)7789752.91Asian Development BankAshuganj Power Station Company Ltd. (APSCL)17544421.16Asian Development BankAshuganj Power Station Company Ltd. (APSCL)4904281.33Asian Development BankAshuganj Power Station Company Ltd. (APSCL)3871609.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)4197339.05Asian Development BankAshuganj Power Station Company Ltd. (APSCL)3141686.19Asian Development BankAshuganj Power Station Company Ltd. (APSCL)1169824.60Asian Development BankAshuganj Power Station Company Ltd. (APSCL)1339882.16Asian Development BankAshuganj Power Station Company Ltd. (APSCL)243774.04Asian Development BankAshuganj Power Station Company Ltd. (APSCL)22208722.07Asian Development BankAshuganj Power Station Company Ltd. (APSCL)5834528.31Asian Development BankAshuganj Power Station Company Ltd. (APSCL)18805191.55Asian Development BankAshuganj Power Station Company Ltd. (APSCL)2194597.99Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)250397.10Asian Development BankAshuganj Power Station Company Ltd. (APSCL)99087.55Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)1723023.21Asian Development BankAshuganj Power Station Company Ltd. (APSCL)4193292.50Asian Development BankAshuganj Power Station Company Ltd. (APSCL)1846800.68Asian Development BankAshuganj Power Station Company Ltd. (APSCL)294942.50Asian Development BankAshuganj Power Station Company Ltd. (APSCL)3265190.15Asian Development BankAshuganj Power Station Company Ltd. (APSCL)2890630.60Asian Development BankAshuganj Power Station Company Ltd. (APSCL)4369911.69Asian Development BankAshuganj Power Station Company Ltd. (APSCL)763493.14Asian Development BankAshuganj Power Station Company Ltd. (APSCL)784099.53Asian Development BankAshuganj Power Station Company Ltd. (APSCL)1441131.47Asian Development BankAshuganj Power Station Company Ltd. (APSCL)1151599.66Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)3364643.87Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)195699.10Asian Development BankAshuganj Power Station Company Ltd. (APSCL)654638.19Asian Development BankAshuganj Power Station Company Ltd. (APSCL)1758362.78Asian Development BankAshuganj Power Station Company Ltd. (APSCL)2284226.44Asian Development BankAshuganj Power Station Company Ltd. (APSCL)3796051.68Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)102433.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)891054.86Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)40256.41Asian Development BankAshuganj Power Station Company Ltd. (APSCL)31917.11Asian Development BankAshuganj Power Station Company Ltd. (APSCL)33895.18Asian Development BankAshuganj Power Station Company Ltd. (APSCL)14166.19Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)360280.75Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)41280.74Asian Development BankAshuganj Power Station Company Ltd. (APSCL)279934.15Asian Development BankAshuganj Power Station Company Ltd. (APSCL)478983.20Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)12048.62Asian Development BankAshuganj Power Station Company Ltd. (APSCL)330875.72Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)312890.99Asian Development BankAshuganj Power Station Company Ltd. (APSCL)49211.04Asian Development BankAshuganj Power Station Company Ltd. (APSCL)19235.80Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)252544.55Asian Development BankAshuganj Power Station Company Ltd. (APSCL)12653.43Asian Development BankAshuganj Power Station Company Ltd. (APSCL)27931.06Asian Development BankAshuganj Power Station Company Ltd. (APSCL)329763.24Asian Development BankAshuganj Power Station Company Ltd. (APSCL)376473.18Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)3575301.14Asian Development BankAshuganj Power Station Company Ltd. (APSCL)708158.40Asian Development BankAshuganj Power Station Company Ltd. (APSCL)63426.55Asian Development BankAshuganj Power Station Company Ltd. (APSCL)40283.86Asian Development BankAshuganj Power Station Company Ltd. (APSCL)360074.35Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)2448012.09Asian Development BankAshuganj Power Station Company Ltd. (APSCL)4591005.44Asian Development BankAshuganj Power Station Company Ltd. (APSCL)91577.36Asian Development BankAshuganj Power Station Company Ltd. (APSCL)4393565.34Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)183773.20Asian Development BankAshuganj Power Station Company Ltd. (APSCL)1163136.13Asian Development BankAshuganj Power Station Company Ltd. (APSCL)61832.03Asian Development BankAshuganj Power Station Company Ltd. (APSCL)71303.85Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)122368.25Asian Development BankAshuganj Power Station Company Ltd. (APSCL)31610.27Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)68345.90Asian Development BankAshuganj Power Station Company Ltd. (APSCL)18665.34Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)982261.86Asian Development BankAshuganj Power Station Company Ltd. (APSCL)2656570.95Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)1871787.60Asian Development BankAshuganj Power Station Company Ltd. (APSCL)61111.03Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)894932.10Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)1661539.80Asian Development BankAshuganj Power Station Company Ltd. (APSCL)1128007.15Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)1467515.97Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)1792351.73Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)1962235.27Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)2201363.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)2370846.65Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)2723907.70Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)2860741.38Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)3008869.94Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)3171358.09Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)3335427.92Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)3513271.26Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)3702364.19Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)3980357.72Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)5107447.32Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)5390590.65Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)5813662.37Asian Development BankAshuganj Power Station Company Ltd. (APSCL)634758.72Asian Development BankAshuganj Power Station Company Ltd. (APSCL)234213.32Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)254998.24Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)257376.63Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)279129.20Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)400569.06Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)688821.75Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)1000537.27Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)1338509.01Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)1723023.21Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)2305886.11Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)3019651.96Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)3381470.66Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)891054.86Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)2301595.63Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)735088.77Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)615538.34Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)538510.78Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)984342.06Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)4096429.89Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)5679029.48Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)6199918.69Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)5312112.65Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)5169515.31Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)4422131.06Asian Development BankAshuganj Power Station Company Ltd. (APSCL)PerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity developed in the EAs and surrounding communities Indicator: 25% women employee trained for O&M. Data Source: Annual reports of BPDB Actual value: Output: Capacity developed in the EAs and surrounding communities Indicator: Implementation consultants successfully employed for all the project components by December 2019 (Baseline:0) Achievement: Y Progress/Status: Implementation consultants for APSCL and BPDB were recruited within 2016. BREB signed with consulting firm on 31 January 2019 for design and implementation of 2000 solar irrigation pumps. Data Source: Annual reports of APSC Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2019 Target value: Y Actual value: YOutput: Capacity developed in the EAs and surrounding communities Indicator: 200 users, of which 30% are women received skill training on energy based livelihood opportunities. Data Source: Project progress report of BREB Actual value: Output: Capacity developed in the EAs and surrounding communities Indicator: 200 users, of which 30% are women receive education in the safe and efficient use of energy Data Source: Project progress report of BREB Actual value: Output: Capacity developed in the EAs and surrounding communities Indicator: Minimum of 25 people trained on O&M of Ashuganj power plant by June 2017(Baseline: 0) Achievement: 0 Progress/Status: EA (Ashuganj) closed the project without training package implementation. Data Source: Annual reports of APSCOutput: Capacity developed in the EAs and surrounding communities Indicator: Minimum of 25 people trained on O&M of the grid-connected solar plant by by June 2019 (Baseline: 0) Achievement: 0 Progress/Status: BPDB received training under EPC contract of Kaptai Solar project. Data Source: Annual reports of BPDBOutput: Capacity developed in the EAs and surrounding communities Indicator: Successful completion of at least one training program for the executing agency on community involvement and information dissemination among beneficiaries by June 2023(Baseline: none). Achievement: 0 Progress/Status: An EOI was invited on 31 May 2022 to engage a consulting firm as the Training Services Provider to implement the training program. However, the process was significantly delayed. In the meantime, the loan period had to be extended. Once the evaluation was submitted, ADB declined to concur because there was not enough time left to complete the process within the loan period. Data Source: Annual reports of APSCL, BPDB, BREB and Power DivisionOutput: Capacity developed in the EAs and surrounding communities Indicator: Successful implementation of the project gender action plan for technical training and energy-related livelihood activities targeting women by Jun 2023(Baseline: none) Achievement: Y Progress/Status: BREB has completed two training programs for (a) Energy based livelihood and (b) Safe and efficient use of energy and trained 400 people of the project area under the project gender action plan. Data Source: Annual reports of APSCL, BPDB, BREB and Power Division Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2024 Target value: Y Actual value: YOutput: Capacity developed in the EAs and surrounding communities Indicator: Gender related action plan for an awareness campaign developed and capacity development for SPV pumping systems(Baseline: none). Achievement: Y Progress/Status: BREB engaged a consulting firm to implement the GAP. Data Source: Project progress report of BREB Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2024 Target value: Y Actual value: YOutput: Improved energy efficiency Indicator: Minimum 25% of O&M employees are women. Data Source: Project progress report. Actual value: Output: Improved energy efficiency Indicator: Successful completion of construction of Ashuganj combined cycle power plant of 450MW and associated 1km transmission line by Dec 2016 Achievement: Y Progress/Status: Construction of Ashuganj 450MW combined cycle power plant and associated 1km transmission line Completed. Combined cycle was commissioned on 11 June 2017. Data Source: Annual reports of APSCL Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2016 Target value: Y Actual value: YOutput: Improved energy efficiency Indicator: Successful installation of 33,000 LED-based street-lighting by June 2019 (Baseline 0) Achievement: 0 Progress/Status: Completed. Installation and commissioning of 12,185 LED streetlights in seven city corporations completed on 30 Nov 2018. Data Source: Annual reports of Power DivisionOutput: Improved energy efficiency Indicator: Employment for local labor in O&M of streetlights Achievement: Y Progress/Status: Partially complied. O& M started from January 2018. Local labors are employed for 2 years of O&M services (module cleaning, light replacement, troubleshooting and supervision). Woman employment report are not recorded yet. Data Source: Annual Report of BPDB. Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2016 Target value: Y Actual value: YOutput: Improved energy efficiency Indicator: Reduction in CO2 emissions by 300,000 tons annually against the baseline. (baseline: annual emissions of 44 million tons in 2016 and 65 million tons in 2020- Power Sector Master Plan 2010) Achievement: 0 Progress/Status: Component constructed. However, for APSCL Combined Cycle Power Plant and 7.4 MW grid connected solar PV at Kaptai, CO2 emission data is not recorded. Reduction of CO2 emission has not started yet for 2000 solar irrigation pumps, as this component implementation is ongoing. Data Source: Annual reports of APSCOutput: Increased renewable energy use Indicator: 33,000 Solar photovoltaic LED street lights installed by Dec 2016 Data Source: Project progress report. Actual value: Output: Increased renewable energy use Indicator: Kaptai solar power plant of 5MW installed by June 2019 Achievement: Y Progress/Status: Kaptai 7.4 MW Solar PV Power Plant. The grid connected plant commissioned on 6 May 2019. Solar Street Lighting: Contract was signed on 26 April 2017 and installation and commissioning completed on 31 March 2019. Data Source: Annual reports of BPDB and Power Division Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2019 Target value: Y Actual value: YOutput: Increased renewable energy use Indicator: About 19.3 MWp solar PV capacity installed. Data Source: Annual reports of BREB and Power Division Actual value: Output: Increased renewable energy use Indicator: Minimum of 25% of O&M employee are women. Data Source: Project Progress Report. Actual value: Output: Increased renewable energy use Indicator: Local labor employed in O&M of Kaptai solar power plant. Achievement: Y Progress/Status: The civil and EPC contractors of Kaptai 7.4 MW power plant engaged local labor. But women employment records are not available. Data Source: Annual reports of BPDB Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2019 Target value: Y Actual value: YOutput: Increased renewable energy use Indicator: Reduction in CO2 emissions by 25,000 tons annually against the baseline (baseline: annual emissions of 44 million tons in 2016 and 65 million tons in 2020-JICA Power Sector Master Plan, 2010) Achievement: 0 Progress/Status: Data unavailable. No data available for CO2 emission reduction yet. Annual CO2 emission reduction will be reported after completion of all project components. Data Source: Annual reports of BPDB and Power DivisionOutput: Increased renewable energy use Indicator: About 2000 sets of solar PV pumping systems installed by June 2023. Achievement: 1295 Progress/Status: All contracts under Packages SPIP-W-1-6 have been completed or closed. Of the 1,027 sites provided, 977 underwent test boring, of which 691 were found suitable. Solar irrigation pumps were installed at 641 sites, achieving the revised DMF target. No further installations were undertaken under the project due to contractor underperformance and liquidity constraints. The loan and associated grants closed on 30 June 2026. Under the approved utilization plan, BREB will utilize the remaining procured materials to install additional solar irrigation pumps within its service territory through BREB and the respective PBSs over the next three years, using its own resources. Data Source: Annual reports of BREB and Power DivisionOutput: Increased renewable energy use Indicator: At least 1 million prepayment metering system installed and commissioned by June 2023 (2020 Baseline: 0) (OP: 3.1.3) Achievement: 821000 Progress/Status: As of 15 April 2026, BPDB had installed 729,305 smart prepaid meters and 7,010 DCUs across Chattogram, Sylhet, and Cumilla, as detailed below: Chattogram: 343,838 single-phase meters, 4,485 three-phase meters, and 3,713 DCUs. Sylhet: 111,781 single-phase meters, 2,674 three-phase meters, and 1,359 DCUs. Cumilla: 262,914 single-phase meters, 3,613 three-phase meters, and 1,938 DCUs. All 821,544 meters were delivered to BPDB before the loan closed on 30 June 2026. Under the revised DMF, 728,416 meters were installed under the project. In accordance with BPDB's utilization plan, the remaining 93,128 meters will be installed in BPDB's service areas from July to December 2026 using BPDB's own resources. Data Source: Annual reports of BPDB and Power DivisionIncreased electricity generating capacityTotal installed generation capacity increased to 5,909 MW by 2016 (2011 baseline: installed generation capacity of 5,719MW) Achievement: 0 Progress/Status: Part A: Output achieved. Construction of Ashuganj 450 MW CCPP(North) is commissioned on 11 June 2017; has been operational since. Part B(i)- Output achieved. Kaptai 7.4 MW Solar Power Plant was commissioned on 6 May 2019; has been operational since. Part B(ii)-Hatiya: Output cancelled. Hatiya solar-diesel hybrid power generation component was cancelled by the request of the borrower in 2016. Part B(iii)-Solar Street Light: Output achieved. 8 contracts for streetlights were signed on 26 April 2017. Installation and commissioning of LED streetlights in 7 city corporations completed on 31 March 2019. Dhaka North City Corporation (the 8th City Corporation) cancelled the component. The cancellation has been reflected in the project by the request of the borrower in 2018. Part B(iv)-Solar Irrigation Component. The output was added to the project through a scope change (comprising reallocation of $20 million loan proceeds to BREB) approved by ADB in 2016. Additional Financing of $25.224 million grant proceeds (Grant 0582/83-BAN) was approved on 5 July 2018, to match the reallocated loan proceeds of $20 million. Project implementation activities initiated from 2018. BREB awarded one consultancy contract for design and implementation supervision on 31 January 2019; one consultancy contract for the project's GAP implementation on 30 Sep 2019; two EPC contracts for 705 solar irrigation pumps on 16 Nov 2020 and four EPC contracts for 1295 solar irrigation pumps on 26 May 2021. One contract was signed on 29 Dec 2024 to connect 1295 number of solar irrigation pump with the electricity grid. Till date, 610 units of solar irrigation pumps have been installed (30.5%). Achieved. Installed electricity generation capacity by FY 2015-16 was 12,365 MW including both private and public generation. Current capacity is 23,548 megawatts (MW). Data Source: Annual reports of APSC, BPDB, and Power Division XM-DAC-46004-32234-043-LN2845Asian Development BankThe projects proposed for financing under the requested PFR are: 1. Financing of the funding gap due to cost overrun in the Tongi-Bhairab Bazar Double Track subproject under the first tranche; 2. Rehabilitation of yards and extension of loops at different stations in the Darsana - Ishurdi - Sirajganj Bazar section; and 3. Upgrading of Signaling at 11 Stations between Ishurdi and Darsana. 4. Supervision Consultancy ServicesAsian Development BankBangladesh RailwayAsian Development BankAsian Development BankMarkus Roesnerhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=32234-043 (Closed)&officer= &division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshChuadanga District23.63333 88.85Narsingdi District24 90.83333Kishorganj District24.41667 90.95Pabna District24.00633 89.33533Sirajganj District24.33333 89.61667Darsana23.53578 88.84827Bhairab Bazar24.0524 90.9764Ishurdi24.12858 89.06573Kushtia23.9028 89.11943Kushtia District23.83333 88.91667Sirajganj24.45771 89.70802Tongi23.89154 90.40232Gazipur District24 90.43Inclusive economic growthEnvironmentally sustainable growthRegional integrationSome gender elements (SGE)150000000Asian Development BankBangladesh Railway40409117.09Asian Development BankBangladesh Railway12259199.82Asian Development BankBangladesh Railway15229663.36Asian Development BankBangladesh Railway27704920.71Asian Development BankBangladesh Railway13206121.51Asian Development BankBangladesh Railway6733758.61Asian Development BankBangladesh Railway26347101.15Asian Development BankBangladesh Railway395554.07Asian Development BankBangladesh Railway6192640.46Asian Development BankBangladesh Railway219373.06Asian Development BankBangladesh Railway1232238.25Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1241141.92Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1303199.33Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1368358.78Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1436777.68Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1508616.51Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1584046.14Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1663249.50Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1746410.98Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1833731.55Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh 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Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2340358.98Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2457376.13Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2580244.94Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2709257.93Asian Development BankBangladesh 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Railway0.00Asian Development BankBangladesh Railway3890114.67Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway3839935.64Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway3758556.36Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway3081778.50Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway3072439.32Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2570182.63Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh RailwayPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Tongi-Bhairab Bazar Double Track completed; 2. Signaling system Darsana-Ishurdi improved 3. Yards rehabilitated and loops extended in the Darsana-Ishurdi-Sirajganj Bazar section Indicator: 65 km of double track between Tongi and Bhairab Bazar completed by 2015 Progress/Status: work ongoing. Physical progress : 85.9% work completed as of 31 May 2014. Data Source: For all indicators: Bangladesh Railways Project Progress Report Actual value: Output: 1. Tongi-Bhairab Bazar Double Track completed; 2. Signaling system Darsana-Ishurdi improved 3. Yards rehabilitated and loops extended in the Darsana-Ishurdi-Sirajganj Bazar section Indicator: 2015Yards rehabilitated in 2 stations and loops extended in 6 stations in the Darsana-Ishurdi-Sirajganj Bazar section by 2015 Progress/Status: Contract Signed on 24 September 2013. Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2015 Target value: YOutput: 1. Tongi-Bhairab Bazar Double Track completed; 2. Signaling system Darsana-Ishurdi improved 3. Yards rehabilitated and loops extended in the Darsana-Ishurdi-Sirajganj Bazar section Indicator: Signaling system of 11 stations covering 78 km of lines in Darsana-Ishurdi section improved by Progress/Status: Contract signed on 10 Feb 2014 Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2015 Target value: YOutput: 1. Tongi-Bhairab Bazar Double Track completed; 2. Signaling system Darsana-Ishurdi improved 3. Yards rehabilitated and loops extended in the Darsana-Ishurdi-Sirajganj Bazar section Indicator: Tranche completed on time and within budget Progress/Status: In progress Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2015 Target value: YImproved railway transport capacity in the Dhaka-Chittagong and Dhaka-Ishurdi-Darsana-Khulna/India corridorsNumber of daily trains Tongi-Bhairab Bazar increased by 25% until 2020 (2011 baseline: 44 trains) Progress/Status: Construction of Tongi-Bhairab Double line is completed in December 2015. Data Source: Bangladesh Railway operations records Actual value: XM-DAC-46004-45174-001-LN2856Asian Development BankThe TA Loan is to develop the design for the Dhaka-Chittagong Expressway ready for financing under a private-public partnership scheme and assist the Roads and Highways Department in engaging contractors. The TA Loan will assist the Government in updating the feasibility study, preparing the detailed engineering documents, procurement and PPP-financing scheme for the Dhaka-Chittagong Expressway Project.Asian Development BankMinistry of Road Transport and BridgesAsian Development BankAsian Development BankYasushi Tanakahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=45174-001 (Closed)&officer= ytanaka@adb.org&division= Transport and Communications Division, SARD&projectcountry= BangladeshChittagong22.3384 91.83168Comilla District23.4417 91.00987Feni District22.96667 91.31667Chittagong District22.4875 91.96333Dhaka District23.81093 90.36542Dhaka23.7104 90.40744Narayanganj District23.75 90.58333Governance and capacity developmentInclusive economic growthRegional integrationPrivate sector developmentSome gender elements (SGE)10000000Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges1003188.78Asian Development BankMinistry of Road Transport and Bridges536355.27Asian Development BankMinistry of Road Transport and Bridges1099704.31Asian Development BankMinistry of Road Transport and Bridges10417.96Asian Development BankMinistry of Road Transport and Bridges502559.90Asian Development BankMinistry of Road Transport and Bridges450151.29Asian Development BankMinistry of Road Transport and Bridges1162648.08Asian Development BankMinistry of Road Transport and Bridges305440.53Asian Development BankMinistry of Road Transport and Bridges17751.90Asian Development BankMinistry of Road Transport and Bridges486498.27Asian Development BankMinistry of Road Transport and Bridges77266.35Asian Development BankMinistry of Road Transport and Bridges63676.45Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges92567.05Asian Development BankMinistry of Road Transport and Bridges65773.73Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges969482.30Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges32156.25Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges252225.84Asian Development BankMinistry of Road Transport and Bridges15418.35Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges61055.15Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road 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Development BankMinistry of Road Transport and BridgesPerformanceFiduciaryOutput/s as listed by the project staff.Output: Indicator Indicator: Option for detailed design selected and detailed design and tender documents completed by 2015 Data Source: Project feasibility study and detailed design reports Baseline value: y Baseline value: y Target year: 2015 Target value: yOutput: Indicator Indicator: PPP scheme selected by 2014 Data Source: Draft PPP concession agreement Baseline value: y Baseline value: y Target year: 2014 Target value: yOutput: Indicator Indicator: Detailed Design Report completed by 2015 Data Source: Detailed design report Baseline value: y Baseline value: y Target year: 2015 Target value: yOutput: Indicator Indicator: Training program established by 2013 and trainig implemented by 2015 Data Source: Training program and training report Baseline value: y Baseline value: y Target year: 2015 Target value: yOutput: Indicator Indicator: Concessionaire under proposed PPP-scheme selected by 2015 Data Source: Concession agreement Baseline value: y Baseline value: y Target year: 2015 Target value: yOutput: Indicator Indicator: Safeguard documents prepared by 2014 Data Source: Safeguard documents Baseline value: y Baseline value: y Target year: 2014 Target value: yAgreed upon design of the Dhaka?Chittagong Expressway for implementation under a PPPSubmission and approval of feasibility study including recommended PPP scheme in 2014 Data Source: Project feasibility study and detailed design reports Baseline value: ySubmission and approval of design and PPP contract documents in 2015 Data Source: Draft PPP concession agreement Baseline value: y XM-DAC-46004-40448-013-LN2859Asian Development BankWith the approval of the National Education Policy (NEP), the government has embarked on a comprehensive reform process to strengthen access, quality, equity and relevance of education in Bangladesh. In 2011 a new phase of the primary education reform program started, with ADB as one of the key partners. The TQI-I and TQI-II projects are core building blocks to strengthen quality of secondary education in line with the reforms proposed in the NEP. Building on TQI-I achievements and gaps, TQI-II includes the following features to enhance teacher quality: (i) establishing partnerships between universities and teacher training colleges (TTCs) to enhance content and pedagogical knowledge of teachers and recognizing prior learning within an integrated teacher development framework; (ii) developing one of the TTCs as a center of excellence for teaching English; (iii) introducing teacher and head teacher competencies, and institutionalizing teacher classroom performance monitoring by head teachers; (iv) piloting computer aided learning to support the government's large investments envisaged in the use of computers and multi-media to enhance teaching and learning; (v) providing incentives to enhance inclusive education; and (vi) strengthening teaching and learning and equity by enhancing the use of innovation development fund. TQI-II will by developing a strengthened, integrated and more inclusive teacher education system, support improved learning outcomes in secondary education. TQI-II has the following four components: (i) strengthened teacher development and institutional and organizational capacity to ensure registration of all teachers, establishment of a robust accreditation system for quality assurance of training providers, and application of newly acquired knowledge by teachers; (ii) enhanced teacher training programs and delivery systems (pre-service, in-service and CPD) to ensure synergy of training programs to meet agreed teacher and head teacher competencies; (iii) targeted support for inclusive education to increase the proportion of female teachers and support for remedial teaching where student performance is low; and (iv) quality project management for effective implementation and effective monitoring and reporting.Asian Development BankMinistry of EducationAsian Development BankAsian Development BankFaiza Ahadhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=40448-013 (Closed)&officer= fahad@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshPanchagarh District26.33333 88.56667Dinajpur District25.61667 88.75Kushtia District23.83333 88.91667Pirojpur District21.94063 89.78011Satkhira District22.35 89.15Jhenaidah District23.5 89.16667Cox's Bazar District21.58389 92.01528Bandarban District22 92.33333Chengmi23.16667 91.9Noakhali District22.75 91.16667Chandpur District23.25 90.83333Brahmanbaria District23.98333 91.16667Habiganj District24.43333 91.41667Moulvibazar District24.5 91.83333Sunamganj District24.86667 91.41667Gopalganj District23.16667 89.91667Gazipur District25.25 89.5Jamalpur District25 89.83333Netrakona District24.86667 90.86667Chapai Nawabganj District24.68333 88.25Jaipurhat District25.08333 89.1Naogaon24.8118 88.94657Kishoreganj District24.4333 90.7833Barguna District22.13333 90.13333Bhola District22.36667 90.81667Lalmonirhat District26 89.25Dhaka23.7104 90.40744Governance and capacity developmentInclusive economic growthGender Equity and Mainstreaming70000000Asian Development BankMinistry of Education5913182.92Asian Development BankMinistry of Education66002.42Asian Development BankMinistry of Education1313184.59Asian Development BankMinistry of Education1375287.29Asian Development BankMinistry of Education1458875.97Asian Development BankMinistry of Education379574.28Asian Development BankMinistry of Education5499453.31Asian Development BankMinistry of Education2131474.75Asian Development BankMinistry of Education4662108.86Asian Development BankMinistry of Education2160577.68Asian Development BankMinistry of Education6147679.49Asian Development BankMinistry of Education3684414.43Asian Development BankMinistry of Education1517472.04Asian Development BankMinistry of Education144281.70Asian Development BankMinistry of Education1510961.38Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education1345847.92Asian Development BankMinistry of Education228721.57Asian Development BankMinistry of Education85887.93Asian Development BankMinistry of Education79997.58Asian Development BankMinistry of Education1735889.76Asian Development BankMinistry of Education786810.03Asian Development BankMinistry of Education552245.88Asian Development BankMinistry of Education162829.74Asian Development BankMinistry of Education12125.00Asian Development BankMinistry of Education663254.94Asian Development BankMinistry of Education1483211.09Asian Development BankMinistry of Education7234.00Asian Development BankMinistry of Education113056.82Asian Development BankMinistry of Education48964.07Asian Development BankMinistry of Education12732.00Asian Development BankMinistry of Education100028.71Asian Development BankMinistry of Education33856.58Asian Development BankMinistry of Education183048.15Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education4980.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education98856.00Asian 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Development BankMinistry of Education0.00Asian Development BankMinistry of Education276615.82Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education293016.14Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education284961.27Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education254143.45Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education253043.17Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education248680.02Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education289066.58Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education249349.35Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of EducationPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Strengthened teacher development institutional and organizational capacity for secondary schools and Madrasah Indicator: 1) One-year action plan approved to formally adopt organization and institution reforms, with screening mechanism for TTC and facilities for female teachers (2013). Progress/Status: Done. Data Source: Approved one year action plan Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2013 Target value: YOutput: 1. Strengthened teacher development institutional and organizational capacity for secondary schools and Madrasah Indicator: 2) Study completed on an attractive secondary teacher career path to institutionalize high quality recruits, considering women's needs (2017). Progress/Status: Study completed. Data Source: Study report Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2017 Target value: YOutput: 1. Strengthened teacher development institutional and organizational capacity for secondary schools and Madrasah Indicator: 3) Number of trained head teachers using teacher performance checklist and providing academic mentoring: 34,000 for secondary school by 2017 (2011 baseline: 0). Progress/Status: Total 34,151 (F-1814) (100%) head teachers already been trained in Mentoring and Monitoring teachers' classroom performance. Data Source: Data is not available in EMIS so we are using TQI-II progress report as data source Actual value: Output: 1. Strengthened teacher development institutional and organizational capacity for secondary schools and Madrasah Indicator: 4) Number of TTC and university partnerships signed: 2013, 0; 2014, 0; 2015, 4 ;2016, 6 (2011 baseline:0) (for3+1 or 4+1, new bachelor of education programs). Progress/Status: TTC-University partnership was not feasible, therefore it was dropped in consultation with ADB. (REF: 10th PSC meeting dated 30.06.2016, RDPP Appendix 9, p. 111, s3.8) It has been replaced by introducing B.Ed. merit scholarship to attract good teacher in teaching profession. (REF: According to RDPP, p 7, 11, and Annex 11). Data Source: MoE between TTCs & Universities as reflected in TQI-II progress reports Actual value: Output: 2. Enhanced teacher training programs and delivery systems. Indicator: 1) One-year bachelor of education curriculum upgraded to include new pedagogy competencies by 2015. Progress/Status: 22 B. Ed. Textbooks printed and distributed. Data Source: TQI-II progress report Baseline year: 2012 Baseline value: N Baseline year: 2012 Baseline value: N Target year: 2015 Target value: YOutput: 2. Enhanced teacher training programs and delivery systems. Indicator: 2) RPL established and teachers receive credits for previous trainings by 2017. Progress/Status: - RPL policy guideline have been prepared and approved by NTEC. - Two draft RPL guides have been validated through workshop of Assessment Specialists. - RPL implementation plan prepared. Data Source: TQI-II progress report Baseline year: 2012 Baseline value: N Baseline year: 2012 Baseline value: N Target year: 2017 Target value: YOutput: 2. Enhanced teacher training programs and delivery systems. Indicator: 3) Number of teachers completing in-service training for STC continued for first 2 years, and for bridging training on RPL-assessed gap from third year (years 1 and 2, 0; years 3 2,000, years 4, and 5, 3,000 (25% female). Progress/Status: From 2014 to June 2017, STC training provided to 2,146 (72%) teachers and there are no available teachers to enroll in the training. Data Source: TQI-II progress report Actual value: Output: 2. Enhanced teacher training programs and delivery systems. Indicator: 4) Number of teachers completing CPD training in agreed subjects (20,000) teachers per year) from 2014, including Madrasah (25% female for secondary schools) and all available female teachers in agreed subjects from Madrasah). Progress/Status: Total: 45,273 (96%) Teachers completed CPD training in agreed subjects (Including Schools & Madrasahs) of which female teachers are 9,837 (22%). Data Source: TQI-II progress report Actual value: Output: 2. Enhanced teacher training programs and delivery systems. Indicator: 5) Computer-aided learning (e-learning resources) demonstrated in 27 cluster center schools receiving e-learning lab and TTCs (2016). Progress/Status: The demonstration of the computer-aided learning (e-Learning resources) completed in 51 CCS cum e-Learning centers. Data Source: TQI-II Progress Report Actual value: Output: 2. Enhanced teacher training programs and delivery systems. Indicator: 6) Cluster centers schools upgraded with teaching facilities: 2011 baseline: 0; 2015, 14 schools; 2016 10 schools. Progress/Status: Out of 51 CCS all (construction of one CCS dropped) construction work completed 100%. Computer, Furniture and other equipment distributed in all 51 CCSs. Data Source: Completion report on cluster center schools model as reported in TQI-II progress report Actual value: Output: 2. Enhanced teacher training programs and delivery systems. Indicator: 7) A TTC developed into center of excellence for English language teaching (2016). Progress/Status: 3 TTCs have been developed into center of excellence (CoE) in 3 subjects (English, Math and Science). Research work completed in all CoEs. TTCs conducted training on research methodology and ICT digital contents based on B.Ed. Curriculum. Overseas Training (OST) activities dropped. Procurement of goods and services for 3 CoE's are completed except a few packages which are procured by concerned CoEs from their own fund. Data Source: TQI-II progress report Baseline year: 2012 Baseline value: N Baseline year: 2012 Baseline value: N Target year: 2016 Target value: YOutput: 3. Targeted support for inclusive education Indicator: 1) Number of eligible female receiving scholarships for pre-service training (300 scholarships per year: between 2015-2017). Progress/Status: In 2015-2017, Scholarship of Pre-Service Teachers training has been provided to total 825 (total achievement 92%) (female- 669, 81%) teachers including 86 Small Ethnic Community (SEC) Teachers (F-13, 15%). Data Source: TQI-II progress report Actual value: Output: 3. Targeted support for inclusive education Indicator: 2) Percentage of female members in secondary school management committees: 25% by 2017. Baseline: 15.66%. Progress/Status: Percentage of female members in SMC-20.87%. Data Source: Annual secondary education report (BANBEIS) Actual value: Output: 4. Quality project management Indicator: 1) Project (as revised by 2014 MTR) is implemented on time and within budget. Progress/Status: Project has been implemented as per MTR. Data Source: TQI-II progress report Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2016 Target value: YOutput: 4. Quality project management Indicator: 2) Biennial and annual teacher performance report prepared with sex-disaggregated data (to include madrasah). Progress/Status: Two Annual Teacher performance reports including madrasahs and two reports on Biennial census of all secondary schools with sex disaggregated data including madrasah have been published. Data Source: BANBEIS Report Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2016 Target value: YStrengthened, integrated and more inclusive secondary teacher education system.1. Percentage of teachers showing use of teaching competencies in the classroom by 2017(m/f). Progress/Status: Gr. 9-10 CPD: School- 24,124 (80%) Madrasah- 10,519 (35%) Total-34,643 (115%). Female-7,368 (24%) from both School & Madrasah. Data Source: Field Visit Report of TQI-II Project Actual value: 2. CPD target 45,200; 9-10 grade 35,000 (Secondary School 40% Madrasah 60% 20% women teachers from both institutions); 11-12 grade 10,200 (Secondary School 60% Madrasah 40% 20% women teachers from both institutions). Progress/Status: Gr. 11-12: CPD: College-8,970 (53%) and Madrasah-1,660 (10%) Total-10,630 (63%) Female-2,469 (23%) from both School & Madrasah. The total CPD achievement (Grade 9-12) is 45,273 (96%) as of December 2018. The accomplishment is based on the adjusted target of 47,200. Data Source: TQI-II Training Database Actual value: 3. Percentage of incumbent secondary teachers meeting NEP qualification requirements: 90% by 2017 for all teachers and for female teachers (2010 baseline: 66.5% for all teachers, 70.3 % for female teachers) Progress/Status: All teachers including madrasah- 93.11% Female teachers from both school & madrasah- 89%. Data Source: BANBEIS Census Report Actual value: 4. Percentage of new secondary teacher recruits meeting NEP qualification requirements:100% by 2017(m/f) a target total 5,000 out of which (45% secondary school & 55% madrasah; 20% women teachers from both institutions). Progress/Status: Out of the revised target of 3,000, a total of 2,146 (72%) of newly recruited secondary teachers met NEP qualification requirements. The total 2,146 includes 1610 (fem: 10%) teachers (75%) in Madrasah; and 536 (fem: 16%) teachers (25%) in Secondary schools. Data Source: Annual teacher performance report (BANBEIS) Actual value: 5. Percentage of all schools including madrasah meeting female teachers' target (20% female teachers in rural schools, 40% in urban schools) Urban: 100% by 2017(2010 baseline: 43%). Progress/Status: 43% Rural Schools have 20% female teachers and 26% urban schools have 40% female teachers. Data Source: Annual Teacher Performance report (BANBEIS) Actual value: 6. Percentage of female teachers: 28% by 2017 (2010 baseline: 23%). Progress/Status: Percentage of female teachers: 26% in 2018. Data Source: Annual Teacher Performance report (BANBEIS) Actual value: XM-DAC-46004-42169-013-LN2862Asian Development BankThe project will contribute to develop a sustainable urban transport system (UTS) in GCC, which forms part of north Greater Dhaka, through the delivery of a 20-kilometer (km) bus rapid transit (BRT) corridor. This pilot project provides a holistic solution for integrated urban mobility, bearing a demonstration effect as no modern mass transit system exists in Bangladesh yet.Asian Development BankLocal Government Engineering DepartmentRoads and Railways Division (RRD) - Ministry of CommunicationsAsian Development BankAsian Development BankMd. Saidur Rahmanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42169-013 (Active)&officer= adas@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshDhaka23.7104 90.40744Gazipura23.92336 90.3959Environmentally sustainable growthPrivate sector developmentPartnershipsInclusive economic growthEffective gender mainstreaming (EGM)100000000Asian Development BankLocal Government Engineering Department100062.36Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department75221.84Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department75361.09Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department75527.68Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department75823.83Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department321365.15Asian Development BankLocal Government Engineering Department107511.28Asian Development BankLocal Government Engineering Department78941.49Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department95584.76Asian Development BankLocal Government Engineering Department6332360.92Asian Development BankLocal Government Engineering Department81224.66Asian Development BankLocal Government Engineering Department115734.23Asian Development BankLocal Government Engineering Department101314.17Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department164745.58Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department90989.64Asian Development BankLocal Government Engineering Department85911.10Asian Development BankLocal Government Engineering Department136950.89Asian Development BankLocal Government Engineering Department501315.19Asian Development BankLocal Government Engineering Department7765761.30Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department164479.82Asian Development BankLocal Government Engineering Department77025.38Asian Development BankLocal Government Engineering Department198748.97Asian Development BankLocal Government Engineering Department210403.37Asian Development BankLocal Government Engineering Department748118.46Asian Development BankLocal Government Engineering Department1179107.25Asian Development BankLocal Government Engineering Department624424.72Asian Development BankLocal Government Engineering Department178814.05Asian Development BankLocal Government Engineering Department564642.55Asian Development BankLocal Government Engineering Department176474.00Asian Development BankLocal Government Engineering Department3649287.75Asian Development BankLocal Government Engineering Department932486.24Asian Development BankLocal Government Engineering Department1444862.99Asian Development BankLocal Government Engineering Department2025268.85Asian Development BankLocal Government Engineering Department3531868.62Asian Development BankLocal Government Engineering Department2955827.65Asian Development BankLocal Government Engineering Department3101125.78Asian Development BankLocal Government Engineering Department3779079.50Asian Development BankLocal Government Engineering Department836108.37Asian Development BankLocal Government Engineering Department467404.23Asian Development BankLocal Government Engineering Department634229.62Asian Development BankLocal Government Engineering Department408959.97Asian Development BankLocal Government Engineering Department5202620.66Asian Development BankLocal Government Engineering 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Development BankLocal Government Engineering Department2011347.31Asian Development BankLocal Government Engineering Department443391.31Asian Development BankLocal Government Engineering Department1954829.96Asian Development BankLocal Government Engineering Department5120004.48Asian Development BankLocal Government Engineering Department2415565.64Asian Development BankLocal Government Engineering Department2986962.41Asian Development BankLocal Government Engineering Department3993854.91Asian Development BankLocal Government Engineering Department4024753.48Asian Development BankLocal Government Engineering Department5467287.80Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department836654.31Asian Development BankLocal Government Engineering Department7176269.04Asian Development BankLocal Government Engineering Department773037.41Asian Development BankLocal Government Engineering Department601235.36Asian Development 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Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2318709.53Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2749492.33Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2793691.94Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2772815.34Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2310332.34Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2244460.50Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1941694.75Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Main urban transport corridor of DNCC and GCC restructured Indicator: 1a. 20.5 km BRT route, mixed traffic lanes, NMT lanes, sidewalks, and terminal and depot in Gazipur completed by 22022 as per design and international quality standards, including safety design features for women, children, and the disabled (2012 baseline: none) (OP 1.3.1.: OP 2.5.2: OP 3.1.3: OP 3.2.5: OP 4.1.2: OP 4.3.1: OP 4.3.2) Achievement: 90 Progress/Status: As of 30 June 2026, the overall implementation progress (physical) of the project (Phase 2) is estimated at 77%. The project performance is rated satisfactory. The procurement of all the civil works packages and recruitment of supervision consultants is completed. The progress of contract 1 and contract 2 are 97% and 96% respectively and the progress of contract 3 and contract 4 is 100%. RDPP approval is still pending. The loan has been extended by six months, up to 31 December 2026, following the Government's request. This extension will allow the Government to decide whether to proceed with the project. Data Source: PMU/ DBRTCL annual reportsOutput: 1. Main urban transport corridor of DNCC and GCC restructured Indicator: 90% flood-free days along the corridor by 2022. (OP 3.2.1) Achievement: 90 Progress/Status: Completed. Data Source: DBRTCL annual reportsOutput: 1. Main urban transport corridor of DNCC and GCC restructured Indicator: 1c. 20 meter stretch in 62 access roads improved for NMT by 2019 (OP 1.3.1 : OP 2.5.2: OP 3.1.3: OP 3.2.5: OP 4.1.2: OP 4.3.1: OP 4.3.2) Achievement: 100 Progress/Status: Completed. Data Source: PMU/ DBRTCL annual reportsOutput: 2. Quality of the urban corridor along the GCC improved Indicator: 2a. 95% of the days will have streetlights in the evening along the corridor by 2023. (2012 baseline: 0) (OP 2.1.4; OP 2.4.1; OP 3.1.3; OP 3.1.5) Progress/Status: Contract was signed on 10 June 2024.The solar-powered streetlights contract package experienced delays due to complexities in opening letters of credit (LC) for importing components (solar panels, lights, poles, etc.) following a change in management at the issuing bank due to a recent government changeover. Data Source: DBRTCL annual reports Actual value: Output: 2. Quality of the urban corridor along the GCC improved Indicator: Traffic accidents within the corridor per year are reduced by 20% by 2023. (2012 baseline: 53) (OP 1.3.1.; OP 3.1.3; OP 3.2.5; OP 4.1.2; OP 4.3.1; OP 4.3.2) Progress/Status: It will be assessed at the end of the project. Data Source: Traffic police annual reports Actual value: Output: 2. Quality of the urban corridor along the GCC improved Indicator: Average travel time by bus from Gazipur to airport decreased by 50% by 2023 (2011 baseline: 80 minutes) (OP 3.1.5; OP 4.3.1; OP 4.3.2) Achievement: . Progress/Status: It will be assessed at the end of the project. Data Source: . DTCA and DBRTCL SPO annual reports Actual value: .Output: 2. Quality of the urban corridor along the GCC improved Indicator: Municipal infrastructure 24.10 km drains, and 66 local roads) improved by 2019 (target: 30% women participation in design) (2012 baseline: 0) (OP 1.3.1; OP 2.5.2; OP 3.1.3; OP 3.2.5; OP 4.1.2; OP 4.3.1; OP 4.3.2) Achievement: 66 Progress/Status: completed Data Source: . Project progress reportsThe public transport system is improved in DNCC and GCC.BRT corridor development benefiting a population of 1 million residents (2012 baseline: 0) (OP 4.3.1; OP 4.3.2; OP 2.1.4) Progress/Status: It will be assessed at the end of the project. Data Source: DBRTCL claim book and socioeconomic and perception survey Actual value: BRT achieves 100,000 passengers/day ridership (at least 30% women) in first year of operation. (2012 baseline: none) (OP 4.3.1; OP 4.3.2; OP 2.1.4) Progress/Status: It will be assessed at the end of the project. Data Source: DBRTCL annual reports Actual value: Modal share of public transport increases to 50% (2011 baseline: 40%) (OP 4.3.1; OP 4.3.2; OP 2.1.4). Progress/Status: It will be assessed at the end of the project. Data Source: DBRTCL annual reports/DTCA annual reports Actual value: XM-DAC-46004-42169-013-LN2863Asian Development BankThe project will contribute to develop a sustainable urban transport system (UTS) in GCC, which forms part of north Greater Dhaka, through the delivery of a 20-kilometer (km) bus rapid transit (BRT) corridor. This pilot project provides a holistic solution for integrated urban mobility, bearing a demonstration effect as no modern mass transit system exists in Bangladesh yet.Asian Development BankLocal Government Engineering DepartmentRoads and Railways Division (RRD) - Ministry of CommunicationsAsian Development BankAsian Development BankMd. Saidur Rahmanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42169-013 (Active)&officer= adas@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshDhaka23.7104 90.40744Gazipura23.92336 90.3959Environmentally sustainable growthPrivate sector developmentPartnershipsInclusive economic growthEffective gender mainstreaming (EGM)15000000Asian Development BankLocal Government Engineering Department783607.26Asian Development BankLocal Government Engineering Department59685.10Asian Development BankLocal Government Engineering Department106948.31Asian Development BankLocal Government Engineering Department228692.88Asian Development BankLocal Government Engineering Department42890.35Asian Development BankLocal Government Engineering Department9955.74Asian Development BankLocal Government Engineering Department178039.40Asian Development BankLocal Government Engineering Department370708.68Asian Development BankLocal Government Engineering Department174915.99Asian Development BankLocal Government Engineering Department54126.52Asian Development BankLocal Government Engineering Department243520.16Asian Development BankLocal Government Engineering Department99136.11Asian Development BankLocal Government Engineering Department10557.99Asian Development BankLocal Government Engineering Department10791.99Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department24134.12Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department64674.07Asian Development BankLocal Government Engineering Department28943.35Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department46936.31Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department129684.61Asian Development 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Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department33412.23Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department32358.98Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department36743.28Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department95172.21Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department75423.39Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department72755.33Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department86056.61Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department81903.14Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Main urban transport corridor of DNCC and GCC restructured Indicator: 1a. 20.5 km BRT route, mixed traffic lanes, NMT lanes, sidewalks, and terminal and depot in Gazipur completed by 22022 as per design and international quality standards, including safety design features for women, children, and the disabled (2012 baseline: none) (OP 1.3.1.: OP 2.5.2: OP 3.1.3: OP 3.2.5: OP 4.1.2: OP 4.3.1: OP 4.3.2) Achievement: 90 Progress/Status: As of 30 June 2026, the overall implementation progress (physical) of the project (Phase 2) is estimated at 77%. The project performance is rated satisfactory. The procurement of all the civil works packages and recruitment of supervision consultants is completed. The progress of contract 1 and contract 2 are 97% and 96% respectively and the progress of contract 3 and contract 4 is 100%. RDPP approval is still pending. The loan has been extended by six months, up to 31 December 2026, following the Government's request. This extension will allow the Government to decide whether to proceed with the project. Data Source: PMU/ DBRTCL annual reportsOutput: 1. Main urban transport corridor of DNCC and GCC restructured Indicator: 90% flood-free days along the corridor by 2022. (OP 3.2.1) Achievement: 90 Progress/Status: Completed. Data Source: DBRTCL annual reportsOutput: 1. Main urban transport corridor of DNCC and GCC restructured Indicator: 1c. 20 meter stretch in 62 access roads improved for NMT by 2019 (OP 1.3.1 : OP 2.5.2: OP 3.1.3: OP 3.2.5: OP 4.1.2: OP 4.3.1: OP 4.3.2) Achievement: 100 Progress/Status: Completed. Data Source: PMU/ DBRTCL annual reportsOutput: 2. Quality of the urban corridor along the GCC improved Indicator: 2a. 95% of the days will have streetlights in the evening along the corridor by 2023. (2012 baseline: 0) (OP 2.1.4; OP 2.4.1; OP 3.1.3; OP 3.1.5) Progress/Status: Contract was signed on 10 June 2024.The solar-powered streetlights contract package experienced delays due to complexities in opening letters of credit (LC) for importing components (solar panels, lights, poles, etc.) following a change in management at the issuing bank due to a recent government changeover. Data Source: DBRTCL annual reports Actual value: Output: 2. Quality of the urban corridor along the GCC improved Indicator: Traffic accidents within the corridor per year are reduced by 20% by 2023. (2012 baseline: 53) (OP 1.3.1.; OP 3.1.3; OP 3.2.5; OP 4.1.2; OP 4.3.1; OP 4.3.2) Progress/Status: It will be assessed at the end of the project. Data Source: Traffic police annual reports Actual value: Output: 2. Quality of the urban corridor along the GCC improved Indicator: Average travel time by bus from Gazipur to airport decreased by 50% by 2023 (2011 baseline: 80 minutes) (OP 3.1.5; OP 4.3.1; OP 4.3.2) Achievement: . Progress/Status: It will be assessed at the end of the project. Data Source: . DTCA and DBRTCL SPO annual reports Actual value: .Output: 2. Quality of the urban corridor along the GCC improved Indicator: Municipal infrastructure 24.10 km drains, and 66 local roads) improved by 2019 (target: 30% women participation in design) (2012 baseline: 0) (OP 1.3.1; OP 2.5.2; OP 3.1.3; OP 3.2.5; OP 4.1.2; OP 4.3.1; OP 4.3.2) Achievement: 66 Progress/Status: completed Data Source: . Project progress reportsThe public transport system is improved in DNCC and GCC.BRT corridor development benefiting a population of 1 million residents (2012 baseline: 0) (OP 4.3.1; OP 4.3.2; OP 2.1.4) Progress/Status: It will be assessed at the end of the project. Data Source: DBRTCL claim book and socioeconomic and perception survey Actual value: BRT achieves 100,000 passengers/day ridership (at least 30% women) in first year of operation. (2012 baseline: none) (OP 4.3.1; OP 4.3.2; OP 2.1.4) Progress/Status: It will be assessed at the end of the project. Data Source: DBRTCL annual reports Actual value: Modal share of public transport increases to 50% (2011 baseline: 40%) (OP 4.3.1; OP 4.3.2; OP 2.1.4). Progress/Status: It will be assessed at the end of the project. Data Source: DBRTCL annual reports/DTCA annual reports Actual value: XM-DAC-46004-42169-013-LN2864Asian Development BankThe project will contribute to develop a sustainable urban transport system (UTS) in GCC, which forms part of north Greater Dhaka, through the delivery of a 20-kilometer (km) bus rapid transit (BRT) corridor. This pilot project provides a holistic solution for integrated urban mobility, bearing a demonstration effect as no modern mass transit system exists in Bangladesh yet.Asian Development BankLocal Government Engineering DepartmentRoads and Railways Division (RRD) - Ministry of CommunicationsAsian Development BankAsian Development BankMd. Saidur Rahmanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42169-013 (Active)&officer= adas@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshDhaka23.7104 90.40744Gazipura23.92336 90.3959Environmentally sustainable growthPrivate sector developmentPartnershipsInclusive economic growthEffective gender mainstreaming (EGM)45000000Asian Development BankLocal Government Engineering Department2845939.22Asian Development BankLocal Government Engineering Department89527.66Asian Development BankLocal Government Engineering Department166913.52Asian Development BankLocal Government Engineering Department343039.31Asian Development BankLocal Government Engineering Department72482.66Asian Development BankLocal Government Engineering Department14933.60Asian Development BankLocal Government Engineering Department274609.18Asian Development BankLocal Government Engineering Department556095.39Asian Development BankLocal Government Engineering Department270187.71Asian Development BankLocal Government Engineering Department81189.76Asian Development BankLocal Government Engineering Department348932.52Asian Development BankLocal Government Engineering Department172914.54Asian Development BankLocal Government Engineering Department23558.32Asian Development BankLocal Government Engineering Department16187.97Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department36201.19Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department97113.18Asian Development BankLocal Government Engineering Department51030.07Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department264931.38Asian Development 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Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department-237022.10Asian Development BankLocal Government Engineering Department103893.23Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department522527.65Asian Development BankLocal Government Engineering Department50505.87Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department163348.27Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department56077.74Asian Development BankLocal Government Engineering Department75748.32Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering 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Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department271802.79Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department226289.32Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department217450.53Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department257302.78Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department244980.48Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Main urban transport corridor of DNCC and GCC restructured Indicator: 1a. 20.5 km BRT route, mixed traffic lanes, NMT lanes, sidewalks, and terminal and depot in Gazipur completed by 22022 as per design and international quality standards, including safety design features for women, children, and the disabled (2012 baseline: none) (OP 1.3.1.: OP 2.5.2: OP 3.1.3: OP 3.2.5: OP 4.1.2: OP 4.3.1: OP 4.3.2) Achievement: 90 Progress/Status: As of 30 June 2026, the overall implementation progress (physical) of the project (Phase 2) is estimated at 77%. The project performance is rated satisfactory. The procurement of all the civil works packages and recruitment of supervision consultants is completed. The progress of contract 1 and contract 2 are 97% and 96% respectively and the progress of contract 3 and contract 4 is 100%. RDPP approval is still pending. The loan has been extended by six months, up to 31 December 2026, following the Government's request. This extension will allow the Government to decide whether to proceed with the project. Data Source: PMU/ DBRTCL annual reportsOutput: 1. Main urban transport corridor of DNCC and GCC restructured Indicator: 90% flood-free days along the corridor by 2022. (OP 3.2.1) Achievement: 90 Progress/Status: Completed. Data Source: DBRTCL annual reportsOutput: 1. Main urban transport corridor of DNCC and GCC restructured Indicator: 1c. 20 meter stretch in 62 access roads improved for NMT by 2019 (OP 1.3.1 : OP 2.5.2: OP 3.1.3: OP 3.2.5: OP 4.1.2: OP 4.3.1: OP 4.3.2) Achievement: 100 Progress/Status: Completed. Data Source: PMU/ DBRTCL annual reportsOutput: 2. Quality of the urban corridor along the GCC improved Indicator: 2a. 95% of the days will have streetlights in the evening along the corridor by 2023. (2012 baseline: 0) (OP 2.1.4; OP 2.4.1; OP 3.1.3; OP 3.1.5) Progress/Status: Contract was signed on 10 June 2024.The solar-powered streetlights contract package experienced delays due to complexities in opening letters of credit (LC) for importing components (solar panels, lights, poles, etc.) following a change in management at the issuing bank due to a recent government changeover. Data Source: DBRTCL annual reports Actual value: Output: 2. Quality of the urban corridor along the GCC improved Indicator: Traffic accidents within the corridor per year are reduced by 20% by 2023. (2012 baseline: 53) (OP 1.3.1.; OP 3.1.3; OP 3.2.5; OP 4.1.2; OP 4.3.1; OP 4.3.2) Progress/Status: It will be assessed at the end of the project. Data Source: Traffic police annual reports Actual value: Output: 2. Quality of the urban corridor along the GCC improved Indicator: Average travel time by bus from Gazipur to airport decreased by 50% by 2023 (2011 baseline: 80 minutes) (OP 3.1.5; OP 4.3.1; OP 4.3.2) Achievement: . Progress/Status: It will be assessed at the end of the project. Data Source: . DTCA and DBRTCL SPO annual reports Actual value: .Output: 2. Quality of the urban corridor along the GCC improved Indicator: Municipal infrastructure 24.10 km drains, and 66 local roads) improved by 2019 (target: 30% women participation in design) (2012 baseline: 0) (OP 1.3.1; OP 2.5.2; OP 3.1.3; OP 3.2.5; OP 4.1.2; OP 4.3.1; OP 4.3.2) Achievement: 66 Progress/Status: completed Data Source: . Project progress reportsThe public transport system is improved in DNCC and GCC.BRT corridor development benefiting a population of 1 million residents (2012 baseline: 0) (OP 4.3.1; OP 4.3.2; OP 2.1.4) Progress/Status: It will be assessed at the end of the project. Data Source: DBRTCL claim book and socioeconomic and perception survey Actual value: BRT achieves 100,000 passengers/day ridership (at least 30% women) in first year of operation. (2012 baseline: none) (OP 4.3.1; OP 4.3.2; OP 2.1.4) Progress/Status: It will be assessed at the end of the project. Data Source: DBRTCL annual reports Actual value: Modal share of public transport increases to 50% (2011 baseline: 40%) (OP 4.3.1; OP 4.3.2; OP 2.1.4). Progress/Status: It will be assessed at the end of the project. Data Source: DBRTCL annual reports/DTCA annual reports Actual value: XM-DAC-46004-45273-001-LN2865Asian Development BankBrick manufacturing process is energy intensive and a main source of greenhouse gas (GHG) emission and fine particulate pollution in Bangladesh. The proposed project intends to establish an equivalent of $50 million credit facility in local currency at Bangladesh Bank (central bank) for relending to participating financial intermediaries (PFIs) to construct more energy efficient and environmentally superior brick kilns. The credit facility has two components: one is to upgrade existing polluting brick kilns to a transitional design as an immediate measure to comply with the government directive (footnote 11) and reduce pollution, and the other is to promote the most advanced brick kiln pilots to demonstrate their operational and commercial viabilities in Bangladesh. The combined efforts, along with concerted donor assistances, will help catalyze domestic finance and leverage the demonstrative effect to build up sizeable clean brick manufacturing capacity in Bangladesh to eventually replace the existing pollution brick kilns and modernize the brick sector.Asian Development BankMinistry of FinanceAsian Development BankAsian Development BankMohammad Rashed Al Hasanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=45273-001 (Closed)&officer= malhasan@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90Private sector developmentInclusive economic growthEnvironmentally sustainable growthSome gender elements (SGE)30000000Asian Development BankMinistry of Finance3000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance10000000.00Asian Development 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BankMinistry of Finance0.00Asian Development BankMinistry of Finance174566.61Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance94911.04Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance87150.89Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance84214.69Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance317952.89Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance686700.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance803002.60Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance796341.58Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance802617.76Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance650449.44Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance649594.17Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance548308.98Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of FinancePerformanceFiduciaryOutput/s as listed by the project staff.Output: Designated credit facility, by catalyzing domestic resources, to finance upgrade to and construction of more energy-efficient brick kilns. Indicator: Credit facility made fully operational. Achievement: y Progress/Status: The credit facility under ADB through Bangladesh Bank is fully operational. Hybrid Hoffman kiln and tunnel kilns have been established under ADB financing. Data Source: Bangladesh Bank Agricultural Credit and Financial Inclusion Department (ACFID) report and development partners reports (e.g. the World Bank and United Nations Development Programme). Baseline year: 2012 Baseline value: N Baseline year: 2012 Baseline value: N Target year: 2019 Target value: Y Actual value: yOutput: Designated credit facility, by catalyzing domestic resources, to finance upgrade to and construction of more energy-efficient brick kilns. Indicator: Brick sector finance volume is at least $100 million by June 2015. Progress/Status: Will be measured during PCR. Data Source: Bangladesh Bank Agricultural Credit and Financial Inclusion Department (ACFID) report and development partners reports (e.g. the World Bank and United Nations Development Programme). Actual value: Output: Mitigated adverse working and social welfare conditions in ADB-funded brick kilns. Indicator: 100% compliance (by Participating financial intermediaries [PFIs]) with core labor standards and gender mainstreaming in all the kilns financed by the project. Progress/Status: Being complied with. The percentage will be reviewed during preparation of PCR. Data Source: Bangladesh Bank Agricultural Credit and Financial Inclusion Department (ACFID) report and development partners reports (e.g. the World Bank and United Nations Development Programme). Bangladesh Bank's participation agreements with PFIs (incorporating the compliance requirements), Bangladesh Bank review reports, capacity development technical assistance consultant reports, and periodic labor inspections by Ministry of Labour and Employment. Actual value: Replacement of polluting fixed chimney kilns (FCKs) with more energy-efficient kilns in Bangladesh's brick sector.Approved financing of at least 200 FCK upgrades to improved zigzag kilns by the end of 2019. Achievement: 0 Progress/Status: Owners are replacing their FCKs with zigzag kilns on their own without financing facility. About 60% around 4,000 of FCKs have been replaced. The mid-term review mission changed this component to establish HHK or tunnel kiln plant which are energy efficient and environment friendly. Data Source: (For all indicators) Survey and statistics from Bangladesh Brick Manufacturing Owners Association. Government statistics, e.g. from the Ministry Environment and Forests and/or Ministry of Industries.Reduction of FCKs by 50% by the end of 2019. Progress/Status: Will be assessed and measured during PCR. Data Source: (For all indicators) Survey and statistics from Bangladesh Brick Manufacturing Owners Association. Government statistics, e.g. from the Ministry Environment and Forests and/or Ministry of Industries. Actual value: Approved financing of at least 20 vertical shaft brick kilns (VSBKs) and 5 hybrid Hoffman kilns (HHKs) and/or tunnel kilns by the end of 2019. Progress/Status: VSBKS are not practicing in Bangladesh. 7 HHKs and 13 tunnel kilns financed by ADB are operational. Data Source: (For all indicators) Survey and statistics from Bangladesh Brick Manufacturing Owners Association. Government statistics, e.g. from the Ministry Environment and Forests and/or Ministry of Industries. Actual value: XM-DAC-46004-45273-001-LN2866Asian Development BankBrick manufacturing process is energy intensive and a main source of greenhouse gas (GHG) emission and fine particulate pollution in Bangladesh. The proposed project intends to establish an equivalent of $50 million credit facility in local currency at Bangladesh Bank (central bank) for relending to participating financial intermediaries (PFIs) to construct more energy efficient and environmentally superior brick kilns. The credit facility has two components: one is to upgrade existing polluting brick kilns to a transitional design as an immediate measure to comply with the government directive (footnote 11) and reduce pollution, and the other is to promote the most advanced brick kiln pilots to demonstrate their operational and commercial viabilities in Bangladesh. The combined efforts, along with concerted donor assistances, will help catalyze domestic finance and leverage the demonstrative effect to build up sizeable clean brick manufacturing capacity in Bangladesh to eventually replace the existing pollution brick kilns and modernize the brick sector.Asian Development BankMinistry of FinanceAsian Development BankAsian Development BankMohammad Rashed Al Hasanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=45273-001 (Closed)&officer= malhasan@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90Private sector developmentInclusive economic growthEnvironmentally sustainable growthSome gender elements (SGE)20000000Asian Development BankMinistry of Finance19975115.43Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance35713.83Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance381422.97Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance387797.68Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance382286.66Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance343955.11Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance364799.45Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance354719.31Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance355251.81Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance359343.46Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance368015.53Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance369075.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance371155.74Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance16920.50Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance98719.51Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance98525.46Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance89525.07Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance89086.87Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance89396.32Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance91801.33Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance86124.13Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance92947.42Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance93015.97Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance90804.96Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance89258.19Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance88108.64Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance89014.78Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance93984.20Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance138451.82Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance130592.68Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance115294.16Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance97672.33Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance124578.90Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance109273.31Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance109296.02Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance84493.86Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance123186.56Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance101586.45Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of FinancePerformanceFiduciaryOutput/s as listed by the project staff.Output: Designated credit facility, by catalyzing domestic resources, to finance upgrade to and construction of more energy-efficient brick kilns. Indicator: Credit facility made fully operational. Achievement: y Progress/Status: The credit facility under ADB through Bangladesh Bank is fully operational. Hybrid Hoffman kiln and tunnel kilns have been established under ADB financing. Data Source: Bangladesh Bank Agricultural Credit and Financial Inclusion Department (ACFID) report and development partners reports (e.g. the World Bank and United Nations Development Programme). Baseline year: 2012 Baseline value: N Baseline year: 2012 Baseline value: N Target year: 2019 Target value: Y Actual value: yOutput: Designated credit facility, by catalyzing domestic resources, to finance upgrade to and construction of more energy-efficient brick kilns. Indicator: Brick sector finance volume is at least $100 million by June 2015. Progress/Status: Will be measured during PCR. Data Source: Bangladesh Bank Agricultural Credit and Financial Inclusion Department (ACFID) report and development partners reports (e.g. the World Bank and United Nations Development Programme). Actual value: Output: Mitigated adverse working and social welfare conditions in ADB-funded brick kilns. Indicator: 100% compliance (by Participating financial intermediaries [PFIs]) with core labor standards and gender mainstreaming in all the kilns financed by the project. Progress/Status: Being complied with. The percentage will be reviewed during preparation of PCR. Data Source: Bangladesh Bank Agricultural Credit and Financial Inclusion Department (ACFID) report and development partners reports (e.g. the World Bank and United Nations Development Programme). Bangladesh Bank's participation agreements with PFIs (incorporating the compliance requirements), Bangladesh Bank review reports, capacity development technical assistance consultant reports, and periodic labor inspections by Ministry of Labour and Employment. Actual value: Replacement of polluting fixed chimney kilns (FCKs) with more energy-efficient kilns in Bangladesh's brick sector.Approved financing of at least 200 FCK upgrades to improved zigzag kilns by the end of 2019. Achievement: 0 Progress/Status: Owners are replacing their FCKs with zigzag kilns on their own without financing facility. About 60% around 4,000 of FCKs have been replaced. The mid-term review mission changed this component to establish HHK or tunnel kiln plant which are energy efficient and environment friendly. Data Source: (For all indicators) Survey and statistics from Bangladesh Brick Manufacturing Owners Association. Government statistics, e.g. from the Ministry Environment and Forests and/or Ministry of Industries.Reduction of FCKs by 50% by the end of 2019. Progress/Status: Will be assessed and measured during PCR. Data Source: (For all indicators) Survey and statistics from Bangladesh Brick Manufacturing Owners Association. Government statistics, e.g. from the Ministry Environment and Forests and/or Ministry of Industries. Actual value: Approved financing of at least 20 vertical shaft brick kilns (VSBKs) and 5 hybrid Hoffman kilns (HHKs) and/or tunnel kilns by the end of 2019. Progress/Status: VSBKS are not practicing in Bangladesh. 7 HHKs and 13 tunnel kilns financed by ADB are operational. Data Source: (For all indicators) Survey and statistics from Bangladesh Brick Manufacturing Owners Association. Government statistics, e.g. from the Ministry Environment and Forests and/or Ministry of Industries. Actual value: XM-DAC-46004-42177-013-LN2878Asian Development BankThe Asian Development Bank (ADB) supported Urban Primary Health Care Project (UPHCP) is one of the largest public-private partnerships (PPP) in the delivery of primary health care (PHC) in South Asia. The Government of Bangladesh with the assistance of ADB implemented the Urban Primary Health Care Project (UPHCP) from March 1998 to June 2005. The Second Urban Primary Health Care Project (UPHCP-II), supported by ADB and the Governments of the United Kingdom and Sweden, commenced in July 2005 and was completed in December 2012. A provision of $50 million has been made for the Bangladesh Urban Primary Health Care Services Delivery Project (UPHCSDP) in ADB's lending pipeline for 2012 in addition to $400,000 grant support for Supporting the Urban Primary Health Care Services Delivery Project in 2012. The UPHCSDP and the grant continue the provision of urban PHC, among others, through successful PPPs pioneered by UPHCP and UPHCP-II. With a density of 2,756 people per square kilometer (km2) in urban areas and 843 people per km2 overall, Bangladesh is the most densely populated country in the world (excluding a few city-states). Bangladesh is urbanizing at a rapid pace and the country's urban population is expected to reach 89.5 million (from 39.5 million in 2005) by 2030. According to one estimate, by 2020 the urban poor figure could be as high as 40%-60% of the urban population. Notwithstanding higher economic growth in urban areas, the absolute number of poor households is increasing in urban Bangladesh due to migration of rural poor into urban areas. Studies have shown that the health indicators of the urban poor are as worse as those of the rural poor because of poorer living conditions, and limited urban PHC. Failure to provide urban PHC can have serious negative externalities, e.g., spread of communicable diseases, debilitating epidemics, reduction in economic productivity, among others.Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & CoopAsian Development BankAsian Development BankFaiza Ahadhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42177-013 (Active)&officer= fahad@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshKishorganj24.43944 90.78291Khulna22.80978 89.56439Gazipura23.92336 90.3959Gopalganj23.22348 90.06041Dhaka23.7104 90.40744Kushtia23.9028 89.11943Barisal22.70497 90.37013Comilla23.46186 91.18504Narayanganj23.61352 90.50298Rajshahi24.374 88.60114Sirajganj24.45771 89.70802Sylhet24.89904 91.87198Rangpur25.74664 89.25166PartnershipsGovernance and capacity developmentPrivate sector developmentInclusive economic growthGender Equity and Mainstreaming50000000Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop9073961.77Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop37465.70Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop1282522.83Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop423071.26Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop726969.88Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop861969.15Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop2391141.49Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop3414047.97Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop2263716.58Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop4301170.35Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop2600613.13Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop2447620.77Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop742410.44Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop136457.90Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop949607.58Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop1940052.09Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop152575.78Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop1198413.73Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop2111175.28Asian Development BankLocal Govt 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Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop272351.93Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop266611.88Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & CoopPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: Original Project: 1. Permanent and functional inter-agency coordination structure for urban health is established by December 2013 2. All project ULBs have a functioning health department with at least 1 staff in each health department trained in PPP contract management and core project management skills by 31 December 2013 3. Gender-responsive data collection and analysis are computerized through HMIS in 80% of partnership areas by 31 Dec 2014 4. At least 50% increase in overall allocation to the urban PHC sustainability fund compared with the second project (2011 baseline: Tk38.5 million) 5. At least 5% per annum increase of ULB annual development plans and block grants allocated for PHC and public health related services (2011 baseline: No) Achievement: Y Progress/Status: 1. Achieved. Urban Health Coordination Committee has been formed headed by Additional Secretary (Urban Development) 2. Partially achieved. 3 out of 14 ULBs have a fully functioning health department. All PIU program officers participated in project management, and PPP contract management training. 3. Achieved. Data collection format in HMIS incorporates gender responsive data for client contacts and services delivered. 4. Achieved. As of July 2017, a total of BDT105.29 million has been deposited to the Urban Health Sustainability Fund 5. Achieved. The overall annual allocation for health activities has increased by at least 5% annually during the project period. Data Source: Project baseline and end-line surveys (household, facility-based, and qualitative) Project joint review missions Project training program evaluation Project quarterly progress reports Status report of Urban Health Sustainability Fund ULB annual development plans MOLGRDC sector budgets, PIU sector budgets Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2014 Target value: Y Actual value: YOutput: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: Central level permanent structure for administrating and coordinating urban health and nutrition established by April 2020 Progress/Status: Achieved. LGD had given specific responsibilities to Urban Development Wing-1 with necessary staffs to support “Urban Primary Health Care Services Delivery Project-Phase II”. Out of the designed manpower structure of the unit, one Administrative Officer and One Sr. Asst Secretary have been posted. Data Source: Project joint review missions, QPRs Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2020 Target value: YOutput: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: All project ULBs have a fully staffed and functioning health department, including a gender focal person or team with at least one staff in each department trained in PPP contract management and core project management skills to implement and monitor PHC, urban HMIS, and public health functions by June 2022 (2018 baseline: 0) Progress/Status: Partially achieved. Total positions in project ULBs (city corporation/municipality) health departments: 1,979. Existing manpower: 1,012. Each of 24 project ULBs has 1 Gender Focal Person. 11 Focal Persons from PIU participated in Project Management Training. Data Source: Project joint review missions, QPRs Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: Gender-responsive data collection and analysis in 80% of project ULBs use computerized HMIS by December 2022 (2018 baseline: 0) Progress/Status: Achieved. Gender responsive data management system established on 1st April 2023 at each 45 (100%) Partnership Areas and covers 100% computerized data collection through HMIS system. Data Source: Project joint review missions, QPRs Actual value: Output: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: Urban PHC budget line in LGD's nondevelopment revenue budget established by March 2022 (2018 baseline: NA) Progress/Status: Achieved. In January 2022, LGD has created two budget lines in the name of “Support for Primary Health Care Services” for city corporation and for municipalities separately under the non-development revenue budget of LGD. Data Source: Project joint review missions, QPRs Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: Financing for urban PHC provided through LGD's revenue budget for FY2021-2022 and each subsequent year (2018 baseline: NA) Progress/Status: Achieved. BDT30 million for City Corporation and BDT20 million for Municipalities have been allocated in for the FY 2021-22. In FY2022-2023 budget, LGD allocated BDT90 million for city corporation and BDT60 million for municipalities. Data Source: Project joint review missions, QPRs Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2024 Target value: YOutput: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: All project ULBs' organograms and reorganization plans submitted to LGD for approval by June 2022 (2018 baseline: NA) Progress/Status: Achieved. LGD issued a circular on 22 March 2021 defining the roles and responsibilities of LGD, MOHFW, Finance Division, and Ministry of Public Administration in primary health care services, aligned with the NUHS 2020. With reference to the circular, LGD sent an instruction letter to project ULBs on 10 January 2022 to identify the required manpower for health services to establish a “Model PHC Set-up” for the respective ULB. All project ULBs have submitted manpower requirement to LGD. Data Source: Project joint review missions, QPRs Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: Functional health emergencies preparedness and response plan finalized by March 2022 (2018 baseline: NA) Progress/Status: Achieved. Health emergencies preparedness and response plan has been prepared under UCCRTF and sent to all PAs in June 2020 to get the PA specific response plan. The plan is finalized for 38 PAs. On 26 June 2023, new 7 PAs received orientation on Health emergencies preparedness and response plan. After orientation, 7 PAs submitted the plan. Data Source: Project joint review missions, QPRs Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: At least four model ULBs selected for a pilot on direct management of urban PHC by July 2019 (2018 baseline: 0) Progress/Status: Achieved. MoU signed with four ULBs- Gopalganj, Kushtia, Chattogram (2 PAs), and Tarabo by 2020. Data Source: Project joint review missions, QPRs Actual value: Output: 2. Improved accessibility, quality, and utilization of urban PHC services, with a focus on the poor, women, and children, through PPP Indicator: 1. At least 30% of each of the major project healthcare services (including caesarian section) is provided free-of-charge to holders of government-issued red cards that identify them as poor. 2. At least 80% of facilities planned for construction and upgrading are functioning normally within 3 years of loan effectiveness (12 CRHCCs and 26 PHCCs) 3. At least 80% of children consulting project PHC services for acute respiratory infection receive correct treatment. 4. At least 80% of children consulting for diarrhea receive correct treatment. 5. 100% of partnership area NGOs achieves internal quality compliance (financial management, updated clinical registers, clinical waste management, inventory management). Progress/Status: 1. Achieved. About 30% of major healthcare services were provided free-of-charge to red cards holders. 2. Partially achieved. 10 CRHCCs (83% of planned) and 19 PHCCCs (73% of planned) were completed with delay. 7 maintenance works for CRHCCs and PHCCs and 4 unfinished works under UPHCP-II were completed. 3. Achieved. 100% of children received the treatment (ISI round IV Jan-Jun 2017) 4. Achieved. 99% children with diarrhea received correct treatment (ISI round IV Jan-Jun 2017) 5. Mostly achieved (90%+ on all parameters). PANGOs achieved internal quality compliance: 100% financial management, 92% updated clinical registers, 92% clinical waste management, 100% inventory management (ISI round IV Jan-Jun 2017). Data Source: Project baseline and end-line surveys (household, facility-based, qualitative) ISI Patient satisfaction survey (as part of project baseline and end-line survey) Project HMIS Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2015 Target value: YOutput: 2. Improved accessibility, quality, and utilization of urban PHC services, with a focus on the poor, women, and children, through PPP Indicator: 30% of urban health care services, including sexual and reproductive health and treatment of acute malnutrition, provided free to identified poor (2017 data: 34% [Q1 2017 QPR]) Progress/Status: Achieved. 31% (268,134 out of 878,682) of urban healthcare services (including sexual and reproductive health) provided free-of-charge to the identified urban poor. Data Source: Table 3.10 to 3.14, 4th round ISI Survey report. Data Source: ISI results, HMIS Actual value: Output: 2. Improved accessibility, quality, and utilization of urban PHC services, with a focus on the poor, women, and children, through PPP Indicator: Additional three CRHCCs and eight PHCCs (2018 baseline: 10 CRHCCs and 19 PHCCs) Progress/Status: Achieved. 3 CRHCCs and 8 PHCCs construction completed in 2025. Data Source: QPR Actual value: Output: 2. Improved accessibility, quality, and utilization of urban PHC services, with a focus on the poor, women, and children, through PPP Indicator: At least 80% of women in labor monitored using partograph (2018 baseline: NA) Progress/Status: Achieved. A total of 855 partographs were reviewed, based on the collection of 19 partographs from each of the 45 PA areas. Among these, 829 partographs (97.31%) were assessed as complete. Data Source: 4th round ISI Survey report. (Survey Period March-May 2025) Data Source: ISI results, HMIS, Project baseline, midline, and end line surveys (household, facility-based, and qualitative) Actual value: Output: 2. Improved accessibility, quality, and utilization of urban PHC services, with a focus on the poor, women, and children, through PPP Indicator: At least 80% of children under five consulting project PHC services for diarrhea in the last 2 weeks received oral rehydration therapy and zinc (2018 baseline: NA Progress/Status: Achieved. A total of 1,180 children were identified as having experienced diarrhea in the preceding two weeks during the end-line survey in May 2025. Among them, 1,160 (98%) children received treatment. Of those who received treatment, administered ORS, and zinc supplementation. Data Source: End line Survey Report 2025, Table 6.1. Data Source: ISI results, HMIS, Project baseline, midline, and end line surveys (household, facility-based, and qualitative) Actual value: Output: 2. Improved accessibility, quality, and utilization of urban PHC services, with a focus on the poor, women, and children, through PPP Indicator: 100% of partnership area service providers achieved internal quality compliance (financial management, updated clinical registers, clinical waste management, and inventory management (2012 baseline: NA) Progress/Status: Achieved. (100%) of 45 Partnership Areas service providers achieved internal quality compliance in the above areas; (i) Financial Management (ii) Updated Clinical Register (iii) Waste Management & (iv) Inventory Management. Note: Waste management system has been developed and established for all 45 PA areas through preparation of waste management manual, procurement and installation of waste management equipment including color-coded bins and autoclaves, and necessary training as well as waste disposal linked with local city corporations/municipalities/private entities (PRISM). Data Source: 4th round ISI Survey report, (i) Financial Management: - Section- 3.5. (ii) Updated Clinical Register: - Chapter-4. Section 4.1. (iii) Waste Management- Chapter- 4. Section 4.15. (iv) Inventory Management- Chapter- 5 .Section-5.6. Data Source: ISI results, QAT visits Actual value: Output: 2. Improved accessibility, quality, and utilization of urban PHC services, with a focus on the poor, women, and children, through PPP Indicator: Protective gears for doctors and health workers (PPE, gloves, masks, goggles, etc.), handwashing stations, screening booths, awareness campaign, and online training for doctors provided in 10 CRHCCs and 110 PHCCs in 24 existing PAs by Q3 2020 for response to COVID-19 emergency Progress/Status: Achieved in 2020. Protective equipment distributed among doctors and health workers in 24 CRHCCs and 110 PHCCs. Awareness program carried out in 24 existing PAs. Online training conducted for 180 doctors in 3 batches. Data Source: QPR Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2020 Target value: YOutput: 3. Effective support for decentralized project management Indicator: 1. A fully functional PMU with at least 20% of the staff female is established by loan effectiveness and PIUs are established in ULBs within 3 months of loan effectiveness. 2. Computerized FMIS is functioning fully in partnership areas by 31 December 2014, streamlining accounting procedures and processes at all levels of project implementation (PMU, PIUs, and partner NGOs). 3. Project monitoring and evaluation surveys, follow-up on findings, data collection, and quarterly progress reporting are implemented on schedule. Progress/Status: 1. Achieved. PMU and PIU were established. 23% (3 out of 13 filled staff) of PMU staff were female. 2. Partially achieved. Accounting system has been computerized using Tally software, although was not renewed from mid-2015 to Dec 2017. 3. Partially achieved. Delay in recruitment of PPM&E firm, and quarterly progress reporting by PMU. Data Source: Project HMIS Baseline year: 2012 Baseline value: N Baseline year: 2012 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: A fully functional PMU with at least 10% of the staff female is established by loan effectiveness and PIUs are established in ULBs within 3 months of loan effectiveness Progress/Status: Achieved in March 2019. Total Staff (PMU): Total: 33, Male: 28, Female: 5 (15%), Vacant: 2. (PIU): Total: 94 posts, Male: 41, Female: 7 (15%), Vacant: 46 Data Source: Project joint review missions, QPRs, HMIS Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2019 Target value: YOutput: Indicator Indicator: Computerized FMIS is functioning fully in partnership areas by March 2022, streamlining accounting procedures and processes at all levels of project implementation (PMU, PIUs, and partner service providers) (2018 data: partial use of FMIS) Progress/Status: Achieved. Computerized FMIS is functioning fully in partnership areas since December 2021 and it was customized and activated across PMU, PIUs and PANGOs under a common networked platform. Data Source: Project joint review mission, QPRs, HMIS Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: Indicator Indicator: Project monitoring and evaluation surveys, follow-ups on findings, data collection, and quarterly progress reporting are implemented on schedule Progress/Status: Achieved. 1st ISI survey has been conducted in September October 2023. 2nd ISI survey has been conducted in April - May 2024 End line survey completed in June 2025 and final report submitted in December. QAT visit held every month. Data Source: Project joint review mission, QPRs, HMIS Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2024 Target value: YOutput: Indicator Indicator: At least two persons from each project ULB trained on computerized financial management by June 2022 (2018 baseline: 0) Progress/Status: Achieved. Accounting software roll out is completed. Total 90 participants are trained from PANGOs, PIU, PMU & LGD. Data Source: Project training evaluations Actual value: Output: Indicator Indicator: Overall project: At least two persons from PMU and each project ULB trained on using HMIS (DHIS2) for project monitoring and evaluation, and gender-responsive urban PHC by December 2022 (2018 baseline: 0) Progress/Status: Achieved. ICT & HMIS Firm has completed training on HMIS System development for total 1,137 participants including PMU, PIU & 38 PANGOs. Data Source: Project training evaluations Actual value: Output: Indicator Indicator: Overall project: Climate-resilient health care infrastructure and services in at least 12 PHCCs by October 2020 (2018 baseline: 0) Progress/Status: Achieved. Climate-resilient health care infrastructure and services provided in 27 CRHCCs and 125 PHCCs. Type of infrastructure (Solar Energy System (SES) of Capacity 2KWp & 4KWp, General A/C, Split Type 1.5 Ton, Refrigerator, Blood Bank Refrigerator, LED Tube Light Super Star, LED Bulb Super Star, Auto shut-off device for OHT, Sink arrangement in health centers, Water Purifier, Jute-Bag, Apron, Hand Gloves, Mask, Waste Bin, Umbrella, Trolley) provide and installed. Solar Panel: 100%. Data Source: Project joint review mission, QPRs, HMIS Actual value: Original project (2012-2018): Sustainable good quality urban PHC services are provided in the project areas and target the poor and the needs of women and children Overall project: Sustainable good quality urban PHC services in the project areas (particularly to the poor, women and children) providedBy 2017, in project areas: 60% of births are attended by skilled health personnel (2012 baseline: 26.5% [BMMS, 2010]) Achievement: 73% Progress/Status: Achieved. 73% (End line survey 2018); 60% in health facility; 63.4% (UESD, 2016) Data Source: Project baseline and end-line surveys (household, facility-based and qualitative) ISI UHS ULB annual development plans Actual value: 73%At least 80% of growth monitoring and promotion performed on under-5 children (baseline: 43.3% UPHCP II 2008) Achievement: 100% Progress/Status: Achieved. 100% of under-5 (exclude neonate) visited health centers had anthropometry measured (MUAC, Ht & Wt) (January-June 2017, ISI-Round 4). Data Source: Project baseline and end-line surveys (household, facility-based and qualitative) ISI UHS ULB annual development plans Actual value: 100%At least 60% of eligible couples use modern contraceptives (baseline: 53% UHS 2006) Achievement: 62.8% Progress/Status: Achieved. 62.8% of eligible couples use modern contraceptives (endline household survey 2018). Data Source: Project baseline and end-line surveys (household, facility-based and qualitative) ISI UHS ULB annual development plans Actual value: 62.8%At least 80% of poor households are properly identified as eligible for free healthcare (baseline: 67% UPHCP II 2008) Achievement: 98% Progress/Status: Achieved. 98% of poor households are properly identified as eligible for free healthcare (98%, Annual Red Card Verification 2017). Data Source: Project baseline and end-line surveys (household, facility-based and qualitative) ISI UHS ULB annual development plans Actual value: 98%At least 80% of the poor access project health services when needed (baseline: 64.7% UPHCP II 2008) Achievement: 95% Progress/Status: Achieved. 95% (End line survey 2018). Data Source: Project baseline and end-line surveys (household, facility-based and qualitative) ISI UHS ULB annual development plans Actual value: 95%At least 90% of project clients express satisfaction with project services (baseline: 76% UPHCP II 2009) Achievement: 100% Progress/Status: Achieved - 100% of project clients express satisfaction with project services (100%, multi-areas assessment of ISI Round III 2016). Data Source: Project baseline and end-line surveys (household, facility-based and qualitative) ISI UHS ULB annual development plans Actual value: 100%Overall project: By 2025, for all outcome indicators: 70% of births are attended by skilled health personnel (2018 baseline: urban 63.4% [UESD, 2016]) Achievement: 66.5% Progress/Status: Achieved. 96% (10,153 births at project facilities out of 10,494 total deliveries) institutional deliveries. Data Source: The end line survey report, table 37. Data Source: Project baseline and end-line surveys (household) ISI Urban health surveys; UESD survey (every non-DHS years), BDHS (every 3 years) Actual value: 66.5%Overall project: 80% of children under five who visited health centers received nutritional screening and measured on anthropometry (MUAC, height, and weight) (2018 baseline: 64% of children under five, excluding neonates [2017 rapid assessment of 19 partnership areas]) Achievement: 100% Progress/Status: Achieved. 81.5% (13,271 out of 16,284 children under five who visited health centers) received nutritional screening and measured on anthropometry (MUAC, height, and weight). Data Source: The end line survey report, table 50. Data Source: Project baseline and end-line surveys (household) ISI Urban health surveys; UESD survey (every non-DHS years), BDHS (every 3 years) Actual value: 100%Overall project: 65% of currently married women of reproductive age (15-49 years old) use modern contraceptives (2018 baseline: urban 56.2% [BDHS, 2014]; urban 55.6% [UESD, 2016]) Progress/Status: Achieved. 89.59% [76,425 out of 85,480 of currently married women of reproductive age (15-49 years old)] use modern contraceptives. Data Source: 4th round ISI Survey report. 3.14 Family Planning, Annex-1. Remarks: Limitation of family planning commodities supplies from DGFP and license renewal issues of clinic has posed challenge to target achievement. Data Source: Project baseline and end-line surveys (household) ISI Urban health surveys; UESD survey (every non-DHS years), BDHS (every 3 years) Actual value: Overall project: 99% of poor households identified as eligble for free health care (2018 baseline: 98% [Annual Red Card Verification, 2017]) Achievement: 80% Progress/Status: Achieved. 99.3% (297,163) of poor households identified as eligible for free health care. (Data Source: Annual Red Card Verification Report published on 30 Sep 2023) The ultra-poor and poor identification surveys were carried out in December 2020 for old 27 PAs, and in 2022 for new 11 PAs. A total of 271,874 ultra-poor and poor HHs were identified, and 251,077 red cards have been distributed in 38 PAs. The identification survey has been completed in seven new PAs in 2023. 27,384 poor and ultra-poor HHs have been identified and 23,457 cards are distributed in the new 7 PAs. Data Source: Project baseline and end-line surveys (household) ISI Urban health surveys; UESD survey (every non-DHS years), BDHS (every 3 years) Actual value: 80%Overall project: 90% of urban population have access to public health service (2018 baseline: urban 88% [BDHS, 2014]) Progress/Status: Achieved. 94.62% (15,369 out of 16,200 households interviewed) have access to public health services and are aware of health services under UPHCSDP-II. Date source: The end line survey report, table 19. Data Source: Project baseline and end-line surveys (household) ISI Urban health surveys; UESD survey (every non-DHS years), BDHS (every 3 years) Actual value: Overall project: At least 90% of project clients express satisfaction with project services (2018 baseline: 74% [end line household survey 2018]) Achievement: 82% Progress/Status: Achieved. 98.37% in partnership agreement areas. Source: end line survey report. Data Source: Project baseline and end-line surveys (household) ISI Urban health surveys; UESD survey (every non-DHS years), BDHS (every 3 years) Actual value: 82% XM-DAC-46004-45084-002-LN2913Asian Development BankThis project is proposed under the Government of Bangladesh's Strategic Program for Climate Resilience (SPCR), prepared under the Pilot Program for Climate Resilience (PPCR). The PPCR is a part of the Strategic Climate Fund (SCF) within the Climate Investment Funds (CIF), to pilot and demonstrate ways to mainstream climate resilience in development planning and management. The SPCR was approved by the PPCR Sub-committee on 10 November 2010. Led by the Asian Development Bank (ADB), the World Bank and International Finance Corporation, proposed investments in the Bangladesh SPCR will focus on improving coastal embankments, rural connectivity, water supply and sanitation, promoting public-private financing, and capacity building for mainstreaming climate resilience, and knowledge management. As one of the projects approved for enhanced climate resilience under the SPCR, the Climate Resilient Infrastructure Improvement in Coastal Zone Project will improve livelihoods in the rural coastal districts vulnerable to climate variability and change.Asian Development BankLocal Government Engineering DepartmentAsian Development BankAsian Development BankMarjana Chowdhuryhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=45084-002 (Closed)&officer= mchowdhury@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshGopalganj District23.16667 89.91667Barisal District22.8 90.5Pirojpur District22.53671 90.00033Barguna District22.13333 90.13333Patuakhali District22.33333 90.33333Bhola District22.36667 90.81667Jhalokati District22.6 90.2Satkhira District22.35 89.15Bagerhat District22.4 89.75Madaripur District23.25 90.2Khulna District22.5 89.33333Shariyatpur District23.25 90.36667Inclusive economic growthPartnershipsEnvironmentally sustainable growthGovernance and capacity developmentEffective gender mainstreaming (EGM)20000000Asian Development BankLocal Government Engineering Department750000.00Asian Development BankLocal Government Engineering Department3270.38Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department3674.79Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department3398.40Asian Development BankLocal Government Engineering Department404538.10Asian Development BankLocal Government Engineering Department1108191.55Asian Development BankLocal Government Engineering Department4406694.82Asian Development BankLocal Government Engineering Department463192.61Asian Development BankLocal Government Engineering Department693258.29Asian Development BankLocal Government Engineering Department902149.86Asian Development BankLocal Government Engineering Department0.00Asian 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DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Improved road connectivity Indicator: At the end of the project (2018): 130 km of upazila (sub-district) roads upgraded and climate proofed (ADB and SCF) Achievement: 159 Progress/Status: 159.17 km of upazila (sub-district) roads upgraded and climate proofed. Data Source: For all indicators: LGED management information system database performanceOutput: 1. Improved road connectivity Indicator: 780 meters of bridges/culverts constructed or upgraded (ADB and SCF) Achievement: 0 Progress/Status: 1351.20 meters of bridges/culverts constructed or upgraded.Output: 1. Improved road connectivity Indicator: 174 km of union roads upgraded and climate proofed (IFAD) Achievement: 0 Progress/Status: 178.68 km of union roads upgraded and climate proofed. Output: 1. Improved road connectivity Indicator: 233 km of village roads upgraded and climate proofed (target: 50% women employment through labor contracting societies) (IFAD) Achievement: 0 Progress/Status: 373.54 km of village roads upgraded and climate proofed. Output: 1. Improved road connectivity Indicator: 2,270 meters of bridges/culverts constructed or upgraded (IFAD) Achievement: 0 Progress/Status: 4,072.92 meters of bridges/culverts constructed or upgraded.Output: 2. Improved market services Indicator: 88 growth centers and rural markets improved (target: 15% space allocation for women vendors) (ADB and SCF) Achievement: 0 Progress/Status: 97 nos. growth centers and rural markets improved. Data Source: For all indicators: LGED management information system database Output: 2. Improved market services Indicator: 186 community markets improved (target: 15% space allocation for women vendors) (IFAD) Achievement: 0 Progress/Status: 184 nos. community markets improved.Output: 2. Improved market services Indicator: 11 community markets enhanced through the addition of women's market sections (IFAD) Achievement: 0 Progress/Status: 14 community markets enhanced.Output: 2. Improved market services Indicator: 37 boat landing ghats (platforms) stages constructed or upgraded (IFAD) Achievement: 0 Progress/Status: 36 nos. boat landing ghats (platforms) stages constructed or upgraded. Output: 3. Enhanced climate change adaptation capacity Indicator: 15 multipurpose cyclone shelters constructed or extended (with separate corners for women) (KfW) Achievement: 0 Progress/Status: 12 multipurpose cyclone shelters constructed. Data Source: For all indicators: LGED management information system database Output: 3. Enhanced climate change adaptation capacity Indicator: 10 existing cyclone shelters improved (with separate corners for women) (KfW) Achievement: 0 Progress/Status: 10 existing cyclone shelters improved.Output: 3. Enhanced climate change adaptation capacity Indicator: 15 km of cyclone shelter access tracks upgraded (KfW) Achievement: 25.36 Progress/Status: 25.36 km of cyclone shelter access tracks upgradedOutput: 3. Enhanced climate change adaptation capacity Indicator: Construction of 5 killas (animal shelters) in selected locations (KfW) Achievement: 0 Progress/Status: 1 Killas completed. Rest four Killas were not constructed because of non-availability of sufficient land.Output: 3. Enhanced climate change adaptation capacity Indicator: LGED MIS and GIS enhanced (SCF) Achievement: N Progress/Status: LGED MIS and GIS enhanced Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2016 Target value: Y Actual value: NOutput: 3. Enhanced climate change adaptation capacity Indicator: Special web portal designed and operated (SCF) Achievement: Y Progress/Status: website established Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2016 Target value: Y Actual value: YOutput: 3. Enhanced climate change adaptation capacity Indicator: Community of practice established (SCF) Achievement: N Progress/Status: CCRIP website established. Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2016 Target value: Y Actual value: NOutput: 3. Enhanced climate change adaptation capacity Indicator: 100 training sessions conducted on climate-proofing of rural infrastructure and knowledge management (target: 15% women participation) (SCF, IFAD, and KfW) Achievement: 0 Progress/Status: 132 training sessions conducted Output: 3. Enhanced climate change adaptation capacity Indicator: Climate change assessment and adaptation strategy approved by December 2013 (SCF) Achievement: Y Progress/Status: Completed Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: 3. Enhanced climate change adaptation capacity Indicator: Climate-resilient rural infrastructure management plan for LGED approved by 2015 (SCF) Achievement: N Progress/Status: Completed Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2015 Target value: Y Actual value: NEnhanced climate resilience of coastal infrastructure in 12 rural coastal districts benefiting poor and womenInundation of upgraded infrastructure reduced by 75% (2012 baseline: 20 days) Progress/Status: Achieved. All roads were elevated beyond the normal flood level and there is no water logging. Data Source: Independent evaluation of resilience of infrastructure design Actual value: Average volume of vehicles per day on subproject roads increased to 550 (2012 baseline: 200) Progress/Status: Achieved. The growth in the motorized vehicles has been increased to 109.29% while the non-motorized vehicles decreased by 12.55%. Data Source: Household surveys data in project areas Actual value: Average vehicle operating costs on subproject roads reduced to Tk10/km (2012 baseline: Tk15/km) Progress/Status: Achieved. Average vehicle operating cost reduced for motorized vehicle and no-motorized vehicle are 41.5% and 43% respectively. Data Source: LGED MIS database Traffic data survey Actual value: Throughput of agricultural commodities in subproject growth center markets increased to 42,000 kg/day (2012 baseline: 23,000 kg/day) Progress/Status: Achieved. The commodity trading in terms of quantity in the market has been increased by 30.58%, while trading value has been increased by 79.48%. Data Source: Farmer surveys Actual value: 10,200 person-years of employment created (target: 20% women) Progress/Status: The number of permanent shops and temporary shops have been increased by 51.77% and 51.48% respectively. Data Source: Transport worker surveys Actual value: XM-DAC-46004-40540-014-LN2949Asian Development BankThe proposed project will (i) upgrade about 110 kilometers (km) of Dhaka-Northwest corridor by 4-laning of the Joydebpur-Chandra-Tangail-Hatikamrul Road and (ii) improve 2 land ports at Benapole and Burimari. This trunk road section forms part of a major international road corridor. The project will also strengthen the capacity of the road sector. By increasing road capacity of a major international trade corridor and enhancing land port capacity, the project will not only boost the national economy but also facilitate subregional cooperation and increase trades.Asian Development BankBangladesh Land Port AuthorityRoads and Highways DepartmentAsian Development BankAsian Development BankMd. Saidur Rahmanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=40540-014 (Closed)&officer= adas@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshJoydebpur25.60497 88.79512Burimari26.40542 88.91478Tangail District24.33853 89.98667Sirajganj District24.33333 89.61667Gaibandha District25.25 89.5Dinajpur District25.61667 88.75Tangail24.24984 89.91655Benapol23.04697 88.9059Chandra25.55901 89.47776Hatikumrul24.43237 89.55171Elenga24.33682 89.91274PartnershipsEnvironmentally sustainable growthInclusive economic growthRegional integrationGovernance and capacity developmentSome gender elements (SGE)198000000Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority962680.82Asian Development BankBangladesh Land Port Authority36933.47Asian Development BankBangladesh Land Port Authority252622.23Asian Development BankBangladesh Land 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Authority1098227.31Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority951017.22Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority1169172.18Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority962868.42Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port AuthorityPerformanceFiduciaryOutput/s as listed by the project staff.Output: 2. Improved operational efficiency of land ports (Benapole and Burimari) Indicator: Performance-based routine maintenance undertaken targeting women's participation at 50%, about 350 person-years. Achievement: y Progress/Status: This can be assessed during project implementation period. Data Source: Monitoring reports of the RHD and Ministry of Communications Baseline year: 2012 Baseline value: N Baseline year: 2012 Baseline value: N Target year: 2020 Target value: Y Actual value: yOutput: 3. Enhanced institutional capacity of RHD in developing and maintaining roads and bridges Indicator: 70 km of roads upgraded with climate resilient design and performance-based routine maintenance (60km for ADB and OFID and 10 km for ADFD). Achievement: 99.25 Progress/Status: ADB financed civil works comprising of 3 contracts (60 km), awarded in 15 September 2015 and works are in progress. As of 30 September 2021, physical progress for WP-1 is 91% WP-2 is 92%% and WP-3 is 99.00% . Data Source: Monitoring reports of the RHD and Ministry of Road Transport and BridgesOutput: Indicator Indicator: Two Land port upgraded, e.g: redevelopment of old sheds and truck terminal yard in Benapole, and provide covered shipment yards in Burimari Achievement: 100 Progress/Status: Completed 100% Data Source: Border Post Statistics of custom and Bangladesh Land Port AuthorityOutput: Indicator Indicator: An operational manual of material handling developed Achievement: Y Progress/Status: Completed Data Source: Border post staistic of customs and the Bangladesh Land Port Authority Baseline year: 2012 Baseline year: 2012 Target year: 2018 Target value: Y Actual value: YOutput: Indicator Indicator: Institution Development Action Plan fully implemented Achievement: 100 Progress/Status: The Physical Progress of RHD building is 100%. Purchasing Equipment for RHD building is completed and progress is 100%. Data Source: Monitoring Report of RHD and Ministry of Road Transport and BridgesOutput: Indicator Indicator: BLPA social, genderand health risk mitigationprograms implemeted Achievement: Y Progress/Status: Completed Data Source: Monitoring Report of RHD and Ministry of Road Transport and Bridges Baseline year: 2012 Baseline value: Y Baseline year: 2012 Baseline value: Y Target year: 2019 Target value: Y Actual value: YImproved road connectivity and efficiency of the Dhaka-Northwest international trade corridorAverage travel time along project major trade roads reduced by 40% (2012 baseline: 4.2 hours) Progress/Status: Average travel time along project major trade roads reduced by 75%. Data Source: Post-implementation measurement by consultants and RHD Base year: 2012 Baseline value: NWaiting time for border-crossing reduced by 10 hours (2012 baseline: 6.5 days) Progress/Status: The border crossing time has reduced significantly at Benapole Burimari land ports. The present border crossing time at Benapole is 3 days (average) and Burimari land port is about max 2 days. Data Source: Border post statistics of customs and the Bangladesh Land Port Authority Base year: 2012 Baseline value: NFatality rate along the project corridor reduced to 10% of the current level (2009 baseline: 160 fatal accidents) Progress/Status: Fatality rate along the project corridor has been reduced significantly. Data Source: Accident data collected by RHD and Police Base year: 2009 Baseline value: NBacklog of maintenance eliminated for national and regional roads, and to 30% for zilla (district) roads Progress/Status: Backlog of maintenance eliminated for national and regional roads about 18% by 2016 Data Source: Annual HDM report of RHD Base year: 2012 Baseline value: NAnnual length of roads developed and maintained per RHD engineer increased by 50% (2010 baseline: 7.9 km/engineer) Progress/Status: It has good progress. Data Source: Annual HDM report of RHD Base year: 2010 Baseline value: N XM-DAC-46004-43477-013-LN2951Asian Development BankThe program's impact will be a well functioning financial system that supports basic capital and investment needs, as well as Bangladesh's longer-term economic objectives. The program's outcome will be a deeper and more stable capital market. The program components include (i) strengthened market stability by enhancing SEC's role to develop the market, promoting financial stability through joint supervision of the financial system, strengthening regulatory measures, and developing a market surveillance system; (ii) enhanced market facilitation by developing a long-term vision for capital markets, upgrading accounting and auditing standards, expediting adjudication of enforcement actions, improving governance of listed companies, and pursuing demutualization of the stock exchanges; (iii) enhanced supply of equities and bonds; and (iv) enhanced demand for equity and debt securities.Asian Development BankFinancial Institutions Division-MOFAsian Development BankAsian Development BankSyed Shahhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=43477-013 (Closed)&officer= DUEJMA@GMAIL.COM&division= Public Management, Financial Sector and Trade Division, SARD&projectcountry= BangladeshBangladesh24 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Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF768145.33Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF807180.03Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1190602.72Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1217356.28Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1172531.46Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF882559.50Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF580936.68Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF229834.27Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF203555.96Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF172918.66Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF579326.98Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1312859.92Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1454855.39Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1367025.35Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1237017.95Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF920786.69Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF780660.44Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF565514.50Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOFPolicyPerformanceFiduciaryOutput/s as listed by the project staff.Output: Enhanced demand measures Indicator: Assets management companies allowed to reduce their exposure to equity securities below 75% by FY2013 Data Source: Bangladesh Bank rules and regulations SEC rules and regulation Executing agency progress reportsOutput: Enhanced demand measures Indicator: Tax advantage for ICB open-ended mutual funds removed by FY2013 (baseline:10% in FY2011) Data Source: Bangladesh Bank rules and regulations SEC rules and regulation Executing agency progress reportsOutput: Enhanced demand measures Indicator: Devolvement of government securities reduced to no more than 45% of total issuance by Bangladesh Bank by FY2014. (baseline: 65% in July 2012) Data Source: Bangladesh Bank rules and regulations SEC rules and regulation Executing agency progress reportsOutput: Enhanced market facilitation Indicator: SEC has been restructured to include the Office of Chief Accountant by FY2013Output: Enhanced market facilitation Indicator: Special tribunal for capital market related cases established by FY2013Output: Enhanced market facilitation Indicator: SEC Code of Governance implemented by FY2013Output: Enhanced market facilitation Indicator: Stock exchanges are de-mutualized by FY2013Output: Enhanced supply measures Indicator: IPO premiums reduced to 0% by FY2013 Data Source: Bangladesh Bank rules and regulations SEC rules and regulation Executing agency progress reports Actual value: Output: Enhanced supply measures Indicator: SEC regulation on private placement adopted by Q4 2012 Data Source: Bangladesh Bank rules and regulations SEC rules and regulation Executing agency progress reports Baseline year: 2012 Baseline value: N Baseline year: 2012 Baseline value: N Target year: 2012 Target value: YOutput: Enhanced supply measures Indicator: Corporate bond transaction tax reduced to 0% by FY2013 Data Source: Bangladesh Bank rules and regulations SEC rules and regulation Executing agency progress reports Actual value: Output: Enhanced supply measures Indicator: Stamp tax for the securitization of assets removed by FY2013 (baseline: stamp tax in place) Baseline year: 2012 Baseline value: Y Baseline year: 2012 Baseline value: Y Target year: 2013 Target value: NOutput: Strengthened market stability Indicator: SEC Act amendments adopted by 2012Output: Strengthened market stability Indicator: MOU to strengthen inter-agency committee to guarantee financial stability adopted by 2012Output: Strengthened market stability Indicator: Limit of exposure to equity risk reduced to a percentage of capital by FY2013Output: Strengthened market stability Indicator: Margin lending limits reduced to 1:0:5 by FY2013Output: Strengthened market stability Indicator: Electronic market surveillance operational by 2013A deeper and more stable capital marketStock market capitalization increases to Tk3000 billion by FY2014 Data Source: Reports by the Dhaka Stock Exchange and the Chittagong Stock Exchange Reports by the SEC Bangladesh Quarterly Economic Update Actual value: Enlistment of new securities increases to 545 by FY 2015 Data Source: Reports by the Dhaka Stock Exchange and the Chittagong Stock Exchange Reports by the SEC Bangladesh Quarterly Economic Update Actual value: Number of corporate bonds outstanding increase to 12 by FY2015 Data Source: Reports by the Dhaka Stock Exchange and the Chittagong Stock Exchange Reports by the SEC Bangladesh Quarterly Economic Update Actual value: XM-DAC-46004-43477-013-LN2952Asian Development BankThe program's impact will be a well functioning financial system that supports basic capital and investment needs, as well as Bangladesh's longer-term economic objectives. The program's outcome will be a deeper and more stable capital market. The program components include (i) strengthened market stability by enhancing SEC's role to develop the market, promoting financial stability through joint supervision of the financial system, strengthening regulatory measures, and developing a market surveillance system; (ii) enhanced market facilitation by developing a long-term vision for capital markets, upgrading accounting and auditing standards, expediting adjudication of enforcement actions, improving governance of listed companies, and pursuing demutualization of the stock exchanges; (iii) enhanced supply of equities and bonds; and (iv) enhanced demand for equity and debt securities.Asian Development BankFinancial Institutions Division-MOFAsian Development BankAsian Development BankSyed Shahhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=43477-013 (Closed)&officer= DUEJMA@GMAIL.COM&division= Public Management, Financial Sector and Trade Division, SARD&projectcountry= BangladeshBangladesh24 90Governance and capacity developmentPrivate sector developmentInclusive economic growth155000000Asian Development BankFinancial Institutions Division-MOF25246104.95Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF125005342.10Asian Development BankFinancial Institutions Division-MOF4513820.30Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF4490047.02Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF4081579.81Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF4289394.41Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF4175783.50Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF4212568.33Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF4277937.59Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF4244078.57Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF4347664.94Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF4316669.63Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF204178.43Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF128024.37Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF125693.21Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF510191.77Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF703507.77Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF720541.86Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF713566.90Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF692738.09Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF717548.11Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF733350.37Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF709477.17Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF708997.61Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF700147.12Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF692551.73Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF705125.78Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF807846.59Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF989763.77Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF943293.16Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF704639.28Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF954925.40Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF733271.67Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF758755.19Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF683660.86Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF863153.15Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF803901.01Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOFPolicyPerformanceFiduciaryOutput/s as listed by the project staff.Output: Enhanced demand measures Indicator: Assets management companies allowed to reduce their exposure to equity securities below 75% by FY2013 Data Source: Bangladesh Bank rules and regulations SEC rules and regulation Executing agency progress reportsOutput: Enhanced demand measures Indicator: Tax advantage for ICB open-ended mutual funds removed by FY2013 (baseline:10% in FY2011) Data Source: Bangladesh Bank rules and regulations SEC rules and regulation Executing agency progress reportsOutput: Enhanced demand measures Indicator: Devolvement of government securities reduced to no more than 45% of total issuance by Bangladesh Bank by FY2014. (baseline: 65% in July 2012) Data Source: Bangladesh Bank rules and regulations SEC rules and regulation Executing agency progress reportsOutput: Enhanced market facilitation Indicator: SEC has been restructured to include the Office of Chief Accountant by FY2013Output: Enhanced market facilitation Indicator: Special tribunal for capital market related cases established by FY2013Output: Enhanced market facilitation Indicator: SEC Code of Governance implemented by FY2013Output: Enhanced market facilitation Indicator: Stock exchanges are de-mutualized by FY2013Output: Enhanced supply measures Indicator: IPO premiums reduced to 0% by FY2013 Data Source: Bangladesh Bank rules and regulations SEC rules and regulation Executing agency progress reports Actual value: Output: Enhanced supply measures Indicator: SEC regulation on private placement adopted by Q4 2012 Data Source: Bangladesh Bank rules and regulations SEC rules and regulation Executing agency progress reports Baseline year: 2012 Baseline value: N Baseline year: 2012 Baseline value: N Target year: 2012 Target value: YOutput: Enhanced supply measures Indicator: Corporate bond transaction tax reduced to 0% by FY2013 Data Source: Bangladesh Bank rules and regulations SEC rules and regulation Executing agency progress reports Actual value: Output: Enhanced supply measures Indicator: Stamp tax for the securitization of assets removed by FY2013 (baseline: stamp tax in place) Baseline year: 2012 Baseline value: Y Baseline year: 2012 Baseline value: Y Target year: 2013 Target value: NOutput: Strengthened market stability Indicator: SEC Act amendments adopted by 2012Output: Strengthened market stability Indicator: MOU to strengthen inter-agency committee to guarantee financial stability adopted by 2012Output: Strengthened market stability Indicator: Limit of exposure to equity risk reduced to a percentage of capital by FY2013Output: Strengthened market stability Indicator: Margin lending limits reduced to 1:0:5 by FY2013Output: Strengthened market stability Indicator: Electronic market surveillance operational by 2013A deeper and more stable capital marketStock market capitalization increases to Tk3000 billion by FY2014 Data Source: Reports by the Dhaka Stock Exchange and the Chittagong Stock Exchange Reports by the SEC Bangladesh Quarterly Economic Update Actual value: Enlistment of new securities increases to 545 by FY 2015 Data Source: Reports by the Dhaka Stock Exchange and the Chittagong Stock Exchange Reports by the SEC Bangladesh Quarterly Economic Update Actual value: Number of corporate bonds outstanding increase to 12 by FY2015 Data Source: Reports by the Dhaka Stock Exchange and the Chittagong Stock Exchange Reports by the SEC Bangladesh Quarterly Economic Update Actual value: XM-DAC-46004-43477-013-LN2953Asian Development BankThe program's impact will be a well functioning financial system that supports basic capital and investment needs, as well as Bangladesh's longer-term economic objectives. The program's outcome will be a deeper and more stable capital market. The program components include (i) strengthened market stability by enhancing SEC's role to develop the market, promoting financial stability through joint supervision of the financial system, strengthening regulatory measures, and developing a market surveillance system; (ii) enhanced market facilitation by developing a long-term vision for capital markets, upgrading accounting and auditing standards, expediting adjudication of enforcement actions, improving governance of listed companies, and pursuing demutualization of the stock exchanges; (iii) enhanced supply of equities and bonds; and (iv) enhanced demand for equity and debt securities.Asian Development BankFinancial Institutions Division-MOFAsian Development BankAsian Development BankSyed Shahhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=43477-013 (Closed)&officer= DUEJMA@GMAIL.COM&division= Public Management, Financial Sector and Trade Division, SARD&projectcountry= BangladeshBangladesh24 90Governance and capacity developmentPrivate sector developmentInclusive economic growth50000000Asian Development BankFinancial Institutions Division-MOF30295018.55Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF19230915.61Asian Development BankFinancial Institutions Division-MOF1456058.44Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1448389.70Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1316627.23Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1383663.62Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1347015.25Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1358881.23Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1379967.90Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1369045.73Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1402460.40Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1392462.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF245011.64Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF153627.89Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF150830.10Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF196460.19Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF226462.71Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF232426.59Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF230180.81Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF223461.94Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF231465.08Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF236562.54Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF228861.58Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF228706.87Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF225851.91Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF223401.82Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF227457.92Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF260593.36Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF319275.83Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF304285.42Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF227300.98Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF308037.73Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF236537.15Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF244757.54Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF220533.80Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF278434.04Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF259320.60Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOFPolicyPerformanceFiduciaryOutput/s as listed by the project staff.Output: Enhanced demand measures Indicator: Assets management companies allowed to reduce their exposure to equity securities below 75% by FY2013 Data Source: Bangladesh Bank rules and regulations SEC rules and regulation Executing agency progress reportsOutput: Enhanced demand measures Indicator: Tax advantage for ICB open-ended mutual funds removed by FY2013 (baseline:10% in FY2011) Data Source: Bangladesh Bank rules and regulations SEC rules and regulation Executing agency progress reportsOutput: Enhanced demand measures Indicator: Devolvement of government securities reduced to no more than 45% of total issuance by Bangladesh Bank by FY2014. (baseline: 65% in July 2012) Data Source: Bangladesh Bank rules and regulations SEC rules and regulation Executing agency progress reportsOutput: Enhanced market facilitation Indicator: SEC has been restructured to include the Office of Chief Accountant by FY2013Output: Enhanced market facilitation Indicator: Special tribunal for capital market related cases established by FY2013Output: Enhanced market facilitation Indicator: SEC Code of Governance implemented by FY2013Output: Enhanced market facilitation Indicator: Stock exchanges are de-mutualized by FY2013Output: Enhanced supply measures Indicator: IPO premiums reduced to 0% by FY2013 Data Source: Bangladesh Bank rules and regulations SEC rules and regulation Executing agency progress reports Actual value: Output: Enhanced supply measures Indicator: SEC regulation on private placement adopted by Q4 2012 Data Source: Bangladesh Bank rules and regulations SEC rules and regulation Executing agency progress reports Baseline year: 2012 Baseline value: N Baseline year: 2012 Baseline value: N Target year: 2012 Target value: YOutput: Enhanced supply measures Indicator: Corporate bond transaction tax reduced to 0% by FY2013 Data Source: Bangladesh Bank rules and regulations SEC rules and regulation Executing agency progress reports Actual value: Output: Enhanced supply measures Indicator: Stamp tax for the securitization of assets removed by FY2013 (baseline: stamp tax in place) Baseline year: 2012 Baseline value: Y Baseline year: 2012 Baseline value: Y Target year: 2013 Target value: NOutput: Strengthened market stability Indicator: SEC Act amendments adopted by 2012Output: Strengthened market stability Indicator: MOU to strengthen inter-agency committee to guarantee financial stability adopted by 2012Output: Strengthened market stability Indicator: Limit of exposure to equity risk reduced to a percentage of capital by FY2013Output: Strengthened market stability Indicator: Margin lending limits reduced to 1:0:5 by FY2013Output: Strengthened market stability Indicator: Electronic market surveillance operational by 2013A deeper and more stable capital marketStock market capitalization increases to Tk3000 billion by FY2014 Data Source: Reports by the Dhaka Stock Exchange and the Chittagong Stock Exchange Reports by the SEC Bangladesh Quarterly Economic Update Actual value: Enlistment of new securities increases to 545 by FY 2015 Data Source: Reports by the Dhaka Stock Exchange and the Chittagong Stock Exchange Reports by the SEC Bangladesh Quarterly Economic Update Actual value: Number of corporate bonds outstanding increase to 12 by FY2015 Data Source: Reports by the Dhaka Stock Exchange and the Chittagong Stock Exchange Reports by the SEC Bangladesh Quarterly Economic Update Actual value: XM-DAC-46004-45260-001-LN2954Asian Development BankThe South Asian Sub-regional Economic Cooperation (SASEC) Sub-Regional Trade Facilitation Program supports ADB's regional cooperation strategy for South Asia (2011-2015) and builds on the commitments expressed by the SASEC Trade and Transport Working Group. Its intended impact is to increase intra-regional trade among the SASEC member countries of Bangladesh, Bhutan, and Nepal. India is not included in the program because it is self-financing its trade facilitation reforms and has already taken significant strides ahead of the other countries. It is, notably, the only SASEC member country that has acceded to the Revised Kyoto Convention for the Simplification and Harmonization of Customs Procedures (RKC). This program's expected outcome is efficient, effective, transparent, secure and service-oriented processing of cross-border trade in the sub-region. To achieve this outcome, the Program and its associated TA will support activities under three thematic areas: (i) modern and effective customs administration, (ii) streamlined and transparent regulations and procedures, and (iii) improved information and responsiveness to the private sector. The importance of this program is underscored by the realities in South Asia as described below.Asian Development BankNational Board of RevenueAsian Development BankAsian Development BankRonald Antonio Butionghttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=45260-001 (Closed)&officer= RQBUTIONG@GMAIL.COM&division= Regional Cooperation and Operations Coordination Div, SARD&projectcountry= RegionalBhutan27.5 90.5Bangladesh24 90Nepal28 84Inclusive economic growthRegional integrationPrivate sector development21000000Asian Development BankNational Board of Revenue10735224.12Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue9472366.70Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue609353.46Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue597251.21Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue569172.89Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue546364.02Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue573683.59Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue558165.23Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue559497.28Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue563287.25Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue573776.68Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue575541.68Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue583850.90Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue57530.70Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue55523.20Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue53431.47Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue83073.99Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue97414.10Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue93441.28Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue96766.19Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue90580.32Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue97870.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue97178.30Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue93267.92Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue93425.19Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue92575.58Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue94861.80Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue94315.41Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue95837.81Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue148864.06Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue142122.01Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue107748.30Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue102179.42Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue124143.40Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue114101.12Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue106905.99Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue84297.93Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue115226.55Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue84285.90Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of Revenue0.00Asian Development BankNational Board of RevenuePolicyPerformanceFiduciaryOutput/s as listed by the project staff.Output: Improved information and responsiveness to the private sector Indicator: Establishment of multi-sectoral transport and trade facilitation committees (baseline: none)Output: Improved information and responsiveness to the private sector Indicator: Establishment of market access information portals (baseline: none)Output: Modernized and more effective customs administration Indicator: ASYCUDA World or ASYCUDA-compatible Customs systems implemented by end 2015 (baseline: none)Output: Modernized and more effective customs administration Indicator: Risk management system established (baseline: None)Output: Modernized and more effective customs administration Indicator: Reduction in bilateral and 3rd country clearance documentation requirements by 25% (baseline TBD)Output: Streamlined and transparent regulations and procedures Indicator: Reduction in number of forms and copies required for average clearance (baseline: TBD)Output: Streamlined and transparent regulations and procedures Indicator: Lower inspection and examination levels (baseline: TBD)Output: Streamlined and transparent regulations and procedures Indicator: National single window piloted by end 2015 (baseline: None)Faster and cheaper processing of cross-border trade in the SASEC region.Customs revenues increase by at least 15% (baseline: TBD)Expedited border transits for freight traffic (baseline: TBD)Reduction in total number of border procedures by 25% by 2015 (baseline: TBD) XM-DAC-46004-42378-015-LN2966Asian Development BankThe proposed investment program includes three tranches encompassing generation expansion and associated transmission and distribution improvements. Tranche 1 mainly focuses on generation expansion. Tranche 2 focuses on transmission and distribution improvement together with a pilot solar irrigation component. Tranche 3 also invests on generation expansion. Generation expansion in the MFF will be undertaken through supply side energy efficiency improvement so that about 50% power can be generated without burning additional gas. Given the acute gas shortages in Bangladesh, conversion of single cycle gas fired power plants to combined cycle plants the technology adopted in the investment program is the best way to expand the generation capacity. The sequencing of the tranches is well aligned with the sector needs and the government program. The Tranche 1 of the proposed Power System Expansion and Efficiency Improvement Investment Program will address two key areas in the power sector aligning with the priorities identified in the CPS: improving energy use efficiency of thermal power plants; and improving the transmission network capacity. The project interventions will include: (i) adding 235 MW capacity by conversion of four single cycle gas fired power plants to combine cycle plants at Khulna, Baghabari, Sylhet and Shahjibazar; (ii) construction of 180 km 132 kV transmission lines and four 133/32 kV substations; and (iii) capacity building. The capacity building component includes training on investment planning, operations planning, energy auditing and monitoring, financial management and auditing, project preparation and appraisal, and operation and maintenance of solar irrigation pumps. In addition, the capacity building component will provide consultants for preparation of subsequent tranches and implementation support. Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)Power Div-Min of Power, Energy & Mineral ResourcesPower Grid Company of Bangladesh, Ltd. (PGCB)Asian Development BankAsian Development BankNazmun Naharhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42378-015 (Closed)&officer= nnahar@adb.org&division= Energy Division, SARD&projectcountry= BangladeshShahaji Bazar24.25305 91.38084Bangabari24.85867 88.286Khulna22.80978 89.56439Sylhet24.89904 91.87198Environmentally sustainable growthInclusive economic growthPartnerships185000000Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)352496.51Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)6482369.13Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)209220.65Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)236551.52Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)12234088.38Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)2747024.91Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)27030671.30Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)6958200.75Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)31391297.67Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)12336897.78Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)8871894.98Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)16732279.89Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)584482.48Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)1343268.44Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)3165234.89Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)503817.22Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)8452357.96Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)1797676.19Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)398304.09Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)4545550.62Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)894913.48Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)5429427.14Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)4255490.55Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)143840.12Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)122369.35Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)4483078.77Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)734615.92Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)481394.01Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)6207321.85Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)63478.78Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)1069957.21Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)162490.59Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)343664.38Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)1444008.60Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)42100.96Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)327196.11Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)454364.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)154132.96Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)1063972.29Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)100673.06Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)243447.12Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)466357.32Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)1955591.52Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)1582527.99Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)1007771.59Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)4074814.50Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)4309395.08Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)4364928.28Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)4509694.74Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)4509694.74Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)4509694.74Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)4509694.74Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)4509694.74Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)4509694.74Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)4509694.74Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)4509694.74Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)4509694.74Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)4509694.74Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)4509694.74Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)4509694.74Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)4509694.74Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)4509694.74Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)126002.05Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)146590.65Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)157187.63Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)191712.39Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)294048.05Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)517851.31Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)799259.37Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)1178518.31Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)1457499.32Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)1698655.73Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)2523977.77Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)2773127.88Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)2539535.30Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)1958986.09Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)927408.73Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)591377.13Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)522826.83Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)532418.26Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)1776578.80Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)3626787.17Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)4043905.56Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)3901506.37Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)3862505.39Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)3033569.27Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)3034873.06Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)2473835.48Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)PerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Increased generation capacity Indicator: Conversion of power plant in Khulna (150 MW ) by 2017 Achievement: Y Progress/Status: Commissioning completed and commercial operation was started on 28 June 2016. Data Source: ADB project review reports and annual reports of BPDB. Baseline year: 2012 Baseline year: 2012 Target year: 2017 Target value: Y Actual value: YOutput: 1. Increased generation capacity Indicator: Conversion of Baghabari (100 MW) and Shahjibazar (70MW); by 2017 (EIB financed) Achievement: N Progress/Status: ERD informed the cancellation of conversion of Baghabari (100 MW) and Shahjibazar (70MW) projects on 23 December 2019 in loan closing letter. Data Source: ADB EIB joint review reports and annual reports of BPDB. Baseline year: 2012 Baseline year: 2012 Target year: 2017 Target value: Y Actual value: NOutput: 1. Increased generation capacity Indicator: Conversion of Sylhet (150 MW) power plant by 2017 (IsDB financed) Achievement: Y Progress/Status: Conversion of Sylhet (150 MW) power plant is financed by BPDB instead of IsDB finance as IsDB finance was cancelled. Data Source: ADB IsDB joint review reports and annual reports of BPDB. Baseline year: 2012 Baseline year: 2012 Target year: 2017 Target value: Y Actual value: YOutput: 2. Increased transmission capacity Indicator: 235 km 132 kV transmission lines and 132/33 kV substations newly constructed (04) and renovated (06) by 2017 Achievement: 5 Progress/Status: Construction of 132 kV TX line Completed as bellow: Section A (Khagrachori - Rangamati -- Chandraghona) transmission line (80 km) was energized on 4 April 2018. Section B (Tangail - Mymensingh) transmission line (93.45 km) was energized on 8 June 2017. Section C (Brahmanbaria - Narshingdi) transmission line (57.55 km) was energized on 20 Oct 2018. Section D1 (Chattak - Sunamgonj) transmission line (32 km) was energized on 24 April 2018. Section D2 (Beanibazar - Sylhet) transmission line (30 km) was energized on 9 Jun 2018. Construction of substations completed as bellow: Tangail Substation was energized on 31 May 2017. Mymensingh Substation was energized on 9 Jun 2017. Chattak Substation energization date was 3 Nov 2017. Brahmanbaria Substation was energized on 2 Feb 2018. Narshingdi Substation was energized on 9 Mar 2018. Chandraghona Substation was energized on 19 Mar 2018. Khagrachori Substation was energized on 13 Apr 2018. Sunamgonj Substation was energized on 3 May 2018. Beanibazar Substation was energized on 12 Jun 2018. In Rangamati Substation, Transformer-1 (25/41 MVA) was energized on 8 Oct 2018 and Transformer-2 was energized on 22 Oct 2018. LILO Chandraghona-2, Khagrachori-2 energized on 12 Jan 2019. Data Source: ADB project review reports and annual reports of PGCBOutput: 3. Enhanced capacity of power sector agencies Indicator: Submission of Tranche 2 PFR April 2013. Achievement: Y Progress/Status: Completed Data Source: ADB and EIB project review reports Baseline year: 2012 Baseline value: N Baseline year: 2012 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: 3. Enhanced capacity of power sector agencies Indicator: 50 of power sector personnel (male and/or female) trained on investment planning, operations planning, energy auditing and monitoring by 2016 Progress/Status: Completed. Data Source: ADB and EIB project review reports Actual value: Output: 3. Enhanced capacity of power sector agencies Indicator: 20 of power sector personnel (male and/or female) trained on financial performance, auditing and governance by 2016. Progress/Status: Completed Data Source: ADB and EIBproject review reports Actual value: Output: 4. Project management system in place Indicator: Four PMUs of BPDB, NWPGCL,PGCB, and MOPEMR in place by October 2012 Achievement: 4 Progress/Status: Completed. Data Source: ADB project review reports Baseline value: 0 Baseline value: 0 Target year: 2012 Target value: 4 Actual value: 4Output: 4. Project management system in place Indicator: Contracts for power plant conversation awarded by October 2013 Achievement: Y Progress/Status: Completed. Data Source: ADB project review reports Baseline value: N Baseline value: N Target year: 2013 Target value: Y Actual value: YImproved efficiency in electricity generation, and transmission in BangladeshEnergy efficiency of selected power plants increased from 32% to 50% by 2017 Progress/Status: Energy Efficiency of 225 MW CCPP at Khulna increased to 46%. Data Source: Annual reports of BPDB, NWPGCL Actual value: Transmission losses in 3 transmission lines reduced from 2.72% to 2.5% by 2017 Progress/Status: Overall transmission loss is 2.60% in FY 2017-2018 Data Source: PGCB Annual Report 2016-2017 Actual value: XM-DAC-46004-42180-013-LN3045Asian Development BankThe Second Public-Private Infrastructure Development Facility (PPIDF II or the Project). PPIDF II builds on the efforts of Public-Private Infrastructure Development Facility (PPIDF I) in helping address the infrastructure deficiencies in Bangladesh by providing long-term debt financing and catalyzing private sector participation through Infrastructure Development Company Limited (IDCOL). This will support poverty reduction through enhanced investment, economic growth, and increase in employment opportunities. The design of the Project serves to attract commercial financing for infrastructure projects, thereby reducing the pressure on the public budget. An additional objective of the Project is to help provide the rural population and small to medium enterprises in off-grid areas with access to environment-friendly electricity. The financing modalities of the Project. PPIDF II comprises two components, namely: (i) component 1 which uses the proceeds from the ordinary capital resources (OCR) sovereign loan of $100 million to provide IDCOL with long-term additional resources for the financing of medium to large-sized private sector-led infrastructure projects with a total project cost of minimum $10 million; and (ii) component 2 which routes the proceeds from the sovereign Asian Development Fund (ADF) loan of $10 million through IDCOL for the further expansion of its successful (Solar Home System (SHS) program which has so far provided financing of more than 2 million SHS (at appraisal) through a microfinance-based, direct sales program in rural off-grid areas to provide households and small businesses with a renewable source of energy. Component 1 will provide funding directly to subborrowers in form of providing long-term loans to infrastructure project while Component 2 will channel funding from IDCOL through participating organizations (POs) to the end-user which are typically households in off-grid areas.Asian Development BankMinistry of FinanceAsian Development BankAsian Development BankMohammad Rashed Al Hasanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42180-013 (Closed)&officer= malhasan@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90PartnershipsPrivate sector developmentEnvironmentally sustainable growthInclusive economic growthSome gender elements (SGE)100000000Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance15000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance10000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance45000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance10000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance20000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2500000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2500000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2500000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2500000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2500000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2500000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2500000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2500000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2500000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2500000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2500000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2500000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2500000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2500000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2500000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance142627.13Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance120386.25Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance155060.83Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance217393.75Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance487559.90Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance666654.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance775571.70Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1199752.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1491549.59Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1521609.37Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1171174.25Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance798219.50Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance348525.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance319156.25Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance283368.75Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance877688.40Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2012733.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2341229.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2340658.67Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2287006.12Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1881317.20Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1800922.44Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1538292.69Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of FinancePerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Increased availability of long-term debt financing for innovative infrastructure subprojects Indicator: Number of financial closures for large subprojects (total project cost of more than $10 million) increased by 4 by 2019 (Baseline 2013: 1) Progress/Status: PPIDF II financed 6 subprojects, of which 4 have completed financial closure. The subprojects are: 1. Lakdhanavi Bangla Power Limited (LBPL) 2. Summit Alliance Port Limited (SAPL) 3. Summit Barisal Power Limited (SBPL) 4. Summit Narayanganj Power Unit 2 Limited (SNPU2L) 5. Ispahani Summit Alliance Terminals Limited (ISATL) 6. Summit Alliance Port Limited (Expansion) Data Source: For all indicators: Annual report and MIS of IDCOL Reports from other financial institutions and/or development partners Actual value: Output: 1. Increased availability of long-term debt financing for innovative infrastructure subprojects Indicator: Amount of additional private capital mobilized under this project increased by $50 million by 2019 Progress/Status: Total private capital mobilized: $253 million Baseline value: 0 Baseline value: 0 Target year: 2019 Target value: 50Output: 1. Increased availability of long-term debt financing for innovative infrastructure subprojects Indicator: An independent risk manager recruited or risk management unit has been established by 2019 Progress/Status: Risk Manager recruited by IDCOL Baseline value: 0 Baseline value: 0 Target year: 2019 Target value: 1Output: 2. Increased availability and accessibility of financing for SHS Indicator: Number of SHS installations increased by at least 33,333 by 2019 through this project (Baseline February 2013: Total of 2 million SHSs financed) Progress/Status: 68,182 SHSs installed. Data Source: For all indicators: Periodic reports generated by IDCOL Statistics from Ministry of Power, Energy and Mineral Resources Actual value: Output: 2. Increased availability and accessibility of financing for SHS Indicator: 33,333 new households with access to electricity by 2019 (Baseline: 84 million—55.3% of total population of 152 million) Progress/Status: 68,182 households have access to electricity. Baseline value: 84000000 Baseline value: 84000000 Target year: 2019 Target value: 33333Output: 2. Increased availability and accessibility of financing for SHS Indicator: 33,333 additional microfinance accounts opened and end borrowers reached—at least 30% of whom are women—by 2019 under this project (Baseline 2011: 20.9 million) Progress/Status: 68,182 accounts opened. Percentage of women borrowers reached is not yet due to measure. Actual value: Output: 2. Increased availability and accessibility of financing for SHS Indicator: SHS sale to women increased to 30% by 2019 (Baseline 2013: 20%) Progress/Status: Percentage increase of SHS sale to women is not yet due to measure. Actual value: Increased PSP in infrastructure development including in renewable energy facilitiesNumber of infrastructure subprojects under PPP and PSP modality increased by 4 by 2019 (Baseline in 2013: 1) Progress/Status: PPIDF II provided funding support for 6 infrastructure subprojects. They are: 1. Lakdhanavi Bangla Power Limited 2. Summit Alliance Port Limited 3. Summit Barisal Power Limited 4. Summit Narayanganj Power Unit 2 Limited 5. Ispahani Summit Alliance Terminals Limited 6. Summit Alliance Port Limited (Expansion) Data Source: For all indicators: Reports from IDCOL Bangladesh Bureau of Statistics Statistics from the Ministry of Finance and the Ministry of Power, Energy and Mineral Resources Actual value: At least 57,500 tons of GHG emissions reduced by 2019 (Baseline 2009: 55.3 million tons for all of Bangladesh) Progress/Status: Will be measured after the closing of the project in 2019. Actual value: XM-DAC-46004-42180-013-LN3046Asian Development BankThe Second Public-Private Infrastructure Development Facility (PPIDF II or the Project). PPIDF II builds on the efforts of Public-Private Infrastructure Development Facility (PPIDF I) in helping address the infrastructure deficiencies in Bangladesh by providing long-term debt financing and catalyzing private sector participation through Infrastructure Development Company Limited (IDCOL). This will support poverty reduction through enhanced investment, economic growth, and increase in employment opportunities. The design of the Project serves to attract commercial financing for infrastructure projects, thereby reducing the pressure on the public budget. An additional objective of the Project is to help provide the rural population and small to medium enterprises in off-grid areas with access to environment-friendly electricity. The financing modalities of the Project. PPIDF II comprises two components, namely: (i) component 1 which uses the proceeds from the ordinary capital resources (OCR) sovereign loan of $100 million to provide IDCOL with long-term additional resources for the financing of medium to large-sized private sector-led infrastructure projects with a total project cost of minimum $10 million; and (ii) component 2 which routes the proceeds from the sovereign Asian Development Fund (ADF) loan of $10 million through IDCOL for the further expansion of its successful (Solar Home System (SHS) program which has so far provided financing of more than 2 million SHS (at appraisal) through a microfinance-based, direct sales program in rural off-grid areas to provide households and small businesses with a renewable source of energy. Component 1 will provide funding directly to subborrowers in form of providing long-term loans to infrastructure project while Component 2 will channel funding from IDCOL through participating organizations (POs) to the end-user which are typically households in off-grid areas.Asian Development BankMinistry of FinanceAsian Development BankAsian Development BankMohammad Rashed Al Hasanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42180-013 (Closed)&officer= malhasan@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90PartnershipsPrivate sector developmentEnvironmentally sustainable growthInclusive economic growthSome gender elements (SGE)10000000Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1000000.00Asian Development BankMinistry of Finance945802.75Asian Development BankMinistry of Finance5188640.87Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance939026.62Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance942471.96Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance106016.26Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance228869.77Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance225556.51Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance222070.29Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance233135.14Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance234025.96Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance232793.39Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance211615.78Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance222390.25Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance216499.92Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance218407.08Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance221796.25Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance220040.78Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance225411.38Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance223804.38Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance8415.93Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance65494.79Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance71806.14Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance75396.39Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance92083.34Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance93933.77Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance90876.41Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance91971.71Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance88410.93Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance87602.63Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance79840.86Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance90085.32Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance78041.53Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance72957.27Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance60045.06Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance73277.87Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance60528.11Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance61865.09Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance57086.62Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance67213.05Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance63315.15Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of FinancePerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Increased availability of long-term debt financing for innovative infrastructure subprojects Indicator: Number of financial closures for large subprojects (total project cost of more than $10 million) increased by 4 by 2019 (Baseline 2013: 1) Progress/Status: PPIDF II financed 6 subprojects, of which 4 have completed financial closure. The subprojects are: 1. Lakdhanavi Bangla Power Limited (LBPL) 2. Summit Alliance Port Limited (SAPL) 3. Summit Barisal Power Limited (SBPL) 4. Summit Narayanganj Power Unit 2 Limited (SNPU2L) 5. Ispahani Summit Alliance Terminals Limited (ISATL) 6. Summit Alliance Port Limited (Expansion) Data Source: For all indicators: Annual report and MIS of IDCOL Reports from other financial institutions and/or development partners Actual value: Output: 1. Increased availability of long-term debt financing for innovative infrastructure subprojects Indicator: Amount of additional private capital mobilized under this project increased by $50 million by 2019 Progress/Status: Total private capital mobilized: $253 million Baseline value: 0 Baseline value: 0 Target year: 2019 Target value: 50Output: 1. Increased availability of long-term debt financing for innovative infrastructure subprojects Indicator: An independent risk manager recruited or risk management unit has been established by 2019 Progress/Status: Risk Manager recruited by IDCOL Baseline value: 0 Baseline value: 0 Target year: 2019 Target value: 1Output: 2. Increased availability and accessibility of financing for SHS Indicator: Number of SHS installations increased by at least 33,333 by 2019 through this project (Baseline February 2013: Total of 2 million SHSs financed) Progress/Status: 68,182 SHSs installed. Data Source: For all indicators: Periodic reports generated by IDCOL Statistics from Ministry of Power, Energy and Mineral Resources Actual value: Output: 2. Increased availability and accessibility of financing for SHS Indicator: 33,333 new households with access to electricity by 2019 (Baseline: 84 million—55.3% of total population of 152 million) Progress/Status: 68,182 households have access to electricity. Baseline value: 84000000 Baseline value: 84000000 Target year: 2019 Target value: 33333Output: 2. Increased availability and accessibility of financing for SHS Indicator: 33,333 additional microfinance accounts opened and end borrowers reached—at least 30% of whom are women—by 2019 under this project (Baseline 2011: 20.9 million) Progress/Status: 68,182 accounts opened. Percentage of women borrowers reached is not yet due to measure. Actual value: Output: 2. Increased availability and accessibility of financing for SHS Indicator: SHS sale to women increased to 30% by 2019 (Baseline 2013: 20%) Progress/Status: Percentage increase of SHS sale to women is not yet due to measure. Actual value: Increased PSP in infrastructure development including in renewable energy facilitiesNumber of infrastructure subprojects under PPP and PSP modality increased by 4 by 2019 (Baseline in 2013: 1) Progress/Status: PPIDF II provided funding support for 6 infrastructure subprojects. They are: 1. Lakdhanavi Bangla Power Limited 2. Summit Alliance Port Limited 3. Summit Barisal Power Limited 4. Summit Narayanganj Power Unit 2 Limited 5. Ispahani Summit Alliance Terminals Limited 6. Summit Alliance Port Limited (Expansion) Data Source: For all indicators: Reports from IDCOL Bangladesh Bureau of Statistics Statistics from the Ministry of Finance and the Ministry of Power, Energy and Mineral Resources Actual value: At least 57,500 tons of GHG emissions reduced by 2019 (Baseline 2009: 55.3 million tons for all of Bangladesh) Progress/Status: Will be measured after the closing of the project in 2019. Actual value: XM-DAC-46004-44213-016-LN3047Asian Development BankThe proposed investment program will support the government's reform of secondary education (grades 6-12) into a system that builds the foundation for a skilled labor force and prepares youths to meet the requirements of a rapidly developing economy. It will support advanced teaching and learning programs that use information and communication technology (ICT), as well as prevocational and vocational programs, teacher development, and examination reforms. It will promote gender-equitable and pro-poor stipends for students. It will help establish more decentralized and efficient allocation and use of resources, as well as strengthen sector performance monitoring. The investment program will build upon the ongoing Secondary Education Sector Development Program and the Second Teaching Quality Improvement Project. It will further benefit from the experience of the Third Primary Education Development Project, which uses disbursement-linked indicators (DLIs). The investment program links disbursement to the achievement of key results. It will further support the transition to a sector-wide approach.Asian Development BankMinistry of EducationAsian Development BankAsian Development BankS.M. Ebadur Rahmanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=44213-016 (Closed)&officer= msmamun@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshDhaka Division24.16667 90.41667Rajshahi Division25 89Rangpur Division25.83333 89Sylhet Division24.5 91.66667Borishal22.5 90.33333Khulna Division22.91667 89.25Chittagong22.91667 91.5PartnershipsGovernance and capacity developmentInclusive economic growthGender Equity and Mainstreaming90000000Asian Development BankMinistry of Education16000000.01Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education39999999.99Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education24000000.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education6828886.01Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development 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of Education0.00Asian Development BankMinistry of Education856783.90Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education834137.68Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education823093.61Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education724501.66Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education763320.57Asian Development BankMinistry of Education2682.44Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education857433.42Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education715496.88Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education742429.97Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education618782.58Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education650530.18Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education627534.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education553767.34Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education546289.47Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education531823.51Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education615381.80Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education522126.18Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of EducationPerformanceFiduciaryOutput/s as listed by the project staff.Output: Enhanced quality and relevance of secondary education Indicator: Practical science teaching introduced in 3,000 secondary schools Achievement: 0 Data Source: Third Party Evaluation Report for DLI achievementOutput: Enhanced quality and relevance of secondary education Indicator: By 2016, NCPF approved to make curriculum socially-inclusive and responsive to the skills required by the economy Achievement: Y Progress/Status: SHED, MoE approved the National Curriculum Policy Framework (NCPF) on 14 Nov 2017. The NCPF has been designed to make the curriculum socially inclusive and responsive to the skill required by the society. The Curriculum Implementation Plan (CIP) has also been revised in 2017 in alignment with the NCPF. Review of curriculum completed in September 2019 following the guidelines of NCPF. A new curriculum (Curriculum 2022) was prepared subsequently, which was initiated in 2023. Data Source: MOE's approved Curriculum Implementation Plan and monitoring report Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2016 Target value: Y Actual value: YOutput: Enhanced quality and relevance of secondary education Indicator: School Information Hubs and e-learning modules in science and other subjects piloted at 615 secondary schools Achievement: 0 Data Source: DSHE's EMISOutput: Enhanced quality and relevance of secondary education Indicator: 7,160 secondary schools received science equipment Achievement: 0 Data Source: DSHE's EMISOutput: Enhanced quality and relevance of secondary education Indicator: 60,000 secondary school teachers trained for curriculum delivery on core subjects: science, mathematics, English, Bangla, and Bangladesh Global Studies Achievement: 0 Data Source: DLI achievement report DSHE's EMISOutput: Enhanced quality and relevance of secondary education Indicator: 36,000 secondary school teachers trained in updated SBA Achievement: 15757 Data Source: DSHE's EMISOutput: Enhanced quality and relevance of secondary education Indicator: Practical science teaching introduced in 750 girls' secondary schools Achievement: 0 Data Source: Third Party Evaluation Report for DLI achievementOutput: Enhanced quality and relevance of secondary education Indicator: By 2019, 60,000 secondary school teachers (F:12,000) and 40,000 madrasah teachers (F: 9,000) trained for curriculum delivery on core subjects: science, mathematics, English, Bangla, and Bangladesh Global Studies Achievement: 0 Progress/Status: A Curriculum Implementation Plan (CIP) was developed and approved in 2014 to ensure implementation of curriculum in the classroom. The Plan was subsequently revised in 2017. The CIP included the provision for training of teachers in five core subjects for effective delivery of curriculum in the classroom. Training of the teachers for effective delivery of curriculum in the classroom through use of teacher's curriculum guides (TCGs) commenced in June 2017. The program completed in December 2019 through training of 200539 teachers (F 47425) including 42274 (F 9309) madrasah teachers. Data Source: DLI achievement report DSHE's EMIS Output: Enhanced quality and relevance of secondary education Indicator: School Information Hubs and e-learning modules in science and other subjects piloted at 100 girls' secondary schools Achievement: 0 Data Source: DSHE's EMISOutput: Enhanced quality and relevance of secondary education Indicator: 760 girls' secondary schools received science equipment Achievement: 0 Data Source: DSHE's EMISOutput: Enhanced quality and relevance of secondary education Indicator: 12,000 female secondary school teachers trained for curriculum delivery on core subjects: science, mathematics, English, Bangla, and Bangladesh Global Studies Achievement: 0 Data Source: DLI achievement report DSHE's EMISOutput: Enhanced quality and relevance of secondary education Indicator: 6,000 female secondary school teachers trained in updated SBA Achievement: 4474 Data Source: DSHE's EMISOutput: Enhanced quality and relevance of secondary education Indicator: Practical science teaching introduced in 2,000 madrasah Achievement: 0 Data Source: Third Party Evaluation Report for DLI achievementOutput: Enhanced quality and relevance of secondary education Indicator: By 2016, practical science teaching introduced in 3,000 secondary schools (750 girls' school) and 2,000 madrasah (girls' madrasah 500) Achievement: 0 Progress/Status: Practical science teaching in the schools has been completed through supply of equipment to the selected schools and training of teachers. All the secondary level science teachers (both school and madrasah) [total 63,609 {School 52,581 (F: 6439) and Madrasah: 13273 (F: 1797)}] trained on practical oriented science teaching. Equipment supply to the selected schools and madrasahs completed for 10000 institutions [School: 7163 (Girls: 766); Madrasah; 2837 (Girls: 531)]. These activities were completed in Dec 2019. Data Source: Third Party Evaluation Report for DLI achievementOutput: Enhanced quality and relevance of secondary education Indicator: School Information Hubs and e-learning modules in science and other subjects piloted at 90 madrasah Achievement: 0 Data Source: DSHE's EMISOutput: Enhanced quality and relevance of secondary education Indicator: 2,140 madrasah received science equipment Achievement: 0 Data Source: DSHE's EMISOutput: Enhanced quality and relevance of secondary education Indicator: 40,000 madrasah teachers trained for curriculum delivery on core subjects: science, mathematics, English, Bangla, and Bangladesh Global Studies Achievement: 0 Data Source: DLI achievement report DSHE's EMISOutput: Enhanced quality and relevance of secondary education Indicator: 10,000 madrasah teachers trained in updated SBA Achievement: 5833 Data Source: DSHE's EMISOutput: Enhanced quality and relevance of secondary education Indicator: Practical science teaching introduced in 500 girls' madrasah Achievement: 0 Data Source: Third Party Evaluation Report for DLI achievementOutput: Enhanced quality and relevance of secondary education Indicator: By 2017, 7,160 secondary schools (760 girls' schools) and 2,140 madrasah (girls' madrasah 530) received science equipment and 6,000 secondary schools (girls' schools 1,500) and 4,000 madrasah (girls' madrasah 1,000) received other teaching aids Achievement: 0 Progress/Status: Supply of science equipment completed by June 2018 for 10000 institutions [School: 7163 (Girls: 766); Madrasah; 2837 (Girls: 531)]. Supply of teaching aids completed to 29826 schools/madrasahs [Schools: 20035; Madrasah: 9791]. Data Source: DSHE's EMISOutput: Enhanced quality and relevance of secondary education Indicator: 2,000 female madrasah teachers trained in updated SBA Achievement: 1459 Data Source: DSHE's EMISOutput: Enhanced quality and relevance of secondary education Indicator: 9,000 female madrasah teachers trained for curriculum delivery on core subjects: science, mathematics, English, Bangla, and Bangladesh Global Studies Achievement: 0 Data Source: DLI achievement report DSHE's EMISOutput: Enhanced quality and relevance of secondary education Indicator: School Information Hubs and e-learning modules in science and other subjects piloted at 8 girls' madrasah Achievement: 0 Data Source: DSHE's EMISOutput: Enhanced quality and relevance of secondary education Indicator: 530 girls' madrasah received science equipment Achievement: 0 Data Source: DSHE's EMISOutput: Enhanced quality and relevance of secondary education Indicator: 6,000 secondary schools received other teaching aids Achievement: 0 Data Source: DSHE's EMISOutput: Enhanced quality and relevance of secondary education Indicator: By 2019, School Information Hubs and e-learning modules in science and other subjects piloted at 615 secondary schools (100 girls' schools) and 90 madrasah (8 girls madrasah) Achievement: 0 Progress/Status: The ICT Learning Centers (ILCs) were selected based on electricity and network connectivity as well as to maintain regional parity. For this, a total of 104 girls' school were included in the list instead of targeted number 128. Data Source: DSHE's EMISOutput: Enhanced quality and relevance of secondary education Indicator: 1,500 girls' secondary schools received other teaching aids Achievement: 0 Data Source: DSHE's EMISOutput: Enhanced quality and relevance of secondary education Indicator: By 2016, Teacher Development Policy in secondary education approved Achievement: Y Progress/Status: Secondary Teacher Development Strategy (STDS) approved by the SHED on 31 December 2019. Data Source: MOE's approved Teacher Development Policy Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2016 Target value: Y Actual value: YOutput: Enhanced quality and relevance of secondary education Indicator: 4,000 madrasah received other teaching aids Achievement: 0 Data Source: DSHE's EMISOutput: Enhanced quality and relevance of secondary education Indicator: By 2020, 36,000 secondary school teachers (F: 6,000) and 10,000 madrasah teachers (F: 2,000) trained in updated SBA Achievement: 21592 Progress/Status: Training on Continuous Assessment (SBA renamed as CA) commenced in October 2019 and a total of 25,053 (F 6210) teachers training completed by 2019. Total 92243 teachers have already been trained by June 2023. Data Source: DSHE's EMISOutput: Enhanced quality and relevance of secondary education Indicator: 1,000 girls' madrasah received other teaching aids Achievement: 0 Data Source: DSHE's EMISOutput: More equitable access and better retention Indicator: 100 priority schools upgraded Achievement: 0 Data Source: DSHE's EMISOutput: More equitable access and better retention Indicator: By 2015, MOE's policy guideline on minimum standard of school building construction to improve learning environment and gender-responsiveness approved Achievement: N Progress/Status: A report drafted containing MOE's policy guideline on minimum standard of school building construction to improve learning environment and gender-responsiveness through wider stakeholder consultation. The report was presented at SHED on 05 April and 05 July last subsequently wherein a few policy directives obtained to recast the report. Modification of the report in progress targeting completion by September 2021. However, construction Policy Guideline has not been approved since BNBC-2020 includes all required aspects for secondary educational institutions. Thereby, construction Policy Guideline did not appear to be essential. Finally, EED has submitted a formal statement in this regard. Data Source: Approved MOE's policy guideline Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: NOutput: More equitable access and better retention Indicator: 86 secondary schools upgraded Achievement: 0 Data Source: DSHE's EMISOutput: More equitable access and better retention Indicator: By 2017, 100 priority schools (secondary school: 86 and madrasah: 14) upgraded Achievement: 0 Progress/Status: Selection of 100 institutions (schools and madrasah) completed and works completed in 100 sites. Data Source: DSHE's EMISOutput: More equitable access and better retention Indicator: 14 madrasah upgraded Achievement: 0 Data Source: DSHE's EMISOutput: More equitable access and better retention Indicator: By 2016, independent review of existing stipend programs conducted and a revised harmonized and gender- and socially-inclusive stipend program approved Achievement: Y Progress/Status: Independent review of existing stipend program was completed and a Harmonized Stipend Program (HSP) was developed through a study. SHED, MoE has approved the HSP on 16 January 2019. The program has been adopted as a key scheme under SEDP (SESIP Tranche 3). All the stipend programs were integrated within the harmonized scheme from January 2020. HSP targets equally to all genders, including third gender, and thus is socially inclusive Eligible boys and girls at secondary level from grades 6-12 including Madrasahs, judged in accordance with approved criteria are within the purview of stipend irrespective of geographical locations. 100% students from small ethnic community, third gender, special needs, previous enclave areas, especially derived children, and successors of freedom fighters will be eligible for stipend. An HSP manual has also been prepared under SESIP and approved by SHED. Data Source: Independent Review Report, MOE's report on approved revised stipend program and DLI achievement report Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2016 Target value: Y Actual value: YOutput: More equitable access and better retention Indicator: By 2017, at least 80% of 2 million stipend recipients are retained in school Achievement: 0 Progress/Status: The Prime Minister's Education Assistance Trust office has been implementing the harmonized stipend program since July 2020. Calculating the number of retained students against the stipend recipients is under process, which will be reflected in the next report. Data Source: Third Party Evaluation Report for DLI achievementOutput: Strengthened secondary education management and governance Indicator: By 2017, management of MPO (salary of nongovernment teachers) is decentralized from DSHE to Zone Education Offices in at least 3 zones Achievement: 0 Progress/Status: Management of MPO (salary of nongovernment teachers) decentralized from DSHE to all nine Zonal Education Offices from June 2015. Data Source: MOE's policy guidelineOutput: Strengthened secondary education management and governance Indicator: By 2015, a policy guideline to strengthen the role of EMIS developed Achievement: Y Progress/Status: A policy guideline has been developed to strengthen the capacity of EMIS. Supported by an international EMIS consultant, submitted to DSHE in April 2019. The report is now being reviewed by DSHE for approval and implementation of recommendations. A workshop to be arranged to finalize the document. Data Source: DSHE's policy guideline Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2015 Target value: Y Actual value: YOutput: Strengthened secondary education management and governance Indicator: By 2017, Annual Secondary Education Performance Report with improved indicators and sex-disaggregated data published Achievement: N Progress/Status: Annual Secondary Education Performance Report with improved indicators and sex-disaggregated data prepared and published in November 2017. The ASPR was also prepared for 2018. The final draft report for 2019 has been prepared and under review by DSHE for finalization. A meeting on PPT presentation of ASPR 2019 took place on 29 June 2022 and decision came out that a workshop would be organized with all stakeholders for its broader presentation and analysis. Data Source: DSHE's Published Annual Secondary Education Performance Report Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2017 Target value: Y Actual value: NOutput: Strengthened secondary education management and governance Indicator: By 2015, secondary education sector program framework developed by MOE in line with the SWAp road map Achievement: Y Progress/Status: A Secondary Education Sector Program Framework (SE-SPF) was developed in 2017 under SESIP through two consecutive Joint Sector Reviews involving all the secondary sector stakeholders and key development partners which acted as the baseline document for SEDP. Data Source: MOE's developed secondary education sector program framework Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2015 Target value: Y Actual value: YOutput: Strengthened secondary education management and governance Indicator: By 2017, practices in procurement and financial management improved in line with updated Procurement and Financial Action Plan Achievement: Y Progress/Status: AFR for FY 2013-14, 2014-15, 2015-16, 2016-17, 2017-18, 2018-19 and 2019-20 completed. Based on the AFR, the PFM Action Plan is being updated annually with identified actions for development of procurement and financial practices and implementation monitored quarterly. Data Source: Annual Fiduciary Review Report Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2017 Target value: Y Actual value: YImproved inclusive participation in secondary education.GER Secondary Education (grades 9-10) increased from 61% (F: 66%) in 2011 to 66% (F: 71%) in 2017 Achievement: 0 Progress/Status: 75.52 (F 83.15) in 2021. Data Source: DSHE's EMISHigher secondary education (grades 11-12) increased from 25% (F: 26%) to 29% (F: 29%) in 2017 Achievement: 0 Progress/Status: 48.79 (F 49.88) in 2021. Data Source: DSHE's EMISSurvival rate (grade 9) increased from 58% (F: 55%) in 2011 to 60% (F: 57%) in 2017 Achievement: 0 Progress/Status: 72.56 (F 73.14) in 2021. Data Source: DSHE's EMIS XM-DAC-46004-42173-013-LN3051Asian Development BankThe project will provide more reliable and improved security of water supply in Dhaka by developing a new surface water supply scheme for supply augmentation, which includes the development of a water intake at Meghna River, a raw water transmission pipeline, a water treatment plant (WTP) at Gandharbpur with capacity of 500 million liters per day (MLD), a treated water transmission pipeline to the existing water supply network, and distribution reinforcements. The project will also include distribution network improvements to reduce nonrevenue water (NRW); and will improve the quality of water supply services, including support to low-income communities.Asian Development BankDhaka Water Supply and Sewerage AuthorityAsian Development BankAsian Development BankMomoko Tadahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42173-013 (Active)&officer= mtada@adb.org&division= Water and Urban Development Sector Office (SG-WUD)&projectcountry= BangladeshRupganj23.83 90.54Araihazar23.77 90.68Narayanganj District23.75 90.58333Dhaka District23.81093 90.36542Gulshan23.7917 90.4167Bishnadi23.72497 90.65757Gandharbapur23.76571 90.51697Mirpur23.99511 90.32359Dhaka23.7104 90.40744Badda23.86667 90.23333Governance and capacity developmentInclusive economic growthPartnershipsEnvironmentally sustainable growthEffective gender mainstreaming (EGM)250000000Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority4838947.46Asian Development BankDhaka Water Supply and Sewerage Authority100760.04Asian Development BankDhaka Water Supply and Sewerage Authority2069633.50Asian Development BankDhaka Water Supply and Sewerage Authority821939.86Asian Development BankDhaka Water Supply and Sewerage Authority1645574.31Asian Development BankDhaka Water Supply and Sewerage Authority3045521.98Asian Development BankDhaka Water Supply and Sewerage Authority219450.48Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority2862035.76Asian Development BankDhaka Water Supply and Sewerage Authority173390.80Asian Development BankDhaka Water Supply and Sewerage Authority124685.00Asian 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BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority1424040.53Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority1673504.33Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority1574433.21Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage AuthorityPerformanceFiduciaryOutput/s as listed by the project staff.Output: DWASA's management and administration capacity improved Indicator: Special management unit for the new surface water system established in DWASA by 2024 Achievement: Y Progress/Status: All consultants and NGOs mobilized: Management, Design and Supervision (for output 1); Management Supervision Consultants (for output 2); NGOs (for outputs- 1 and 2). O&M organizational setup has been approved by DWASA Board for recruitment of manpower which is under process of DWASA by forming a committee. Data Source: DWASA progress reports Baseline year: 2012 Baseline value: N Baseline year: 2012 Baseline value: N Target year: 2024 Target value: Y Actual value: YOutput: DWASA's management and administration capacity improved Indicator: At least 60 DWASA staff (including 12 female staff) reported increased knowledge on financial management and gender mainstreaming by 2025 Progress/Status: Trainings on financial management and gender mainstreaming are ongoing. Data Source: Pre- and post-training assessment Actual value: Output: DWASA's management and administration capacity improved Indicator: Project performance management system, with social and gender indicators and sex-disaggregated data, integrated with existing DWASA management information system by 2021 Achievement: Y Progress/Status: Achieved. Project performance management system is in place. Data Source: DWASA progress reports Baseline year: 2012 Baseline value: N Baseline year: 2012 Baseline value: N Target year: 2021 Target value: Y Actual value: YOutput: Empowerment of women and vulnerable groups in LICs supported Indicator: At least 1,000 community toilets and bathing chambers with separate units for males and females in LICs constructed Achievement: 1493 Progress/Status: Achieved. The construction of 358 units/WASH blocks comprised of 615 nos. community toilets and 377 nos. bathing facility under first 4 lots; and construction works of 220 units/WASH blocks comprised of 332 nos. community toilets and 229 nos. bathing facility under other 3 lots is completed. Ensured separate arrangement of 40% (578 Chambers) for males, 50% (723 Chambers) for females and 10% (144 Chambers) for vulnerable people of 29 LICs. Data Source: DWASA progress reportsOutput: Empowerment of women and vulnerable groups in LICs supported Indicator: Inclusive and gender-responsive coronavirus disease (COVID-19) risk communication strategy and emergency response plan developed and implemented Achievement: Y Progress/Status: Achieved. Development of communication strategy and emergency response plan has been prepared and implemented in 41 LICs. A total of 791 (Women- 72% and Men- 28%; including 2 Hizra) were participated in training on the emergency response plan in 37 LICs. Data Source: DWASA progress reports Baseline year: 2020 Baseline value: N Baseline year: 2020 Baseline value: N Target year: 2025 Target value: Y Actual value: YOutput: Empowerment of women and vulnerable groups in LICs supported Indicator: CBOs on the new facilities formed, with women comprising at least 40% of appointed leaders in the executive body Achievement: 56 Progress/Status: Achieved. Completed formation of 39 CBOs in 37 LICs comprised of 222 leadership Position in all Executive Body and covered 125 women (56%). Data Source: DWASA progress reportsOutput: Empowerment of women and vulnerable groups in LICs supported Indicator: 300 representatives of key stakeholder groups reported increased legal literacy on the rights of women and vulnerable groups Achievement: 488 Progress/Status: Achieved. Organized training of 9 batches with 488 Participants (Male: 103 & Female: 381, Hizra: 4) including CBO leaders, local representatives, DWASA Staff and Volunteers from 37 LICs. Data Source: DWASA's end line surveyOutput: Empowerment of women and vulnerable groups in LICs supported Indicator: At least 750 men and/or boys from schools and madrasahs (Islamic colleges) in pilot project areas reported increased awareness of and have expressed support for women empowerment and gender equality Achievement: 1072 Progress/Status: Achieved. Organized 7 Workshops with 1072 Participants comprised of 906 Boys, 166 Men. In addition, 149 Girls /Women participated in the workshops. Data Source: DWASA's end line surveyOutput: Existing distribution network in zone 6 strengthened Indicator: 376 km of water distribution network rehabilitated Achievement: 495.89 Progress/Status: Achieved. 495.89 km of water distribution network rehabilitated under 16 DMAs. Data Source: DWASA progress reportsOutput: Existing distribution network in zone 6 strengthened Indicator: 32,000 household and community connections covering at least 160,000 beneficiaries rehabilitated, including replacement of meters Achievement: 33,385 Progress/Status: Achieved. 33,385 household and community connections are rehabilitated, including replacement of meters. Data Source: DWASA progress reports Actual value: 33,385Output: Existing distribution network in zone 6 strengthened Indicator: 3,700 new or legalized household and community connections installed, including 17 in LICs Achievement: 3,988 Progress/Status: Achieved. 3,988 new or legalized household and community connections installed including LICs. Data Source: DWASA progress reports Actual value: 3,988Output: Existing distribution network in zone 6 strengthened Indicator: Public awareness on water use and conservation raised in all 16 district-metered areas Achievement: 16 Progress/Status: Achieved. Public awareness on water use and conservation raised in all 16 district-metered areas. Data Source: DWASA's end line surveysOutput: New surface water supply system developed Indicator: Water intake with capacity of 1,050 MLD constructed Achievement: 1050 Progress/Status: Physical works ongoing. About 97.91% progress is achieved to date. Data Source: DWASA's progress reportsOutput: New surface water supply system developed Indicator: 21.5 km raw water transmission pipeline laid Achievement: 20.90 Progress/Status: Physical works ongoing. About 98.24% transmission pipeline laid to date. About 20.90 km transmission pipe laying has been completed. Data Source: DWASA's progress reportsOutput: New surface water supply system developed Indicator: WTP with production capacity of 500 MLD constructed Progress/Status: Physical works ongoing. About 99.14% progress is achieved to date. Data Source: DWASA's progress reports Actual value: Output: New surface water supply system developed Indicator: 37 km of treated water transmission mains and primary distribution mains installed Achievement: 13.86 Progress/Status: Physical works ongoing. P-2: Approx. 13.86 km transmission mains (out of 14 km) are installed to date, which is 99.0%. P-3.1: Approx. 47.05% progress has been achieved to date (out of 23 km). Data Source: DWASA's progress reportsOutput: New surface water supply system developed Indicator: 43 km of treated water secondary distribution mains installed Progress/Status: Package 3.2: Approx. 57.05% progress has been achieved to date. Data Source: DWASA's progress reports Actual value: More reliable and improved security of water supply and sanitation in Dhaka achieved3 million people in zones 5, 6, 8, 9, and 10 received continuous water supply Progress/Status: Not due yet. All the major civil works contracts have been awarded and are under implementation. The new water supply system is expected to complete in Q2 2027. About 495.89 km pipeline under 16 district metered areas are completed. Data Source: DWASA surveys Actual value: Water supply pressure of at least one bar at consumer end achieved Progress/Status: Not due yet. Data Source: DWASA surveys Actual value: Dependence on groundwater in project areas reduced to 30% for sustainable water supply and greater resilience to climate change Progress/Status: Not due yet. Till date, dependence on groundwater reduced to 26% in Zone 5, and 7% in Zone 8. Data Source: DWASA surveys Actual value: 98% of water quality test results within DWASA distribution systems met country standards Progress/Status: Not due yet. Till date, 95% of water quality test results meet country standards. Data Source: Joint surveys of DWASA and Department of Environment Actual value: Nonrevenue water reduced to 15% or less in 16 district metered areas in zone 6 Progress/Status: Not due yet. Till date, nonrevenue water reduced to 5%. Data Source: DWASA surveys Actual value: At least 10,000 women and 1,000 vulnerable people in LICs received improved sanitation services Achievement: 24000 Progress/Status: Achieved. The construction of 358 units/WASH blocks comprised of 615 nos. community toilets and 377 nos. bathing facility under first 4 lots; and construction works of 220 units/WASH blocks comprised of 332 nos. community toilets and 229 nos. bathing facility under other 3 lots is completed. Ensured improved sanitation services for 20,000 women (50%) and 4,000 vulnerable people (10%) in 29 LICs. Data Source: DWASA surveys XM-DAC-46004-42378-016-LN3087Asian Development BankThe proposed Tranche 2 will contribute to the overall impact of the MFF on increased energy sector contribution to low-carbon economic growth in Bangladesh. The specific impact of the Tranche 2 will be increased access to reliable supply of electricity. The outcome of Tranche 2 is increased transmission and distribution capability in the power system. This will allow increased power transfer from Ghorasal to Tongi and to increased transmission capability to satisfy the increasing demand in Dhaka, Chittagong and Sylhet areas. Also the investments will allow improved distribution networks in the Dhaka region to supply increasing demand in the system to ensure no load-shedding due to network constraints by 2018.Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)Dhaka Power Distribution Company Ltd. (DPDC)Power Grid Company of Bangladesh, Ltd. (PGCB)Asian Development BankAsian Development BankNazmun Naharhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42378-016 (Closed)&officer= nnahar@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshSirajganj District24.33333 89.61667Tangail24.24984 89.91655Ashuganj24.04016 91.0117Chandpur23.22714 90.65432Chittagong22.3384 91.83168Gazipura23.92336 90.3959Ghorasal23.94129 90.63035Kalurghat22.39685 91.88312Paschim Haripur23.98663 90.88343Rampur22.89626 90.9423Fenchuganj24.69724 91.95142Comilla23.46186 91.18504Mirzapur24.10287 90.09841Narayanganj23.61352 90.50298Sirajganj24.45771 89.70802Sylhet24.89904 91.87198Meghnaghat23.60972 90.60139Bhaluka25.01132 89.82157Sreepur24.24 90.45Gazipur S.24.02 90.4Dhamrai23.94 90.15Kaliakair24.1 90.28Kachua23.36 90.87Madan Ghat22.43331 91.86954Sholashahar22.41806 91.51083Sitakunda22.62 91.65778Hathazari22.50515 91.81339Chittagong22.91667 91.5Chittagong District22.4875 91.96333Jamalpur District25 89.83333Tangail District24.33853 89.98667Gazipur District25.25 89.5Narsingdi District24 90.83333Dhaka Division24.16667 90.41667Sylhet District24.91667 91.76667Tongi23.89154 90.40232Chandpur District23.25 90.83333Rupsi24.95174 90.38334PartnershipsInclusive economic growthEnvironmentally sustainable growthSome gender elements (SGE)310000000Asian Development BankDhaka Electric Supply Company Ltd. 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(DESCO)727947.13Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)210956.70Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)5507785.45Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)3805459.90Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)889452.43Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)2074187.90Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)5565842.62Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. 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(DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)6359623.86Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)6700799.54Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. 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(DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)6788665.70Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)6788665.70Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)6788665.70Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)6788665.70Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)275125.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)232500.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)256250.14Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)323784.03Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)672246.68Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)998282.69Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)1347043.31Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)1751657.65Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)3065252.65Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)3699175.54Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)3627880.35Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)2830875.92Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)1410517.43Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)895014.73Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)825276.29Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)852874.94Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)2846911.09Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)5822917.02Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)6507038.65Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)6292545.31Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)6245020.14Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)4918199.78Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)4933967.94Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)4034471.91Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)PerformanceFiduciaryOutput/s as listed by the project staff.Output: Increased north Dhaka distribution network capacity Indicator: 770 circuit km of 11kV distribution lines in DESCO built. (ADB component) Data Source: Annual Report DESCO Actual value: Output: Increased north Dhaka distribution network capacity Indicator: 1800MVA of 132kV/33kV, 33kV/11kV and 11kV/400V substation capacity in DESCO built. (ADB component) Achievement: 876 Progress/Status: Achieved. 22 new substations constructed, five old substations augmented and two rehabilitated. Among these, five nos. 132/33/11 KV GIS substations, capacity 1200 MVA constructed and energized. 24 nos. 33/11kV substations completed (17 new, 5 augmented (capacity enhanced) and 2 rehabilitated (renovated old SS), capacity 1722 MVA. 500 km overhead distribution line and 181.05 circuit km underground line (33 kV and 11 kV) has been completed. 200,000 smart prepaid meters installation and commissioning completed. Data Source: Annual Report DESCOOutput: Increased south Dhaka distribution network capacity Indicator: 300 MVA of 11kV/400V substation capacity in DPDC built. (ADB component) Achievement: 425 Data Source: Annual Report DPDCOutput: Increased south Dhaka distribution network capacity Indicator: 315 MVA of 33kV/11kV substation capacity in DPDC built. (ADB component) Achievement: 490 Progress/Status: Achieved. Eight nos. 33/11 KV GIS substations, total 560 MVA capacity energized and in commercial operation. 1700 nos. 11/0.4 kV distribution transformer installed capacity 425 MVA. 479 km 11/0.4 kV overhead distribution line constructed. Data Source: Annual Report DPDCOutput: Increased south Dhaka distribution network capacity Indicator: 450 km of 11kV distribution lines in DPDC built. (ADB component) Achievement: 479 Data Source: Annual Report DPDCOutput: Increased south Dhaka distribution network capacity Indicator: 1925MVA of 132kV/33kV and 33kV/11kV substation capacity in DPDC built. (AFD component) Achievement: 345 Progress/Status: Achieved. Seven nos. GIS based 132/33 kV Grid substations, 1680MVA constructed and energized . Seven nos. 33/11 kV GIS substations, 490 MVA constructed and energized . Data Source: Annual Report DPDCOutput: Increased Transmission Capacity Indicator: 6 km of 230kV and 132kV transmission lines in PGCB built. Achievement: 6 Data Source: Annual report PGCBOutput: Increased Transmission Capacity Indicator: 750MVA of 230kV/132kV and 132kV/33kV substation capacity built. (ADB component) Achievement: 750 Progress/Status: Achieved. Two substations at Dhamrai and Shampur and 6 km of 230kV and 132kV transmission lines have been constructed under the project, capacity 750 MVA. Data Source: Annual report PGCBIncreased Transmission and Distribution capability in the power systemIncrease of capacity to evacuate additional 1250 MW from Ghorashal to Tongi by 2018. Progress/Status: Ongoing under parallel co-financier's (IsDB) financing. Expected completion by December 2022. Data Source: PGCB annual report Actual value: Average loading of 132kV/33kV grid substations (to meet demand in Dhaka, Chittagong & Sylhet) reduced to 60% by 2018 from the 83% in 2013 Progress/Status: Achieved. Average loading of 132kV/ 33kV grid substations in Dhaka, Chittagong and Sylhet reduced to 58.91% in 2022 from 83% in 2013. Data Source: PGCB annual report Base year: 2013 Baseline value: n770,000 equivalent of new consumer connections (to meet demand in Dhaka) by 2018 in Dhaka. Progress/Status: Achieved. Since 2013, 943,631 new consumer connections are provided by DPDC and DESCO in Dhaka. Data Source: DPDC & DESCO annual reports Base year: 2013 Baseline value: n XM-DAC-46004-32234-053-LN3097Asian Development BankThe objective of the Railway Sector Investment Program is to promote economic growth by improving the performance of the railway sector. This will be done by (i) implementing a program of organizational and policy reforms to improve BR's commercial orientation; and (ii) financing priority investments to overcome capacity bottlenecks in sectors where such investments are both economically and financially viable e.g. the Dhaka-Chittagong corridor. Impact and Outcome. The impact will be efficient and safe railway transport in Bangladesh and the outcome will be improved railway transport capacity in the main line network of Bangladesh Railway. Outputs. The outputs will be the commissioning of 50 broad gauge Passenger carriages and 100 meter gauge passenger carriages for Bangladesh Railway's main line network. Implementation Arrangements. Bangladesh Railway (BR) will be the executing agency, a dedicated Project Director under the Project Implementation Unit (PIU) for Investment Projects, which was established under the first tranche, will be responsible for the implementation of Tranche 3. Readiness for tranche implementation. An Appraisal Report with design documents for the rolling stock was prepared by consultants under Tranche 1 and the bid documents are ready to be issued.Asian Development BankBangladesh RailwayAsian Development BankAsian Development BankMohammad Islamhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=32234-053 (Closed)&officer= mnazrulislam@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90Inclusive economic growth100000000Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway23333.33Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway75061.42Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway75306.57Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway13806799.69Asian Development BankBangladesh Railway28823790.70Asian Development BankBangladesh Railway29843979.50Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1816206.78Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1816206.78Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1816206.78Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1816206.78Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1816206.78Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1816206.78Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1816206.78Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1816206.78Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1816206.78Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1816206.78Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1816206.78Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1816206.78Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1816206.78Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1816206.78Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1816206.78Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway23333.33Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway75061.42Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway75306.57Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway82796.89Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway245793.22Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway700908.52Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway667063.29Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway766620.89Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1070428.68Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1226008.59Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1074433.88Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway823058.95Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway341038.24Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway254138.89Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway216487.77Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway233418.90Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway830328.63Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1607950.83Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1740999.37Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1693575.87Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1634436.56Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1325203.04Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1303362.34Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1078981.72Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh RailwayPerformanceFiduciaryOutput/s as listed by the project staff.Output: New passenger carriages commissioned Indicator: Commissioned for Bangladesh Railway's main line network: - 50 broad gauge passenger carriages; - 100 meter gauge passenger carriages Progress/Status: ADB approved award for the 50 broad gauge passenger carriages on 15 Sep 2014 and for the 100 meter gauge passenger carriages on 18 Sep 2014. Contract was signed on 27 Nov 2014 for both packages. Data Source: Bangladesh Railway Annual Information Book. Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2016 Target value: YImproved railway transport capacity in the main line network of Bangladesh RailwayNumber of daily passenger trains increased by 10 (2011 baseline: 289) Progress/Status: Not yet due. Data Source: Bangladesh Railway Annual Information Book. Actual value: Number of annual passengers increased by 10% (2011 baseline: 66 million) Progress/Status: Not yet due. Data Source: Bangladesh Railway Annual Information Book. Actual value: XM-DAC-46004-42466-015-LN3131Asian Development BankThe investment program will support the Government of Bangladesh's reforms in skills development, anchored in the National Skills Development Policy (NSDP), 2011. It will support large-scale private sector involvement and public-private partnership, which is critical to meet existing and future labor market needs and to reduce the skills gap. This in turn is crucial for Bangladesh to move away from the 'low-skill, low-wage equilibriumm' to a 'higher skill, higher wage virtuous cycle' to become a middle income country. The program will help the government to scale-up skilling of new entrants and up-skilling of existing workers to contribute to higher growth of priority sectors. The program will strengthen skills development in Bangladesh and support transition to a sector-wide approach (SWAp) by establishing a unified funding system and enhancing overall coordination of the currently fragmented system.Asian Development BankFinance Division, Ministry of FinanceAsian Development BankAsian Development BankFaiza Ahadhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42466-015 (Closed)&officer= fahad@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90Governance and capacity developmentInclusive economic growthPartnershipsPrivate sector developmentKnowledge solutionsGender Equity and Mainstreaming100000000Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance5000000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance 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Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance653100.45Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance528459.86Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of FinancePerformanceFiduciaryOutput/s as listed by the project staff.Output: Effective program management Indicator: SDCMU established and operationalized Achievement: Y Progress/Status: SDCMU became operational in December 2014. Data Source: • Quarterly progress reports • NSDC-S database Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2015 Target value: Y Actual value: YOutput: Effective program management Indicator: One employer satisfaction survey completed and results disseminated by 2019 Achievement: Y Data Source: • Quarterly progress reports • NSDC-S database Baseline year: 2014 Baseline year: 2014 Target year: 2019 Target value: Y Actual value: YOutput: Effective program management Indicator: One skill-gaps analysis completed and results disseminated by 2019 Achievement: Y Data Source: • Quarterly progress reports • NSDC-S database Baseline year: 2014 Baseline year: 2014 Target year: 2019 Target value: Y Actual value: YOutput: Effective program management Indicator: SWAp framework developed and approved Achievement: N Progress/Status: SWAp is actually not within the scope of SEIP as it involves multiple ministries and divisions. NSDA can consider taking necessary steps to develop SWAp roadmap and framework in the future. It will certainly need government's approval as it involves multiple stakeholders. Data Source: • Quarterly progress reports • NSDC-S database Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2019 Target value: Y Actual value: NOutput: Effective program management Indicator: TMS established and operationalized Achievement: Y Progress/Status: TMS has been established and operationalized in 2015. Special Stipend Module, Mobile App for Attendance, Dash Board for TMS showing enrollment, certification, and job placement data have been incorporated. Data Source: • Quarterly progress reports • NSDC-S database Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2015 Target value: Y Actual value: YOutput: Effective program management Indicator: One tracer study, and results disseminated Achievement: Y Progress/Status: Final report for the tracer study submitted in April 2019. The tracer study also includes employer's satisfaction survey. First round of skills-gap study on nine sectors/subsectors completed and report disseminated in 2017 Data Source: • Quarterly progress reports • NSDC-S database Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2018 Target value: Y Actual value: YOutput: Effective program management Indicator: Risk mitigation plan implemented periodically Achievement: Y Progress/Status: External firm has been recruited in Feb 2020 to conduct fiduciary reviews. FY 2018-19 and FY19-20 external Audit was completed. Data Source: • Quarterly progress reports • NSDC-S database Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2019 Target value: Y Actual value: YOutput: Institutions strengthened Indicator: Skills authority established Achievement: Y Progress/Status: National Skills Development Authority (NSDA) established in October 2018. Staff recruitment for NSDA hasn't started yet although Finance Division has cleared the Organogram. It has a budget line to receive regular fiscal allocation from the government similar to other government organizations. The NSDA rules have already been approved by the Cabinet and posted on the website. Fund Utilization Rules of NHRDF, approved by the Cabinet on 4 November 2019, will be implemented by NSDA. NSDA is now almost fully operational. Data Source: • Gazette notification/circulars • M&E reports • Quarterly progress reports • Special surveys • MTBF and ADP publications Baseline year: 2015 Baseline year: 2015 Target year: 2019 Target value: Y Actual value: YOutput: Institutions strengthened Indicator: NHRDF established by 2016 and operationalized by 2017 (baseline: NHRDF does not exist) Achievement: Y Progress/Status: NHRDF was officially established on 16 May 2017. Under an MoU between NHRDF and SEIP on 07 May 2018, SEIP provided 3-year support (till December 2020) to fully operationalize NHRDF. The Organogram and Recruitment Rules were finalized at a meeting held on 02 January 2020 with Finance Secretary in the Chair. Recruitment is expected to start from January 2021. Data Source: • Gazette notification/circulars • M&E reports • Quarterly progress reports • Special surveys • MTBF and ADP publications Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2018 Target value: Y Actual value: YOutput: Institutions strengthened Indicator: At least two additional ISCs in priority sectors fully operationalized (baseline: 14 ISCs formed) Achievement: 3 Progress/Status: Two ISCs- Construction ISC and Light Engineering ISC have been operationalized in 2017 and have been implementing the targeted activities set for them. Data Source: • Gazette notification/circulars • M&E reports • Quarterly progress reports • Special surveys • MTBF and ADP publicationsOutput: Institutions strengthened Indicator: At least 34 public training institutions adopt and deliver market responsive training programs for agreed targets Achievement: 116 Progress/Status: Market responsive skills training program is being conducted by 116 public training institutes. Data Source: • Gazette notification/circulars • M&E reports • Quarterly progress reports • Special surveys • MTBF and ADP publications Baseline year: 2015 Baseline year: 2015 Target year: 2019 Target value: 34 Actual value: 116Output: Institutions strengthened Indicator: 40 job placement officers deployed to ensure job placement support to public and private institutions Achievement: 45 Progress/Status: 45 Job placement officers have been deployed for providing job placement support to the SEIP graduates. Data Source: • Gazette notification/circulars • M&E reports • Quarterly progress reports • Special surveys • MTBF and ADP publications Baseline year: 2015 Baseline year: 2015 Target year: 2019 Target value: 40 Actual value: 45Output: Institutions strengthened Indicator: Unified annual MTBF for skills development implemented Achievement: Y Progress/Status: Unified MTBF for skills development may be considered in the future by NSDA. This is beyond the scope of SEIP. Data Source: • Gazette notification/circulars • M&E reports • Quarterly progress reports • Special surveys • MTBF and ADP publications Baseline year: 2015 Baseline year: 2015 Target year: 2019 Target value: Y Actual value: YOutput: Market-responsive inclusive skills training delivered Indicator: of which 30% female Achievement: 30.55 Data Source: • Trainee Management System • Tracer Studies • Quarterly progress reportsOutput: Market-responsive inclusive skills training delivered Indicator: 260,000 new entrants and existing workforce trained Achievement: 9748 Progress/Status: As of 31 Oct 2021, a total of 279,748 trainees were enrolled under Tranche 1. Out of these enrollments, 267,040 trainees (29.3% or 78,249 females) were certified. Data Source: • Trainee Management System • Tracer Studies • Quarterly progress reportsOutput: Market-responsive inclusive skills training delivered Indicator: of which 40% female Achievement: 53.7 Data Source: • Trainee Management System • Tracer Studies • Quarterly progress reportsOutput: Market-responsive inclusive skills training delivered Indicator: 60% of newly trained labor force entrants employed or self-employed within 6 months after certification Achievement: 68.18 Progress/Status: As of 31 Oct 2021, total of 238,558 new entrants were enrolled under Tranche 1. 226, 486 of the new entrants were certified. Out of them, 154,435 have been placed in jobs (68.18% of the certified and 64.80% of the net enrolled). Female job placement against female certification is 73.68% Data Source: • Trainee Management System • Tracer Studies • Quarterly progress reportsOutput: Market-responsive inclusive skills training delivered Indicator: At least 90% of upskilled workers continue to be employed or self-employed for at least 6 months Achievement: 90 Progress/Status: As of 31 Oct 2021, total enrollment for up-skilling was 41,190, certification was 40,553 and job placement 36,993. 91.22% of the certified up-skilled workers are still employed which is 89.82% of the net enrolled. Net enrollment was 41,182. Data Source: • Trainee Management System • Tracer Studies • Quarterly progress reportsOutput: Market-responsive inclusive skills training delivered Indicator: 40,000 poor and disadvantaged granted financial support through pilot schemes Achievement: 40000 Progress/Status: 40,000 trainees (53% or 21,213 females) received special stipend under Tranche 1. 100% target of stipend distribution has been achieved. Data Source: • Trainee Management System • Tracer Studies • Quarterly progress reportsOutput: Quality assurance system strengthened Indicator: out of 700 teachers, 15% female teachers trained Achievement: 27 Data Source: • Quarterly progress reports • M&E reportsOutput: Quality assurance system strengthened Indicator: At least 90 CBT standards, aligned with industry skills requirement implemented Achievement: 87 Progress/Status: 87 competency standards (CSs) have been developed. Out of this, 50 CSs have been developed by British Council, 35 by the Fast Track Consultants and the rest 02 have been developed by the Industry Associations which have been subsequently validated by SEIP. 47 CSs have so far been approved by BTEB and 12 by NSDA. All CSs are now used for SEIP training. Data Source: • Quarterly progress reports • M&E reportsOutput: Quality assurance system strengthened Indicator: out of 10% female Achievement: 6 Data Source: • Quarterly progress reports • M&E reportsOutput: Quality assurance system strengthened Indicator: At least 25 competency-based learning materials developed and implemented Achievement: 60 Progress/Status: 60 competency-based learning materials (CBLMs) developed. Out of this, 18 developed by British Council has developed 18, 1 by Fast Track Consultant, and 41 by industry associations. The CBLMs are now being used for imparting training Data Source: • Quarterly progress reports • M&E reportsOutput: Quality assurance system strengthened Indicator: At least 90 assessment resources developed and implemented Achievement: 87 Progress/Status: 87 assessment tools developed. Out of this,50 developed by British Council, and remaining by the Fast Track Consultant. All assessment tools are being used Data Source: • Quarterly progress reports • M&E reportsOutput: Quality assurance system strengthened Indicator: At least 700 teachers trained Achievement: 2826 Progress/Status: 2,826 trainers (18.4% or 520 females) Data Source: • Quarterly progress reports • M&E reportsOutput: Quality assurance system strengthened Indicator: 150 officials complete management training programs Achievement: 150 Progress/Status: 150 (13 females) principals and TVET managers from public and private training providers completed management and refreshers' training from Infrastructure Investment Facilitation Company (IIFC) Data Source: • Quarterly progress reports • M&E reportsOutput: Quality assurance system strengthened Indicator: 10,000 trained, assessed, and certified through BTEB RPL program (F30%) Progress/Status: RPL Program has been dropped due to overlapping efforts with the World Bank program. Data Source: • Quarterly progress reports • M&E reports Actual value: Output: Quality assurance system strengthened Indicator: 200 industry assessors trained Achievement: 205 Progress/Status: 205 assessors (6.3% or 13 females) have been trained Data Source: • Quarterly progress reports • M&E reportsIncreased employment in priority sectors and skills for males and females [NSDP 2 and 3].Annual skills training capacity in priority sectors increased by 10% (Baseline: 5% increased annually) Achievement: 49.11 Progress/Status: Skills training capacity in priority sectors increased by 45.2% during 2014-2015 and by 19.8% during 2015-2016. Enrollment under T1 of the SEIP did not increase during the last one year as T1 activities ended on 31 December 2019. The number of enrollments at the end of December 2019 was 279,748 and that on December 2020 was also 279,748 i.e. no growth during the last one year under T1. Out of the above enrollment 80,463 were female (28.76%). Training activities under Tranche 1 completed in December 2019. Data Source: • Labor Force Surveys • Trainee Management System • Quarterly progress reportsAnnual share of higher skills training in priority sector increased by 15% (Baseline: 3% increased annually) Achievement: 22.39 Progress/Status: Annual share of higher skills training experienced 1.1% increase in 2015 and 0.9% in 2016 compared to the previous years. It has reduced over years mainly due to basic skills training capacity has been growing much faster than higher skills training capacity. Enrollment in mid and higher level courses on 31 March 2021, was 55,939 which is 22.39% of total enrollment. Data Source: • Labor Force Surveys • Trainee Management System • Quarterly progress reportsAnnual share of disadvantaged groups in skills training increased by 10% (Baseline: 8%) Achievement: 79 Progress/Status: SEIP's enrollment of disadvantaged trainees (Ethnic Minority, Physically Challenged and extremely Poor) as of 31 March 2021, is 220,680 or 78.9% of total enrollment. Out of this, 215,956 were poor, 3,918 ethnic community members and 806 physically challenged. Data Source: • Labor Force Surveys • Trainee Management System • Quarterly progress reportsAnnual share of certified trainees increased by 10% (Baseline: 5%) Achievement: 10.5 Progress/Status: The growth of certified trainees was 45.2% during 2014-2015 and 19.8% during 2015-2016. SEIP certification has increased by 5.85% from December 2019 to December 2020. The number of certified trainees on 31 December 2019 was 252,268 (30.56% or 77,094 female) and 267,040 (29.30% or 78,249 female) on 31 December 2020. The number is same as of 31 March 2021 also. Data Source: • Labor Force Surveys • Trainee Management System • Quarterly progress reports XM-DAC-46004-44212-013-LN3133Asian Development BankThe project will strengthen climate resilience and disaster preparedness in eight vulnerable coastal pourashavas (secondary towns) of Bangladesh. The project takes a holistic and integrated approach to urban development and will (i) provide climate-resilient municipal infrastructure; and (ii) strengthen institutional capacity, local governance, and public awareness for improved urban planning and service delivery considering climate change and disaster risks. Key infrastructure investments include (i) drainage; (ii) water supply; (iii) sanitation; (iv) cyclone shelters; and (v) other municipal infrastructure including emergency access roads and bridges, solid waste management, bus terminals, slum improvements, boat landings, and markets. Investments will benefit the poor and women.Asian Development BankDepartment of Public Health EngineeringLocal Government Engineering DepartmentMinistry of Local Government, Rural Development, and Co-operativesAsian Development BankAsian Development BankMarjana Chowdhuryhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=44212-013 (Active)&officer= salmamun@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90PartnershipsGovernance and capacity developmentKnowledge solutionsEnvironmentally sustainable growthInclusive economic growthGender Equity and Mainstreaming52000000Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering474873.61Asian Development BankDepartment of Public Health Engineering2389114.90Asian Development BankDepartment of Public Health Engineering150004.77Asian Development BankDepartment of Public Health Engineering713062.84Asian Development BankDepartment of Public Health Engineering602111.34Asian Development BankDepartment of Public Health Engineering998347.83Asian Development BankDepartment of Public Health Engineering610786.65Asian Development BankDepartment of Public Health Engineering2188689.19Asian Development BankDepartment of Public Health Engineering1351477.06Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering644606.95Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering1183803.85Asian Development BankDepartment of Public Health Engineering446674.37Asian Development BankDepartment of Public Health Engineering3200046.09Asian Development BankDepartment of Public Health Engineering1369672.49Asian Development BankDepartment of Public Health Engineering53219.40Asian 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Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering290352.48Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health EngineeringPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Improved climate-resilient municipal infrastructure Indicator: Water supply: 12,360 new service connections including services to poor areas Achievement: 3244Output: 1. Improved climate-resilient municipal infrastructure Indicator: By 2020 in project towns: Drainage: 94 kms of new and improved drains constructed Achievement: 3.11 Progress/Status: Drainage: A total of 106.11 km of new and improved drains constructed Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: Cyclone shelters: 22 shelters constructed, with separate and safe facilities for women Achievement: 2 Progress/Status: Cyclone shelters: A total of 22 shelters constructed, with separate and safe facilities for women. Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: Water supply: 194 km of pipes installed or upgraded; 12,360 new service connections including services to poor areas Achievement: 0 Progress/Status: A total of 194.8 kmof pipes installed or upgraded; 12,388 new service connections, including services to poor areas Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: Sanitation: 51 new community latrines with separate and safe facilities for women constructed Achievement: 2 Progress/Status: Sanitation: A total of 71units public/ community toilet with separate and safe facilities for women constructed. Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: 2 septage management schemes implemented Achievement: 1 Progress/Status: Solid waste, management: 2 septage management sub-projects are under implementation Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: Emergency access: 112 km of upgraded roads, bridges, culverts Achievement: .84 Progress/Status: Emergency access: A total of 130.84 km of upgraded roads, bridges, culverts constructed Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: Local economic infrastructure. At least five subprojects developed under stage 2. Achievement: 3 Progress/Status: Local economic infrastructure, 19 sub-projects completed out of 19 sub projects which were developed under stage 2 including services to poor areas. Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: Participatory climate-proofed urban master plans approved (33% of participants during consultations are women) Achievement: Y Progress/Status: urban master plans (cumulative 8) incorporating climate change considerations prepared (37% of participants to consultations were women). Data Source: Approved urban master plans, and adopted building code guidelines Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: Climate-proofed building code guidelines adopted (include design features that cater to women in public facilities) Achievement: Y Progress/Status: Generic Climate Change Adaptation Building Standards Guide including design features for women prepared and endorsed by Paurashavas, LGED and DPHE in earlier years. Data Source: Published LGED and DPHE design standards Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: Climate-proofed LGED and DPHE design standard guidelines published Achievement: Y Progress/Status: Recommendations on Mainstreaming Climate Vulnerability and Adaptation Assessment into LGED and DPHE Engineering Design Standards in the Urban Sector prepared and endorsed by LGED and DPHE in earlier years Data Source: Adopted water safety plans Adopted O&M plan with tariff plan Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: Water safety plans with groundwater monitoring (that define a leadership role for women) approved Achievement: Y Progress/Status: One (cumulative 9) water safety plan prepared where leadership role of women in water safety planning and monitoring is clearly defined. Preparation for one WSP and updating of 8 WSPs are ongoing. Data Source: Resolution adopting GAP and PRAPs with budget support for each town Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: O&M plans approved including tariff plan for cost recovery (33% of participants during consultations are women) Achievement: Y Progress/Status: Regular monitoring undertaken. O & M plans of 10 Pourashavas including tariff plan for cost recovery were prepared and approved in earlier years (35% women participation during consultations). Data Source: Consolidated annual monitoring report of pourashavas and LGED and DPHE Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: GAP and PRAPs approved for towns Achievement: Y Progress/Status: GAPs and PRAPs for Batch 1, 2, & 3 Towns prepared and endorsed by respective Paurashava councils in earlier quarters. Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: Computerized financial accounting and billing systems functional Achievement: Y Progress/Status: Regular monitoring undertaken. Computerized billing systems were established and functional in all Batch 1, 2 and 3 Pourashavas in earlier years. Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: At least 6000(at least 600 per town including 60% women) undergo and complete livelihood training and knowledge based awareness programs that consider climate change Achievement: 0 Progress/Status: 917 women (cumulative 10,674 participants [women = 63.30%]) received livelihood trainings and participated in knowledge-based awareness programs on climate change.Output: 3. Project management and administration supported Indicator: Quarterly progress reports and audit reports are submitted on time and of satisfactory quality (gender- disaggregated data collected) Achievement: Y Progress/Status: Quarterly progress reports with gender-disaggregated data submitted Quarterly Progress Reports issued as scheduled by PMU. Current QPR-33 (June-2022) with the Project Completion Report (PCR) will be submitted. Data Source: Quarterly progress reports issued by PMU Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 3. Project management and administration supported Indicator: Project implemented on time and within budget Achievement: Y Progress/Status: According to the Project Performance Monitoring Format, the overall project progress is 100%; compared to an elapsed loan period of 100%, for an extended contract period to 30th June 2022 Data Source: Quarterly progress reports issued by PMU Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YIncreased climate and disaster resiliency in coastal towns benefiting the poor and women.By 2020 in project towns: Percentage of household reporting inundation for more than 3 days reduced to about 21% (baseline: 43% in 2013) Achievement: 20 Progress/Status: Percentage of household reporting inundation for more than 3 days reduced to about 20.0%. Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of evaluation of climate resilienceDrinking water supply systems compliant with government water standards throughout the year increased to 70% (2013 baseline 40%, 13.2% among households headed by women) Achievement: 70 Progress/Status: Drinking water supply systems compliant with government water standards throughout the year increased to 70.0%. Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of evaluation of climate resilienceAdditional 12,500 households with access to climate-proofed public sanitation facilities (2013 baseline 0) Achievement: 0 Progress/Status: A total of 15,812 household works with access to climate-proofed public sanitation facilities Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of evaluation of climate resilienceAdditional 7,900 household with access to improved cyclone facilities with separate areas and toilets for women (2013 baseline 0) Achievement: 0 Progress/Status: A total of 8,600 households with access to improved cyclone facilities with separate areas and toilets for women Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of evaluation of climate resilience XM-DAC-46004-45207-002-LN3135Asian Development BankThe project is designed to realize the full production potential of large-scale irrigation schemes in Bangladesh. It will address the recurrent lack of sustainable management, operation, and maintenance (MOM) and increase water productivity by transferring MOM schemes to private operators and introducing innovative infrastructure modernization. The project will focus on modernizing the Muhuri Irrigation Project (MIP) in Chittagong division. It will also finance a feasibility study and detailed design for modernizing the Ganges-Kobadak Irrigation Project in Khulna division and the Teesta Irrigation Project in Rangpur division.Asian Development BankBangladesh Water Development BoardAsian Development BankAsian Development BankPushkar Srivastavahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=45207-002 (Active)&officer= mchowdhury@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90Knowledge solutionsPrivate sector developmentEnvironmentally sustainable growthGovernance and capacity developmentInclusive economic growthEffective gender mainstreaming (EGM)46000000Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1500831.69Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board14410.76Asian Development BankBangladesh Water 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Board0.00Asian Development BankBangladesh Water Development Board975951.56Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board968836.43Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board996638.96Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1004466.06Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1006422.81Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board831.69Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board14410.76Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board20724.12Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board51173.27Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board67317.96Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board82337.32Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board103396.99Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board118328.72Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board135529.34Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board150326.81Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board184832.43Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board3135.37Asian Development BankBangladesh Water Development Board185247.56Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board221582.90Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board249512.53Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board300130.05Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board242184.04Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board389006.86Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board281297.12Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board309611.71Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board317429.53Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board265649.63Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board278867.16Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board277520.46Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development BoardPerformanceFiduciaryOutput/s as listed by the project staff.Output: Irrigation management and agriculture support services improved Indicator: At least 20% of farmers trained are women Data Source: PPP operator records, training reports Actual value: Output: Irrigation management and agriculture support services improved Indicator: Long-term performance-based lease contract signed for Muhuri Irrigation Project large-scale irrigation project. Achievement: Y Progress/Status: Achieved. Based on assessment of performance of the construction phase-irrigation management operator (C-IMO), public-private partnership (PPP) long term lease contractor was not recommended by the Independent Panel of Experts (IPOE), engaged by ADB. IPOE reviewed the existing system and recommended establishing a M-IMO Board instead for long-term irrigation management system for Muhuri Irrigation Project. BWDB prepared the guideline for M-IMO constitution which was not convergence with IPOE's proposal. Based on BWDB's proposal, which was agreed by ADB, a leasing framework guideline has been prepared by BWDB to leasing out the schemes to WMOs gradually. The guideline was approved by MOWR by September 2024. The first batch schemes (112 nos.) are signed on 31-Dec-2024. To date, a total of 130 schemes have been leased out. Data Source: Signed lease agreement Baseline year: 2013 Baseline value: Not applicable Baseline year: 2013 Baseline value: Not applicable Target year: 2024 Target value: Y Actual value: YOutput: Irrigation management and agriculture support services improved Indicator: Efficient irrigation management with 100% recovery of cost of management, operation, and maintenance for levels 2 and 3 achieved Achievement: 80 Progress/Status: Partially achieved. After successfully operation of 338 schemes, electricity charges have been recovered (Tk 44.30 lakhs) in last irrigation season from 2,800 ha. Data Source: Annual statements of cost recovery by PPP operators and government recordsOutput: Irrigation management and agriculture support services improved Indicator: 300 trained farmers (of whom 20% are women) adopted more productive irrigated agriculture methods. Achievement: 254 Progress/Status: Overachieved. 43 trainings were organized where 12,136 farmers including 2,399 females (20%) were trained. Data Source: PPP operator records, training reportsIrrigation system infrastructure rehabilitated and modernized.Output: Irrigation system infrastructure rehabilitated and modernized. Indicator: Muhuri Irrigation Project rehabilitated and modernized, covering 18,000 ha and comprising rehabilitation of one barrage and installation of 850 low-lift electric pump schemes with prepaid meters and piped tertiary distribution system. Achievement: 4000 Progress/Status: Partially achieved. 18,000 ha area has been modernized with piped tertiary distribution system. One barrage was rehabilitated. All the civil works with 850 irrigation schemes covering 18,000 ha of tertiary distribution system have been completed and 815 schemes are connected with electrification. The remaining 35 schemes will be electrified before next irrigation season. Last irrigation season, total 338 schemes were fully operational to irrigate the crop field. Data Source: BWDB, C-IMO records, and MIS dataOutput: Irrigation system infrastructure rehabilitated and modernized. Indicator: At least 5% of mobile water unit vendors employed are women Data Source: BWDB, C-IMO records, and MIS data Actual value: Output: Irrigation system infrastructure rehabilitated and modernized. Indicator: 373 km of canal drains re-excavated Data Source: BWDB, C-IMO records, and MIS data Actual value: Output: Irrigation system infrastructure rehabilitated and modernized. Indicator: one barrage rehabilitated Data Source: BWDB, C-IMO records, and MIS data Actual value: Output: Irrigation system infrastructure rehabilitated and modernized. Indicator: 850 low lift electric pump schemes with prepaid meters and piped tertiary distribution system Data Source: BWDB, C-IMO records, and MIS data Actual value: Output: Irrigation system infrastructure rehabilitated and modernized. Indicator: 17 km of coastal embankment repaired, 373 km of canal drains re-excavated Achievement: 0 Progress/Status: Achieved. A total of 17.75 km of coastal embankment have been rehabilitated and 373.00 km of canals have been re-excavated. Data Source: BWDB, C-IMO records, and MIS dataOutput: Irrigation system infrastructure rehabilitated and modernized. Indicator: At least 5% of construction workers employed are women Data Source: BWDB, C-IMO records, and MIS data Actual value: Output: Irrigation system infrastructure rehabilitated and modernized. Indicator: At least 2% of pump operators, 5% of mobile water unit vendors, and 5% construction workers employed are women Achievement: 8 Progress/Status: Achieved. In last irrigation season, 338 schemes were fully operated, and 28 female pump-operators (8%) were appointed. For rehabilitated and modernized MIP with construction workers, out of total 45,010 labor days, total women labor days were 2,700 (6%). The vendors have not been selected for prepaid water card vending machine. It will be achieved once the schemes will be leasing out to WMOs. Data Source: BWDB, C-IMO records, and MIS dataProductivity and sustainability of the Muhuri Irrigation Project increasedDry-season irrigation area in the Muhuri Irrigation Project increased by 60% to 18,000 ha. Achievement: 2560 Progress/Status: Dry season irrigation area has been increased to 18,000 ha. Data Source: BWDB project monitoring and evaluation reportsO&M funding (from farmers and government) increased to 100%. Achievement: 95 Progress/Status: Irrigation charges collected from 2,800 ha that was irrigated in last irrigation season. Data Source: Annual statements of cost recovery by PPP operators and government recordsAverage yield of irrigated winter paddy (boro) increased to 4 tons/ha. Achievement: 4 Progress/Status: In demonstration plots about 4 tons/ha based on last irrigation season. Data Source: BWDB annual reports for Muhuri Irrigation Project. XM-DAC-46004-44167-014-LN3138Asian Development BankADB is assisting the Government of Bangladesh to improve the livelihoods of people in the country's most flood and erosion prone areas along the Jamuna, Ganges and Padma rivers. The Flood and Riverbank Erosion Risk Management Investment Program is in line with the plans of the Government of Bangladesh to strategically manage flood and riverbank erosion risks along the country's main rivers to reduce damages to people's assets and to lessen constraint to economic development. It will finance the construction of riverbank revetments to protect vulnerable riverbanks and therefore assets and flood embankments behind the riverbanks from progressive erosion. Flood embankments will also be rehabilitated or constructed. The investment program will include training for communities to develop their capacity to operate and maintain the structures and to manage flood and erosion risks at the community level. The community capacity development will be combined with livelihood improvement supports. The investment program will include the construction of about 50 kilometers (km) of riverbank protection structures; rehabilitation and construction of 89 km of flood embankments with climate-resilient design; and a piloting of innovative riverbank protection structures. The investment program will also support the national-level institutional capacity strengthening for more strategic planning and implementation of flood and erosion risk management. This will improve the lives of the people in the affected areas.Asian Development BankBangladesh Water Development BoardAsian Development BankAsian Development BankPushkar Srivastavahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=44167-014 (Closed)&officer= psrivastava@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90Environmentally sustainable growthPartnershipsGovernance and capacity developmentInclusive economic growthKnowledge solutionsEffective gender mainstreaming (EGM)65000000Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board3683867.75Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board35508.14Asian Development BankBangladesh Water Development Board816114.89Asian Development BankBangladesh Water Development Board12307444.79Asian Development BankBangladesh Water Development Board1546506.63Asian Development BankBangladesh Water Development Board7401143.25Asian Development BankBangladesh Water Development Board4473046.07Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board3980663.58Asian Development BankBangladesh Water Development Board706673.60Asian Development BankBangladesh Water Development Board19044.49Asian Development BankBangladesh Water Development Board146892.83Asian Development BankBangladesh Water Development Board61291.79Asian Development BankBangladesh Water Development Board103050.15Asian Development BankBangladesh Water Development Board6571747.67Asian Development BankBangladesh Water Development Board2276365.98Asian Development BankBangladesh Water Development Board245200.16Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board106680.07Asian Development BankBangladesh Water Development Board4717319.26Asian Development BankBangladesh Water Development Board1607419.96Asian Development BankBangladesh Water Development Board16475.56Asian Development BankBangladesh Water Development Board52910.72Asian Development BankBangladesh Water Development Board72522.50Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board579351.24Asian Development BankBangladesh Water Development Board37601.41Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1708882.48Asian Development BankBangladesh Water Development Board50477.72Asian Development BankBangladesh Water Development Board135084.22Asian Development BankBangladesh Water Development Board3638752.01Asian Development BankBangladesh Water Development Board23358.81Asian Development BankBangladesh Water Development Board510691.02Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board32940.54Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board101778.21Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board54583.65Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1859.02Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board-690229.67Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1439170.53Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1421622.97Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1502438.88Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1505298.73Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1459326.20Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1376057.10Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1360308.54Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1360236.17Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1358804.76Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1356657.90Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1346767.22Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1385415.19Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1396295.53Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1399015.58Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1434.75Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board35508.14Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board39255.19Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board183522.46Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board274070.92Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board363770.21Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board459110.64Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board518190.08Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board524418.15Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board571889.02Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board556199.21Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board568754.64Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board524872.60Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board563026.42Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board558730.67Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board501578.27Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board355649.52Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board71904.79Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board473901.09Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board392270.16Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board430045.98Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board441253.23Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board369276.40Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board387649.93Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board385777.86Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development BoardPerformanceFiduciaryOutput/s as listed by the project staff.Output: Flood and riverbank erosion risk mitigation functioning at priority reaches Indicator: 27.8 km of riverbank protected by applying appropriate technology and methodology (baseline=10 km) Achievement: 17.8 Progress/Status: Construction of new 17.8 km of riverbank protection work was completed using adaptive approach method. Data Source: BWDB project progress and completion reportsOutput: Flood and riverbank erosion risk mitigation functioning at priority reaches Indicator: 21.3 km of climate-resilient flood embankment constructed/ rehabilitated/upgraded against 100-year probably floods (baseline= 0 km in good condition) Achievement: 21.3 Progress/Status: Completed 21.3 km flood protection embankment considering 100-year probable flood and climate change issues. Data Source: BWDB project progress and completion reportsOutput: Flood and riverbank erosion risk mitigation functioning at priority reaches Indicator: 40 community-based disaster management units operate disaster-resilience action plan against flood and erosion disasters with min. 33% of units led by women (baseline=0) Achievement: 8 Progress/Status: 40 community-based disaster management units operate disaster-resilience action plan against flood and erosion disasters with 100% of units led by women. Data Source: Implementation NGO's reports BWDB benefit survey reportsOutput: Flood and riverbank erosion risk mitigation functioning at priority reaches Indicator: 4 regulators and other hydraulic structures installed. (baseline=0) Achievement: 0 Progress/Status: 4 new regulators (2 nos. 2-vent and other 2 nos. 4-vent) were installed. Data Source: BWDB project progress and completion reportsOutput: Operational program management system Indicator: Tranche-1 outputs completed on time within budget Achievement: Y Progress/Status: Project was extended by 21 months up to 31 March 2021. Data Source: BWDB project progress and completion report Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2021 Target value: Y Actual value: YOutput: Strengthened institutional systems for flood and riverbank erosion risk management Indicator: 5-year budgetary plan for riverbank protection O&M and emergency work for the main rivers endorsed by BWDB by 2021 Achievement: Y Progress/Status: A draft 5-year budgetary plan for riverbank protection O&M and emergency work for the main rivers submitted by ISPMC. The 5-year budgetary plan has been planned to be developed further under Tranche 2. Data Source: BWDB's annual budgetary plan BWDB's construction material stockade plan Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2021 Target value: Y Actual value: YOutput: Strengthened institutional systems for flood and riverbank erosion risk management Indicator: Long-term strategic river stabilization plan taking climate change impact into account endorsed by BWDB by 2021 Achievement: Y Progress/Status: Long-term strategic river stabilization plan study for the Jamuna, Padma and Lower Meghna rivers approved by BWDB on 24 June 2020. Data Source: BWDB project progress and completion reports Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2021 Target value: Y Actual value: YOutput: Strengthened institutional systems for flood and riverbank erosion risk management Indicator: Project website opened by March 2015 Achievement: Y Progress/Status: Project website opened in March 2015. Data Source: BWDB project progress and completion reports BWDB project web-site Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2015 Target value: Y Actual value: Yreduced flood and riverbank erosion risks in the subproject areas.By 2028, 23,000 ha land protected from inundation damages (baseline = 0) Achievement: 2600 Progress/Status: Around 3,600 ha land protected from inundation damages. It will be assessed during PCR mission. Data Source: Districts' flood damage recordsAround 0.6 million of population protected from inundation damages (baseline = 0) Achievement: 40000 Progress/Status: Around 0.1 million population protected. It will be assessed during PCR mission. Data Source: Districts' flood damage records115 ha of lands with assets protected from bank erosion (43 ha in 2013) Achievement: 100 Progress/Status: 200 ha of lands protected from bank erosion. Data Source: BWDB's dry season satellite image analysis XM-DAC-46004-39295-013-LN3142Asian Development BankThe project will strengthen urban governance and improve urban infrastructure and service delivery in 30 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 class-A pourashavas in the country.Asian Development BankDepartment of Public Health EngineeringLocal Government Engineering DepartmentAsian Development BankAsian Development BankAmit Datta Royhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=39295-013 (Active)&officer= adroy@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90Governance and capacity developmentEnvironmentally sustainable growthPartnershipsInclusive economic growthGender Equity and Mainstreaming125000000Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering5110000.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development 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BankDepartment of Public Health Engineering456090.91Asian Development BankDepartment of Public Health Engineering4336093.86Asian Development BankDepartment of Public Health Engineering3613587.75Asian Development BankDepartment of Public Health Engineering4068999.04Asian Development BankDepartment of Public Health Engineering16750.00Asian Development BankDepartment of Public Health Engineering5236761.75Asian Development BankDepartment of Public Health Engineering711939.76Asian Development BankDepartment of Public Health Engineering5833775.97Asian Development BankDepartment of Public Health Engineering73250.00Asian Development BankDepartment of Public Health Engineering3744806.75Asian Development BankDepartment of Public Health Engineering691387.00Asian Development BankDepartment of Public Health Engineering5048638.71Asian Development BankDepartment of Public Health Engineering6725945.62Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of 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Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering957025.06Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering750512.29Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering836328.86Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering646145.55Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering792252.26Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering765648.22Asian Development BankDepartment of Public Health EngineeringPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: Installation of 60,000 individual meters for water supply Achievement: 19425 Data Source: Annual reports issued by pourashavas and LGEDOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: 300 kilometers of drains built or improved Achievement: 143 Progress/Status: Totally 553 km of drains have been built or improved. Data Source: Annual reports issued by pourashavas and LGEDOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: By 2021: 600 kilometers of roads improved or rehabilitated Achievement: 131 Progress/Status: in total, 1,658 km of roads have been improved or rehabilitated. In addition, 242 km of road-side footpaths have been developed. Data Source: Annual reports issued by pourashavas and LGEDOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: Slum improvement subprojects are completed in all project towns that have slums Achievement: Y Progress/Status: Contracts of 35 slum improvement sub-projects were completed in 35 PSs in 296 slums and 100% works have been completed. Data Source: Annual reports issued by pourashavas and LGED Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2021 Target value: Y Actual value: YOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: 180 km of pipes installed or upgraded water supply Achievement: 24 Progress/Status: 399 km pipelines are installed, and 89,638 households are connected with individual water supply meters. Data Source: Annual reports issued by pourashavas and LGEDOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: Sludge management facilities built in 14 project towns Achievement: 14 Progress/Status: Fecal Sludge Management (FSM) facilities combinedly being implemented with sanitary landfills packages by 23 packages and all FSM facilities have been completed and operational. Data Source: Annual reports issued by pourashavas and LGEDOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: Solid waste disposal sites built or improved in 20 towns (total capacity 200 tons/day) Achievement: 15 Progress/Status: 26 Solid Waste Disposal Sites (Sanitary Landfills) packages in 26 project towns have been completed with total capacity of 300 tons/day. Data Source: Annual reports issued by pourashavas and LGEDOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: Climate issues considered in designing 80% of subprojects and incorporated if found necessary Achievement: 80 Progress/Status: Climate issues considered in designing more than 80% subprojects and relevant parameters incorporated in the pertinent design, based on the need. Data Source: Annual reports issued by pourashavas and LGEDOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: Approximately 15,000 tons of CO2 emission reduced Achievement: 15,000 Progress/Status: More than 15,000 tons of CO2 emission reduced due to implement of solid waste management facilities and tree plantation in project pourashavas. Data Source: Annual reports issued by pourashavas and LGED Actual value: 15,000Output: 2. Improved capacity of pourashavas in urban service delivery, planning, and financial management Indicator: TLCCs (target: at least 33% women) and WLCCs (target: 40% women) formed in 35 towns by 2017 (baseline: 5 towns) Achievement: 0 Progress/Status: TLCCs and WLCCs were formed in 36 towns (35 project town and one fully GOB funded pourashava: Tungipara pourashava) by 2017 with targets of women participation achieved at 34.38%, and 40.13%, respectively. Data Source: Annual reports issued by pourashavas and LGEDOutput: 2. Improved capacity of pourashavas in urban service delivery, planning, and financial management Indicator: Urban master plans developed through gender-inclusive processes gazetted in 35 towns by 2020 (baseline: zero) Achievement: 1 Progress/Status: Urban master plans developed through gender-inclusive processes in 17 towns. The remaining pourashavas' master plans were developed by other projects of LGED. The plans are approved by the Pourashavas. Data Source: Gazetted urban master plansOutput: 2. Improved capacity of pourashavas in urban service delivery, planning, and financial management Indicator: WCA and PRSI standing committees operational in 35 towns by 2017 (Target: 40% women representation; baseline: zero) Achievement: 0 Progress/Status: WCA and PRSI standing committees are operational in 36 towns and 40% women representation was ensured in each committee. Data Source: Annual reports issued by pourashavasOutput: 2. Improved capacity of pourashavas in urban service delivery, planning, and financial management Indicator: PDP, GAP and PRAP approved in 35 towns by 2017 (baseline: 5 towns) Achievement: 0 Progress/Status: PDP, GAP, and PRAP approved for 36 towns. Data Source: Approved PDP, GAP, and PRAPOutput: 2. Improved capacity of pourashavas in urban service delivery, planning, and financial management Indicator: Annual O&M plan approved and own budget allocated for implementation in 35 towns by 2018 (baseline: 5 towns) Achievement: 0 Progress/Status: Annual O&M plan has been approved and own budget has been allocated for implementation in 36 project towns. Data Source: Annual reports issued by pourashavas and LGEDOutput: 2. Improved capacity of pourashavas in urban service delivery, planning, and financial management Indicator: Computerized tax records and billing system made functional in 35 towns by 2019 (baseline: 18 towns) Achievement: 0 Progress/Status: Computerized tax records and billing systems have been made functional in 36 project towns. Data Source: Annual reports issued by pourashavasOutput: 2. Improved capacity of pourashavas in urban service delivery, planning, and financial management Indicator: Top-performing pourashavas under Window B awarded for subproject funding by LGD by 2018 Achievement: y Progress/Status: 20 Pourashavas under Window B were selected by LGD for subproject funding by 2017. Data Source: Evaluation reports issued by LGD Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2018 Target value: Y Actual value: yOutput: 3. Project management and administration system in place Indicator: PMO and PIUs established with core staff appointed by August 2017 Achievement: y Progress/Status: PMU and PIUs established with core staff appointed in 36 PSs (35 PSs under ADB and OFID and one Tungipara Pourashava is under GoB funded town). Data Source: Reports issued by LGED Baseline value: N Baseline value: N Target year: 2017 Target value: Y Actual value: yOutput: 3. Project management and administration system in place Indicator: Quarterly progress reports and audit reports meet ADB requirements and submitted on time beginning Q4 2014 Achievement: y Progress/Status: Quarterly progress reports and audit reports meet ADB requirements and submitted on time beginning Q4 of 2014. Data Source: Reports and audit reports issued by LGED and FAPAD Baseline value: N Baseline value: N Target year: 2021 Target value: Y Actual value: yOutput: 3. Project management and administration system in place Indicator: Project is implemented on time and within budget Achievement: y Progress/Status: Project was being implemented on time and within the budget. Project closing time has been extended by two year for Loan 3142 and one year for Loan 3550/3551 up to 31 December 2022 while Loan 8285 has been extended up to 30 April 2023. Data Source: Quarterly progress reports issued by LGED Baseline value: N Baseline value: N Target year: 2021 Target value: Y Actual value: yOutput: 3. Project management and administration system in place Indicator: All relevant staff oriented on gender and trained on collection and monitoring of sex-disaggregated data by 2018 Achievement: y Progress/Status: All relevant staff oriented on gender and trained on collection and monitoring of sex-disaggregated data. Data Source: Reports issued by LGED Baseline value: N Baseline value: N Target year: 2018 Target value: Y Actual value: yImproved municipal service delivery and urban governance in project townsBy 2021: 60,000 households have new or improved access to piped water supply Achievement: 25717 Progress/Status: 89,638 households (HHs) received connections of new or improved access to piped water supply system with water meters. Data Source: For all indicators: project-specific monitoring and evaluation survey (reports issued by pourashavas and LGED)60,000 households have improved solid waste collection services (at least twice a week) Achievement: 90000 Progress/Status: 1,30,000 HHs in 26 project towns were under the benefit net. Construction works of Solid Waste Management (SWM) were completed in 26 Pourashavas and all the SWM facilities are in operational. Data Source: Project-specific monitoring and evaluation survey (reports issued by pourashavas and LGED)85% holding tax collection efficiency achieved in 29 project towns (baseline: 5 towns) Achievement: 0 Progress/Status: Average holding tax collection efficiency was achieved in all pourashavas (PSs). In FY 2023-2024, the collection efficiency was about 87%. Data Source: Project-specific monitoring and evaluation survey (reports issued by pourashavas and LGED)Pourashava-specific GAPs have at least 1% municipal revenue budget earmarked for implementation, of which 50% spent (target: 23 project towns; baseline: 5 project towns) Achievement: 6 Progress/Status: Achieved in all 35 Window A towns (except Mymensingh City Corporation). At least 1% municipal revenue budget earmarked for implementation, of which 74% (of the given 1%) have been spent in 35 PSs in FY2023-24. Data Source: Project-specific monitoring and evaluation survey (reports issued by pourashavas and LGED) XM-DAC-46004-46168-001-LN3169Asian Development BankThe project will support the Government of Bangladesh in upgrading the 72-kilometer (km) Akhaura-Laksam section of the Dhaka-Chittagong railway corridor to a double track railway line with modern signaling equipment. The section is part of a major subregional corridor and the Trans-Asia Railway network. The project will also (i) improve 11 railway stations and (ii) strengthen the capacity of the railway sector in project management and implementation as well as in accessing climate mitigation funds. By increasing the capacity of a major international trade corridor, the project will boost the national economy and facilitate subregional cooperation and trade. The project was endorsed by the SASEC Trade Facilitation and Transport Working Group in a meeting held in Singapore on 30 October 2013.Asian Development BankBangladesh RailwayAsian Development BankAsian Development BankAmrita Kumar Dashttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=46168-001 (Active)&officer= adas@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90PartnershipsInclusive economic growthGovernance and capacity developmentRegional integrationEnvironmentally sustainable growthEffective gender mainstreaming (EGM)400000000Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway330000.00Asian Development BankBangladesh Railway26142547.90Asian Development BankBangladesh Railway372894.66Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway8619933.23Asian Development BankBangladesh Railway2893828.57Asian Development BankBangladesh Railway8497164.54Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway6725443.39Asian Development BankBangladesh Railway13750597.61Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway887040.19Asian Development BankBangladesh Railway2151235.98Asian Development BankBangladesh Railway35534.93Asian Development BankBangladesh Railway2758550.54Asian Development BankBangladesh Railway4135.00Asian Development BankBangladesh Railway18180.29Asian Development BankBangladesh Railway5725087.20Asian Development BankBangladesh Railway17951.90Asian Development BankBangladesh Railway8867923.83Asian Development BankBangladesh Railway10573687.21Asian Development BankBangladesh Railway18498454.96Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1622250.20Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1865888.06Asian Development BankBangladesh Railway4211544.96Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway6640485.28Asian Development BankBangladesh Railway2447864.60Asian Development BankBangladesh Railway3468512.82Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway7720363.02Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2453160.59Asian Development BankBangladesh Railway57338.04Asian Development BankBangladesh Railway2763792.37Asian Development BankBangladesh Railway9786327.94Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway4148757.05Asian Development BankBangladesh Railway1891368.52Asian Development BankBangladesh 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BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway4893546.37Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway5343929.75Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway5488673.17Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway6376944.46Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway7325111.36Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway14044767.89Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway7325111.36Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway7325111.36Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway7325111.36Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway330000.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway372894.66Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway532189.25Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway781949.19Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway964013.07Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1622250.20Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2135035.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2453160.59Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2211374.97Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1270930.07Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway925147.27Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway850898.49Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway817260.43Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1722451.57Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway4587318.44Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway6146415.41Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway7248676.78Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway7276748.82Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway6200392.94Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway5788838.58Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway5065076.50Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh RailwayPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Upgraded railway infrastructure Indicator: 72 kilometers of new railway lines double-tracked in accordance with Trans Asia Railway network standards Achievement: 15 Progress/Status: Completed Data Source: Progress reports by Bangladesh RailwayOutput: 1. Upgraded railway infrastructure Indicator: Signaling and interlocking modernized in 11 stations Achievement: 0 Progress/Status: Completed Data Source: Progress reports by Bangladesh RailwayOutput: 1. Upgraded railway infrastructure Indicator: 11 stations reconstructed with integrated elderly, women, children, and disabled-friendly design features Achievement: 0 Progress/Status: Completed Data Source: Progress reports by Bangladesh RailwayOutput: 2. Improved capacity of Bangladesh Railway in project management and implementation Indicator: 20 Bangladesh Railway staff trained in procurement, contract management, and project management Achievement: 0 Progress/Status: Completed Data Source: Progress reports by Bangladesh RailwayOutput: 2. Improved capacity of Bangladesh Railway in project management and implementation Indicator: 20 Bangladesh Railway staff trained in elderly, women, children, and disabled-friendly design strategies for railway stations Achievement: 5 Progress/Status: Completed Data Source: Progress reports by Bangladesh RailwayOutput: 2. Improved capacity of Bangladesh Railway in project management and implementation Indicator: Project is implemented on time and within budget. Progress/Status: Completed Data Source: Progress reports by Bangladesh Railway Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2022 Target value: YOutput: 3. Improved project implementation unit in Bangladesh Railway Indicator: Project implementation unit is strengthened, restructured, and established on a permanent basis. Progress/Status: Completed Data Source: Progress reports by Bangladesh Railway Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2022 Target value: YOutput: 3. Improved project implementation unit in Bangladesh Railway Indicator: Application documents for access to climate mitigation funds prepared and baseline established. Progress/Status: Completed Data Source: Progress reports by Bangladesh Railway Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2022 Target value: YImproved railway transport system in Bangladesh.Number of daily passenger trains from Dhaka to Chittagong increased to 17 (2013 baseline: 14 trains per day and direction) Progress/Status: will be assessed after completion of the project Data Source: Bangladesh Railway operations records Actual value: Journey time of trains between Akhaura and Laksam reduced by 20% (2013 baseline: 77 minutes) Progress/Status: will be assessed after completion of the project Data Source: Bangladesh Railway operations records Actual value: XM-DAC-46004-46168-001-LN3170Asian Development BankThe project will support the Government of Bangladesh in upgrading the 72-kilometer (km) Akhaura-Laksam section of the Dhaka-Chittagong railway corridor to a double track railway line with modern signaling equipment. The section is part of a major subregional corridor and the Trans-Asia Railway network. The project will also (i) improve 11 railway stations and (ii) strengthen the capacity of the railway sector in project management and implementation as well as in accessing climate mitigation funds. By increasing the capacity of a major international trade corridor, the project will boost the national economy and facilitate subregional cooperation and trade. The project was endorsed by the SASEC Trade Facilitation and Transport Working Group in a meeting held in Singapore on 30 October 2013.Asian Development BankBangladesh RailwayAsian Development BankAsian Development BankAmrita Kumar Dashttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=46168-001 (Active)&officer= adas@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90PartnershipsInclusive economic growthGovernance and capacity developmentRegional integrationEnvironmentally sustainable growthEffective gender mainstreaming (EGM)105000000Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway7413605.87Asian Development BankBangladesh Railway221796.74Asian Development BankBangladesh Railway60738.97Asian Development BankBangladesh Railway44232.45Asian Development BankBangladesh Railway603884.87Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1830091.30Asian Development BankBangladesh Railway593038.16Asian Development BankBangladesh Railway1583826.57Asian Development BankBangladesh Railway192476.63Asian Development BankBangladesh Railway1600362.50Asian Development BankBangladesh Railway3195976.14Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway143070.74Asian Development BankBangladesh Railway881085.94Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1918567.32Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway343309.00Asian Development BankBangladesh Railway1208808.77Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2586988.45Asian Development BankBangladesh Railway1521048.23Asian Development BankBangladesh Railway3714286.97Asian Development BankBangladesh Railway1621960.19Asian Development BankBangladesh Railway257010.85Asian Development BankBangladesh Railway598582.29Asian Development BankBangladesh Railway845851.55Asian Development BankBangladesh Railway1593126.62Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1911268.66Asian Development BankBangladesh Railway790639.50Asian Development BankBangladesh Railway933514.52Asian Development BankBangladesh Railway440694.20Asian Development BankBangladesh Railway1739508.35Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway377839.67Asian Development BankBangladesh Railway700235.64Asian Development BankBangladesh Railway610154.94Asian Development BankBangladesh Railway3761411.11Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1118677.84Asian Development BankBangladesh Railway712037.25Asian Development BankBangladesh Railway469678.61Asian Development BankBangladesh Railway667786.97Asian Development BankBangladesh Railway634817.69Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1078555.94Asian Development BankBangladesh Railway238826.00Asian Development BankBangladesh Railway166792.29Asian Development BankBangladesh Railway989854.90Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1031325.32Asian Development BankBangladesh Railway915654.13Asian Development BankBangladesh Railway454895.71Asian Development BankBangladesh Railway1542696.98Asian Development BankBangladesh Railway285944.94Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway544422.36Asian Development BankBangladesh Railway601910.19Asian Development BankBangladesh Railway224959.87Asian Development BankBangladesh Railway384952.76Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2129347.96Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway795749.55Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2364000.15Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway66601.22Asian Development BankBangladesh Railway1377172.91Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1599507.35Asian Development BankBangladesh Railway1310298.96Asian Development BankBangladesh Railway1412156.13Asian Development BankBangladesh Railway1977587.67Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway275784.00Asian Development BankBangladesh Railway237897.12Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway12072676.46Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2349704.86Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2394700.61Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2477210.99Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2426923.04Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2350743.74Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2218504.71Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2258501.62Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2248740.29Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2275298.49Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2005379.63Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1981634.08Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2041978.25Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2044158.42Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway38363.60Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway80634.79Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway143070.74Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway199690.60Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway257010.85Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway331572.56Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway377839.67Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway435216.80Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway466626.87Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway476999.10Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway487681.61Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway511419.59Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway440560.44Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway501100.50Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway528734.52Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway555815.76Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway584139.18Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway569489.59Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway655368.81Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway561288.10Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh RailwayPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Upgraded railway infrastructure Indicator: 72 kilometers of new railway lines double-tracked in accordance with Trans Asia Railway network standards Achievement: 15 Progress/Status: Completed Data Source: Progress reports by Bangladesh RailwayOutput: 1. Upgraded railway infrastructure Indicator: Signaling and interlocking modernized in 11 stations Achievement: 0 Progress/Status: Completed Data Source: Progress reports by Bangladesh RailwayOutput: 1. Upgraded railway infrastructure Indicator: 11 stations reconstructed with integrated elderly, women, children, and disabled-friendly design features Achievement: 0 Progress/Status: Completed Data Source: Progress reports by Bangladesh RailwayOutput: 2. Improved capacity of Bangladesh Railway in project management and implementation Indicator: 20 Bangladesh Railway staff trained in procurement, contract management, and project management Achievement: 0 Progress/Status: Completed Data Source: Progress reports by Bangladesh RailwayOutput: 2. Improved capacity of Bangladesh Railway in project management and implementation Indicator: 20 Bangladesh Railway staff trained in elderly, women, children, and disabled-friendly design strategies for railway stations Achievement: 5 Progress/Status: Completed Data Source: Progress reports by Bangladesh RailwayOutput: 2. Improved capacity of Bangladesh Railway in project management and implementation Indicator: Project is implemented on time and within budget. Progress/Status: Completed Data Source: Progress reports by Bangladesh Railway Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2022 Target value: YOutput: 3. Improved project implementation unit in Bangladesh Railway Indicator: Project implementation unit is strengthened, restructured, and established on a permanent basis. Progress/Status: Completed Data Source: Progress reports by Bangladesh Railway Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2022 Target value: YOutput: 3. Improved project implementation unit in Bangladesh Railway Indicator: Application documents for access to climate mitigation funds prepared and baseline established. Progress/Status: Completed Data Source: Progress reports by Bangladesh Railway Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2022 Target value: YImproved railway transport system in Bangladesh.Number of daily passenger trains from Dhaka to Chittagong increased to 17 (2013 baseline: 14 trains per day and direction) Progress/Status: will be assessed after completion of the project Data Source: Bangladesh Railway operations records Actual value: Journey time of trains between Akhaura and Laksam reduced by 20% (2013 baseline: 77 minutes) Progress/Status: will be assessed after completion of the project Data Source: Bangladesh Railway operations records Actual value: XM-DAC-46004-42122-013-LN3256Asian Development BankThe Third Primary Education Development Project (PEDP III) is a follow-on to the ongoing Second Primary Education Development Program (PEDP II), the first sub-sector wide approach (SWAp) in the education sector in Bangladesh. The Project will contribute to the Government of Bangladesh (government) five year (FY2012-FY2016) Third Primary Education Development Program (the government's program or the Program) covering one year preprimary education to five year primary education. Together with eight other development partners (DPs), the Project will support the government's priorities of improving student learning outcomes and completion rates, and reducing disparities across all regions. The Government's program will focus on achieving key outputs level results and other implementation steps to policy and institutional changes that are essential to meet the Government's objective of providing quality education for all childrenAsian Development BankMinistry of Primary and Mass EducationAsian Development BankAsian Development BankZhigang Lihttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42122-013 (Closed)&officer= zli@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshDhaka23.7104 90.40744Dhaka Division24.16667 90.41667Chittagong22.91667 91.5Khulna Division22.91667 89.25Sylhet Division24.5 91.66667Rangpur Division25.83333 89Rajshahi Division25 89Borishal22.5 90.33333PartnershipsInclusive economic growthGovernance and capacity developmentGender Equity and Mainstreaming120000000Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education8880000.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education8880000.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education39999999.99Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education13330000.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education17790000.01Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education21340000.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education2829029.86Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education2871200.21Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education2787674.15Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass 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of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education1041938.93Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education1782.60Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education1090952.59Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass 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Development BankMinistry of Primary and Mass Education24168.44Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education1072776.75Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education1161015.28Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education4702.16Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education1036799.49Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education69061.14Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education683859.04Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education1052207.60Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education10586.94Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education813906.42Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education930254.47Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education948189.89Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education655368.92Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education894444.88Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education716215.07Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass EducationPerformanceFiduciaryOutput/s as listed by the project staff.Output: Decentralized and effective organization of the primary education system Indicator: Every year, all teachers‘ and head teachers‘ positions (vacancies and new positions) filled according to agreed recruitment procedures and on a needs basis with consideration for gender balance (target: annual compliance) Progress/Status: 2010/11: 5,414 (AT) 2011/12: 12,701(AT) 2012/13: 2,049 (HTs) 2012/13: 13,988 (ATs) 2013/14: 6,933 (PPE) 2015/16: 13,974 (PPE) 2016/17: 898 (HTs by PSC) 2016/17: 15,019 (ATs Pool) 2016/17: 31,525 (ATs Panel) Data Source: DLI Progress report Baseline year: 2011 Baseline value: Y Baseline year: 2011 Baseline value: Y Target year: 2016 Target value: YOutput: Decentralized and effective organization of the primary education system Indicator: At least 75% of schools (GPS, and NNGPS) have prepared SLIPs and have received funds in 2016 on the basis of guidelines updated in 2015 (Baseline 2010: 64%) Progress/Status: 2010: 64% 2012: 27% 2013: 62% 2014: 76% 2015: 74.6% 2016: 100% 2017: 100% Data Source: DLI Progress report Actual value: Output: Decentralized and effective organization of the primary education system Indicator: At least 65% of competency-based items introduced in the 2016 Grade 5 PECE (Baseline 2010: 0%) Progress/Status: 2012: 10% 2013: 25% 2014: 35% 2016: 65% Data Source: DLI Progress report Actual value: Output: Decentralized and effective organization of the primary education system Indicator: At least 10 types of primary schools covered by ASC in 2016 (Baseline 2009: 4) Progress/Status: 2010: 10 Types 2011: 13 Types 2012: 14 Types 2013: 14 Types 2014: 14 Types 2015: 25 Types 2016: 25 Types 2017: 26 Types Data Source: DLI Progress report Actual value: Output: Decentralized and effective organization of the primary education system Indicator: TPV completed examining the accuracy of data compared to prior TPV (No baseline, provided with TPV ASC 2014 is completed) Progress/Status: TPV completed in 2016 for the Accuracy of the Annual Primary School Census-2016. The comparison between the TPV and Census data is significant. There is no budget allocation for Annual Primary School Census -2018 Data Source: DLI Progress report Actual value: Output: Improved program planning and management Indicator: Primary education budget equal to or more than the original primary education budget for FY2014 and the share of the PEDP3 development budget as part of the overall primary education development budget increases incrementally each year (Target: annual compliance) Progress/Status: 2012: complied 2013: complied 2014: complied 2015: complied 2016: complied 2017: complied Data Source: DLI Progress report Baseline year: 2010 Baseline value: Y Baseline year: 2010 Baseline value: Y Target year: 2016 Target value: YOutput: Improved program planning and management Indicator: Deviation of expenditures on primary education from the originally approved budget (Target 15% for each FY) Progress/Status: 2012: Actual primary education expenditure for FY 11-12 is within 15% deviation of originally approved budget. 2013: Actual primary education expenditure for FY 12-13 is within 15% deviation of originally approved budget. 2014: Actual primary education expenditure for FY 13-14 is within 15% deviation of originally approved budget 2015: Actual primary education expenditure for FY 14-15 is within 15% deviation of originally approved budget. FY 15-16 is within 15% deviation of originally approved budget. FY 16-17 is within 15% deviation of originally approved budget. Data Source: DLI Progress report Actual value: Output: Improved teaching and learning for all. Indicator: At least 90% of all eligible schools receive all approved textbooks for Grades 1 to 5 within 1 month of school opening day in 2015, 2016, and 2017 (Baseline 2011: at least 75%) Progress/Status: 2015: 99% schools 2016: 99% schools and 2017:100% schools received the textbooks within 31 Jan of each year. Data Source: DLI Progress report Actual value: Output: Improved teaching and learning for all. Indicator: DPEd offered in 60 fully functional PTIs in line with the updated DPEd framework in 2017 (Baseline 2010: 0 PTIs) Progress/Status: DPE offered in 60 PTIs with number of instructors according to the plan in 2017. Data Source: DLI Progress report Actual value: Output: Improved teaching and learning for all. Indicator: At least 90% of the assistant and head teachers have professional qualification by 2017 (Baseline 2010: 83%) Progress/Status: 2011: assistant and head teachers with professional qualifications: 82%. 2012: assistant and head teachers with professional qualifications: 89% 2013: assistant and head teachers with professional qualifications: 90% 2014: assistant and head teachers with professional qualifications: 83.8% 2015: assistant and head teachers with professional qualifications: 88.7% 2016: assistant and head teachers with professional qualifications: 94.3% 2017 - 95% Data Source: ASPR Actual value: Output: Improved teaching and learning for all. Indicator: The curriculum has been revised with introduction of competency based elements in all 5 grades by 2016 (Baseline 2010: 0) Progress/Status: The curriculum was revised in 2011 with introduction to competency based elements. All textbooks were revised as per the new curriculum in 2016. Data Source: Report: Sub-component progress report Baseline year: 2010 Baseline value: N Baseline year: 2010 Baseline value: N Target year: 2016 Target value: YOutput: Reduced disparities and universal access and participation Indicator: 100% of PEDP3 needs based infrastructure development completed in 2016 according to criteria and technical standards to eliminate overcrowding, based on student to Usable Classroom ratio of 1:56 (Baseline 2010: 0%) Progress/Status: 100% of all needs-based classrooms, WASH blocks, water points, and major maintenances completed by 31 December 2017. Data Source: DLI progress report Actual value: Output: Reduced disparities and universal access and participation Indicator: At least 75% of Grade 1 new intakes complete PPE in 2017 (Baseline 2010: All 42%, boys 41%, and girls 44%%) Progress/Status: 2010: 42.25% (B 40.6, G 43.9) 2011: 39.02% (B 37.7, G 40.4) 2012: 50.03% (B 50.0, G 51.8) 2013: 47.28% (B 46.5, G 48.1) 2014: 51.07% (B 50.6, G 51.6) 2015: 96% (B 96, G 97) 2016: 96.6% (B 96.1, G 97) Data Source: ASPR Actual value: Output: Reduced disparities and universal access and participation Indicator: At least 95% of schools with separate functioning toilets for girls in 2017 (Baseline 2010: 31%) Progress/Status: 2010: 31% 2011: 48% 2012: 63% 2013: 64% 2014: 64.9% 2015: 52.3% 2016: 52.5% Data Source: ASPR Actual value: An efficient, inclusive, and equitable primary education system delivering effective and relevant child-friendly learning to all Bangladesh?s children from preprimary through Grade 5 primaryNPER: ALL 98%, boys 97%, and girls 99% in 2017 (Baseline 2010: All 94.8%, boys 92.2%, and girls 97.6%) Progress/Status: NPER 2011 is 94.9% (Boys 92.7% and Girls 97.3%) NPER 2012 is 96.8% (Boys 95% and Girls 98.8%) NPER 2013 is 97.3% (Boys 96.2% and Girls 98.4%) NPER 2014 is 97.7% (Boys 96.6% and Girls 98.8%) NPER 2014 is 97.9% (Boys 97.1 and Girls 98.8%) NPER 2015 is 97.94% (Boys 97.09 and Girls 98.79%) NPER 2016 is 97.96% (Boys 97.1% and Girls 98.8%) NPER 2017 is 97.97% (Boys 97.66% and Girls 98.29%). Data Source: Report: ASPR Actual value: GPI GPER: 1.03 in 2017 (Baseline 2010: 1.09) Progress/Status: GPI 2011 - 1.08 GPI 2012 - 1.06 GPI 2013 - 1.03 GPI 2014 - 1.03 GPI 2015 - 1.08 GPI 2016 - 1.05 (NPER 1.02 and GPER 1.05) GPI 2017 - 1.027 Data Source: Report: ASPR Actual value: Completion rate, primary education: All 80%, boys 78%, and girls 82% in 2017 (Baseline 2010: All 60.2%, boys 59.8%, and girls 60.8%) Progress/Status: 2011, 70.3% (Boys 67.6% and Girls 73%) 2012, 73.8% (Boys 71.7% and Girls 75.8%) 2013, 78.6 % (Boys 75.1% and Girls 82.1%) 2014, 79.1% ( Boys 75.7%, Girls 82.5%) 2015, 79.6% (Boys 76.1% and Girls 83%) 2016, 80.8% (Boys 77.7% and Girls 83.9%) 2017, 81.20% (Boys 78.28% and Girls 84.08%) Data Source: Report: ASPR Actual value: Number of input years per graduate: maximum 6.0 in 2017 (Baseline 2010: All 8.0, boys 8.0, and girls 8.1) Progress/Status: 2011, 7.2 (Boys 7.4 and Girls 7.1) 2012, 6.5 (Boys 6.6 and Girls 6.3) 2013, 6.3 (Boys 6.5 and Girls 6.1) 2014, 6.2 (Boys 6.5 and Girls 6.2) 2015, 6.2 (Boys 6.4 and Girls 6.1) 2016, 6.18 (Boys 6.3 and Girls 6) 2017, 6.1(Boys 6.23 and Girls 5.99) Data Source: Report: ASPR Actual value: XM-DAC-46004-44142-013-LN3295Asian Development BankThe proposed technical assistance loan will provide the facility to prepare a series of regional cooperation and integration (RCI) transport projects in roads and railways. The loan will ensure the projects are ready for implementation by providing funding for feasibility studies, detailed design preparation, procurement assistance, and safeguard implementation. The focus will be on priority transport corridors identified in the South Asian Association for Regional Cooperation (SAARC) Regional Multimodal Transport Study. Transport corridors linking with the Bay of Bengal Initiative for Multi-Sectoral Technical and Economic Cooperation (BIMSTEC) countries--such as the Asian Highway Network and the Trans-Asia Rail Network--will also be targeted. While the facility will cover 8% of Bangladesh's major roads and 12% of its railways, development of these corridors would complete the subregional land transport network, which will stimulate both subregional trade and the Bangladesh economy.Asian Development BankBangladesh RailwayRoads and Highways DepartmentAsian Development BankAsian Development BankYasushi Tanakahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=44142-013 (Closed)&officer= ytanaka@adb.org&division= Transport and Communications Division, SARD&projectcountry= BangladeshBangladesh24 90Inclusive economic growthRegional integrationSome gender elements (SGE)30000000Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1832956.63Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway13036.47Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway451404.94Asian Development BankBangladesh Railway1863623.42Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway27451.47Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway465108.30Asian Development BankBangladesh Railway44872.08Asian Development BankBangladesh Railway1737011.57Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway443265.00Asian Development BankBangladesh Railway330863.80Asian Development BankBangladesh Railway613277.60Asian Development BankBangladesh Railway65459.00Asian Development BankBangladesh Railway606646.76Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway773340.09Asian Development BankBangladesh Railway260878.24Asian Development BankBangladesh Railway926972.21Asian Development BankBangladesh Railway88809.13Asian Development BankBangladesh Railway425146.03Asian Development BankBangladesh Railway462597.81Asian Development BankBangladesh Railway462597.82Asian Development BankBangladesh Railway601278.21Asian Development BankBangladesh Railway1586304.59Asian Development BankBangladesh Railway115648.86Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway369397.66Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2528364.78Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1000287.96Asian Development 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Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway701223.05Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway587971.45Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway585430.22Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway592344.30Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway596277.96Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway589217.48Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway607160.16Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway607808.41Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway13036.47Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway27451.47Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway44872.08Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway65459.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway88809.13Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway115648.86Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway143657.87Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway179994.60Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway220009.14Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway196331.99Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway218312.41Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway183942.05Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway216487.43Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway209595.84Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway187448.93Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway185462.59Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway181000.52Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway207299.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway178997.57Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh RailwayPerformanceFiduciaryOutput/s as listed by the project staff.Output: Feasibility studies and detailed design of regional cooperation and integration (RCI) transport projects Indicator: Minimum of 3 projects in the road subsector Achievement: 7 Progress/Status: Loan 2688: Detailed design and feasibility study, if required, of 8 projects prepared. Loan 3295: Feasibility studies, if required, and detailed designs of 8 road projects with a total route length of 590 km is being prepared. Data Source: ADB missionsOutput: Feasibility studies and detailed design of regional cooperation and integration (RCI) transport projects Indicator: 5 projects prepared in the railway subsector (about 700 km of railway lines) Achievement: 7 Progress/Status: Loan 2688: Feasibility studies, if required, and detailed designs including support for safeguards implementation of 7 railway projects prepared. Loan 3295: Feasibility studies, if required, and detailed designs of 4 railway projects with a total route length of 386 km is being prepared. Data Source: Consultants' progress reportsOutput: Implementation support to RCI transport projects to facilitate government approvals, safeguard implementation and procurement Indicator: Bidding documents ready for tender before loan effectiveness Achievement: Y Data Source: ADB Missions Consultant's progress reports Baseline year: 2014 Baseline value: Y Baseline year: 2014 Baseline value: Y Target year: 2021 Target value: Y Actual value: YImproved efficiency in implementing RCI transport projects and facilitating cross-border traffic in BangladeshImplementation delays reduced by at least 1 year for ensuing projects (design completion in 2—3 years after loan approval for conventional projects in Bangladesh) Achievement: 1 Progress/Status: Out of the road and railway projects prepared under the Facility, 3 projects with 327 km of roads and 4 projects with 455 km of railway lines are being implemented. Data Source: Project performance reportsIncreased number of RCI transport projects Achievement: Y Progress/Status: 12 projects with 1,359 km of roads and 7 projects with 469 km of railway lines are being prepared with identified financing resources. Bidding documents for the projects under Loan 3295 are being prepared and will be ready for tender before ADB loans for the projects are effective. Data Source: Government investment program and ADB country programming Base year: 2010 Baseline value: N XM-DAC-46004-44192-016-LN3298Asian Development BankThe Second Bangladesh-India Electrical Grid Interconnection Project, as part of the South Asia Subregional Economic Cooperation (SASEC) Program, will help upgrade the power transmission capacity of the existing grid interconnection between Bangladesh and India from 500 megawatts to 1,000 megawatts. The power grid of western Bangladesh at Bheramara and the power grid of eastern India at Baharampur were first successfully interconnected in 2013 through the first Bangladesh India Electrical Grid Interconnection Project.Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)Asian Development BankAsian Development BankChoon Sik Junghttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=44192-016 (Closed)&officer= cjung@adb.org&division= Energy Division, SARD&projectcountry= BangladeshBheramara HVDC Back-to-back Station24.06721 89.00044Environmentally sustainable growthPartnershipsRegional integrationInclusive economic growthGovernance and capacity developmentKnowledge solutions35000000Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)15096891.19Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)238732.59Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)3267472.85Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2959297.99Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)398854.54Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)420632.49Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)9034881.84Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)397707.22Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)410877.90Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1421780.63Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)221849.62Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)33824.11Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)768.80Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)445464.21Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)445464.21Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)205499.81Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)875000.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)875000.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)875000.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)875000.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)875000.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)875000.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)875000.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)27412.53Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)875000.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)875000.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)875000.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)8312.50Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)68557.15Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)149209.66Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)173929.12Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)281224.35Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)464942.40Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)541782.13Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)557895.65Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)455823.83Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)234569.14Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)157829.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)136969.22Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)126122.24Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)285835.43Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)762502.79Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)920975.72Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)945268.08Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)928233.80Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)790015.71Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)739175.46Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)648241.79Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)PerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Bahrampur-?????Bheramara power transmission link enhanced Indicator: By 2017: 1a. One additional HVDC back-to-back substation of 400 kV/230 kV at Bheramara (Bangladesh) constructed by PGCB (2014 baseline: One existing HVDC back-to-back substation of 400 kV/230 kV at Bheramara) Achievement: 1 Data Source: PGCB annual ReportsOutput: 1. Bahrampur-?????Bheramara power transmission link enhanced Indicator: 1b. 12 km of 230 kV transmission line from the Bheramara substation to the Ishurdi substation and associated facilities constructed by PGCB (2014 baseline: 5 km of existing 230 kV transmission line) Achievement: 2 Data Source: PGCB annual ReportsOutput: 2. Capacity of PGCB on technical, project management, regulatory, trading and financial matters improved. Indicator: 2a. Agreements for power transfer from India signed by agencies in Bangladesh by 2016 Achievement: Y Data Source: BPDB annual reports Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2018 Target value: Y Actual value: YOutput: 2. Capacity of PGCB on technical, project management, regulatory, trading and financial matters improved. Indicator: 2b. Project management for HVDC enhanced at PGCB with the project commissioned on time by 2018 Achievement: Y Data Source: PGCB annual report Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2018 Target value: Y Actual value: YOutput: 2. Capacity of PGCB on technical, project management, regulatory, trading and financial matters improved. Indicator: 2c. Regulatory cell set up at PGCB and at least five staff trained on meeting regulatory requirements by 2018 Achievement: Y Data Source: PGCB annual report Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2018 Target value: Y Actual value: YOutput: 2. Capacity of PGCB on technical, project management, regulatory, trading and financial matters improved. Indicator: 2d. At least 10 personnel in PGCB, Power Division and BPDB in Bangladesh trained on Indian power market, load dispatch, power procurement, and financial issues by 2017 Achievement: 10 Data Source: MPEMR annual reportsIncreased capacity for cross-border power trade between Bangladesh and IndiaBy 2018: Over 5,000 GWh will flow over the interconnection to Bangladesh (2013-14 baseline: About 2,000 GWh power flow from India) Progress/Status: Commissioned by Prime Minister in 2018 Data Source: BPDB Annual Reports Actual value: XM-DAC-46004-44192-016-LN3299Asian Development BankThe Second Bangladesh-India Electrical Grid Interconnection Project, as part of the South Asia Subregional Economic Cooperation (SASEC) Program, will help upgrade the power transmission capacity of the existing grid interconnection between Bangladesh and India from 500 megawatts to 1,000 megawatts. The power grid of western Bangladesh at Bheramara and the power grid of eastern India at Baharampur were first successfully interconnected in 2013 through the first Bangladesh India Electrical Grid Interconnection Project.Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)Asian Development BankAsian Development BankChoon Sik Junghttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=44192-016 (Closed)&officer= cjung@adb.org&division= Energy Division, SARD&projectcountry= BangladeshBheramara HVDC Back-to-back Station24.06721 89.00044Environmentally sustainable growthPartnershipsRegional integrationInclusive economic growthGovernance and capacity developmentKnowledge solutions85000000Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)7378541.68Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)4855334.37Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)37523155.89Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1628121.03Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)736810.55Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)6160877.84Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)11696049.21Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)7502256.55Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)272690.12Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)166054.37Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)5356824.90Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2978429.28Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2172410.16Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2171329.98Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2103173.56Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1984861.37Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2020645.98Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2011912.67Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2035673.88Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2049192.45Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2024928.12Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2086590.67Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2088818.47Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)32439.86Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)70106.88Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)72377.60Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)173076.67Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)550082.77Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)731939.13Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)756728.21Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)814698.48Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)837070.33Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1451.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)942153.96Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)815118.60Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)841761.57Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)709091.06Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)744091.01Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)720304.63Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)644194.91Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)637368.60Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)622034.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)712412.50Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)615150.65Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)PerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Bahrampur-?????Bheramara power transmission link enhanced Indicator: By 2017: 1a. One additional HVDC back-to-back substation of 400 kV/230 kV at Bheramara (Bangladesh) constructed by PGCB (2014 baseline: One existing HVDC back-to-back substation of 400 kV/230 kV at Bheramara) Achievement: 1 Data Source: PGCB annual ReportsOutput: 1. Bahrampur-?????Bheramara power transmission link enhanced Indicator: 1b. 12 km of 230 kV transmission line from the Bheramara substation to the Ishurdi substation and associated facilities constructed by PGCB (2014 baseline: 5 km of existing 230 kV transmission line) Achievement: 2 Data Source: PGCB annual ReportsOutput: 2. Capacity of PGCB on technical, project management, regulatory, trading and financial matters improved. Indicator: 2a. Agreements for power transfer from India signed by agencies in Bangladesh by 2016 Achievement: Y Data Source: BPDB annual reports Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2018 Target value: Y Actual value: YOutput: 2. Capacity of PGCB on technical, project management, regulatory, trading and financial matters improved. Indicator: 2b. Project management for HVDC enhanced at PGCB with the project commissioned on time by 2018 Achievement: Y Data Source: PGCB annual report Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2018 Target value: Y Actual value: YOutput: 2. Capacity of PGCB on technical, project management, regulatory, trading and financial matters improved. Indicator: 2c. Regulatory cell set up at PGCB and at least five staff trained on meeting regulatory requirements by 2018 Achievement: Y Data Source: PGCB annual report Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2018 Target value: Y Actual value: YOutput: 2. Capacity of PGCB on technical, project management, regulatory, trading and financial matters improved. Indicator: 2d. At least 10 personnel in PGCB, Power Division and BPDB in Bangladesh trained on Indian power market, load dispatch, power procurement, and financial issues by 2017 Achievement: 10 Data Source: MPEMR annual reportsIncreased capacity for cross-border power trade between Bangladesh and IndiaBy 2018: Over 5,000 GWh will flow over the interconnection to Bangladesh (2013-14 baseline: About 2,000 GWh power flow from India) Progress/Status: Commissioned by Prime Minister in 2018 Data Source: BPDB Annual Reports Actual value: XM-DAC-46004-49094-001-LN3301Asian Development BankThe proposed project will improve railway transport capacity in Bangladesh on key corridors - such as the Dhaka-Chittagong and Dhaka-Khulna main line corridors - by financing additional rolling stock (locomotives, passenger carriages, and related equipment). The new rolling stock will enable Bangladesh Railway to satisfy steadily growing demand and increase its market share. The impact will be efficient and safe railway transport in Bangladesh, aligned with the Sixth Five-Year Plan (2011-2015). The outcome will be increased railway transport capacity in the main line network of Bangladesh Railway. The project has two outputs. Output 1 comprises the procurement and commissioning of new rolling stock consisting of approximately 264 passenger carriages and 10 diesel electric locomotives for Bangladesh Railway's meter gauge main line network. Output 2 comprises the procurement and commissioning of new equipment consisting of approximately four relief cranes, two train washing plants, and one simulator for loco-master training.Asian Development BankBangladesh RailwayAsian Development BankAsian Development BankAmrita Kumar Dashttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=49094-001 (Closed)&officer= adas@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh23.89507 90.29226Governance and capacity developmentInclusive economic growth200000000Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway90000.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development 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Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway630079.03Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway574939.18Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway586642.40Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1396628.30Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway3735470.10Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway4511822.56Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway4629929.07Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway4547379.61Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway3870254.79Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway3621190.53Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway3175710.17Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh RailwayPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. New rolling stock procured and commissioned Indicator: 264 passenger carriages for Bangladesh Railway's main line network commissioned. Achievement: 44 Progress/Status: Overall status: 50 BG coaches have already been arrived in Bangladesh by 3 lots. All are commissioned. 200 nos. of MG coaches have already been arrived in Bangladesh by 9 lots. All are commissioned. Data Source: Bangladesh Railway's progress and project completion reportsOutput: 1. New rolling stock procured and commissioned Indicator: 10 diesel locomotives for Bangladesh Railway's main line network commissioned. Progress/Status: 10 MG locomotives have already been delivered to Bangladesh Railway (BR) and commissioning has been done by the committee in November 2020. Payment has already been made for the goods supplied before the loan closing date of 30 June 2022. However, payment of $1.26 million is still to be made for supply of spare parts as these were supplied after the loan closing period due to unavoidable circumstances. Data Source: Bangladesh Railway's progress and project completion reports Actual value: Output: 2. New equipment procured and commissioned Indicator: Four relief cranes commissioned Progress/Status: All cranes are handed over to the concern Chief Mechanical Engineer of Bangladesh Railway on 16 October 2019. Data Source: Bangladesh Railway's progress and project completion reports Actual value: Output: 2. New equipment procured and commissioned Indicator: Two train washing plants commissioned Progress/Status: Equipment for MG and BG Automatic Train Washing Plants have already been arrived in Bangladesh. Commissioning of these plants at Dhaka and Rajshahi have been completed. Data Source: Bangladesh Railway's progress and project completion reports Actual value: Output: 2. New equipment procured and commissioned Indicator: One simulator for loco-master training commissioned Progress/Status: One set of locomotive simulator has been already procured and handed over to the BR on 24 October 2019. Data Source: Bangladesh Railway's progress and project completion reports Actual value: Railway transport capacity in the main line network of Bangladesh Railway increaseda. Number of daily passenger trains increased by 10 Progress/Status: 352 Data Source: Bangladesh Railway Annual Information Book Actual value: b. Number of annual passengers increased by 10% Progress/Status: 90.1 million Data Source: Bangladesh Railway Annual Information Book Actual value: XM-DAC-46004-45253-002-LN3318Asian Development BankThe objective of the Third Capital Market Development Program (CMDP3) is the enhanced capacity and size of the capital market that is grounded on a strong legal and regulatory framework. 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Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF3336154.60Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF2681130.53Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF2495219.30Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF2057281.90Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOFPolicyPerformanceFiduciaryOutput/s as listed by the project staff.Output: Enhanced demand measures Indicator: Exemption of tax for fixed-income mutual funds on the first Tk25,000 interest income by Q3 2015 (Baseline: no tax exemption on the first Tk25,000 interest income) Data Source: For all indicators: Bangladesh Bank rules and regulations BSEC rules and regulation Executing agency progress reports Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2015 Target value: YOutput: Enhanced demand measures Indicator: BSEC regulations on exchange traded funds adopted by Q2 2016 (Baseline: no regulation) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Enhanced demand measures Indicator: IDRA organogram approved by the government by Q2 2016 (Baseline: no new organogram approved) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Enhanced demand measures Indicator: Devolvement of government securities reduced to no more than 10% of total issuance by Bangladesh Bank by FY2017 (FY2014 baseline: 15.4%) Actual value: Output: Enhanced demand measures Indicator: IDRA issued five insurance regulations by Q4 2016 (Baseline: no regulation) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Enhanced market facilitation Indicator: Financial reporting council established by Q4 2016 (Baseline: no council) Data Source: For all indicators: Bangladesh Bank rules and regulations BSEC rules and regulation Executing agency progress reports Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Enhanced market facilitation Indicator: BSEC issues directives for inclusion of strategic investors for the Dhaka Stock Exchange and the Chittagong Stock Exchange by Q4 2016 (Baseline: no directive) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Enhanced market facilitation Indicator: 2c. Transfer of capital market-related cases from the regular courts to the special tribunal for capital markets by Q3 2017 (Baseline: no cases transferred) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2017 Target value: YOutput: Enhanced supply measures Indicator: BSEC regulations on corporate bond issuance adopted by Q2 2015 (Baseline: no regulation) Data Source: For all indicators: Bangladesh Bank rules and regulations BSEC rules and regulation Executing agency progress reports Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2015 Target value: YOutput: Enhanced supply measures Indicator: BSEC regulations on private equity and venture capital adopted by Q2 2015 (Baseline: no regulation) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2015 Target value: YOutput: Enhanced supply measures Indicator: BSEC regulations on sukuk issuance adopted by Q4 2016 (Baseline: no regulation) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Enhanced supply measures Indicator: BSEC regulations on derivatives adopted by Q4 2016 (Baseline: no regulation) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Strengthened market stability Indicator: BSEC organogram approved by the government by Q2 2016 (Baseline: no new organogram approved) Data Source: For all indicators: Bangladesh Bank rules and regulations SEC rules and regulations IDRA rules and regulations Executing agency progress reports Reports by the Dhaka Stock Exchange and the Chittagong Stock Exchange Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Strengthened market stability Indicator: BSEC-issued initial public offering book-building rules by Q2 2016 (Baseline: no rules) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Strengthened market stability Indicator: BSEC issued merger and takeover rules by Q3 2016 (Baseline: no rules) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Strengthened market stability Indicator: BSEC adopted a recapitalization plan for intermediaries by Q3 2016 (Baseline: no recapitalization plan) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Strengthened market stability Indicator: BSEC established the office of internal control and compliance by Q3 2016 (Baseline: no office of internal control and compliance) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Strengthened market stability Indicator: At least one priority ICT application pilot tested and operational on BSEC's portal by Q3 2017 (Baseline: no ICT application) Actual value: Output: Strengthened market stability Indicator: 1g. BSEC granted license to establish a clearing and settlement company by Q4 2016 (Baseline: no clearing and settlement company) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: NEnhanced capacity and size of the capital market in a strong legal and regulatory frameworkStock market capitalization increases to 20.4% of gross domestic product by December 2017 (FY2015 baseline: 17.6%) Progress/Status: 16.4% as of FY 2017 (ending June 2017) Data Source: For all indicators: Reports by the Dhaka Stock Exchange and the Chittagong Stock Exchange Reports by the SEC Bangladesh Quarterly Economic Update Actual value: Enlistment of new securities increases to 570 by December 2017 (FY2015 baseline: 555) Progress/Status: 572 as of June 201 Actual value: Total value of corporate bonds issued increases to Tk19 billion by December 2017 (FY2014 baseline: Tk15.6 billion) Progress/Status: Not available from public information (to be consulted with BSEC) Actual value: XM-DAC-46004-45253-002-LN3319Asian Development BankThe objective of the Third Capital Market Development Program (CMDP3) is the enhanced capacity and size of the capital market that is grounded on a strong legal and regulatory framework. 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Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF947899.96Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF885510.24Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF745278.79Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF892123.78Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF750775.10Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF767601.32Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF714222.29Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF829761.01Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF787309.19Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOFPolicyPerformanceFiduciaryOutput/s as listed by the project staff.Output: Enhanced demand measures Indicator: Exemption of tax for fixed-income mutual funds on the first Tk25,000 interest income by Q3 2015 (Baseline: no tax exemption on the first Tk25,000 interest income) Data Source: For all indicators: Bangladesh Bank rules and regulations BSEC rules and regulation Executing agency progress reports Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2015 Target value: YOutput: Enhanced demand measures Indicator: BSEC regulations on exchange traded funds adopted by Q2 2016 (Baseline: no regulation) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Enhanced demand measures Indicator: IDRA organogram approved by the government by Q2 2016 (Baseline: no new organogram approved) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Enhanced demand measures Indicator: Devolvement of government securities reduced to no more than 10% of total issuance by Bangladesh Bank by FY2017 (FY2014 baseline: 15.4%) Actual value: Output: Enhanced demand measures Indicator: IDRA issued five insurance regulations by Q4 2016 (Baseline: no regulation) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Enhanced market facilitation Indicator: Financial reporting council established by Q4 2016 (Baseline: no council) Data Source: For all indicators: Bangladesh Bank rules and regulations BSEC rules and regulation Executing agency progress reports Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Enhanced market facilitation Indicator: BSEC issues directives for inclusion of strategic investors for the Dhaka Stock Exchange and the Chittagong Stock Exchange by Q4 2016 (Baseline: no directive) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Enhanced market facilitation Indicator: 2c. Transfer of capital market-related cases from the regular courts to the special tribunal for capital markets by Q3 2017 (Baseline: no cases transferred) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2017 Target value: YOutput: Enhanced supply measures Indicator: BSEC regulations on corporate bond issuance adopted by Q2 2015 (Baseline: no regulation) Data Source: For all indicators: Bangladesh Bank rules and regulations BSEC rules and regulation Executing agency progress reports Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2015 Target value: YOutput: Enhanced supply measures Indicator: BSEC regulations on private equity and venture capital adopted by Q2 2015 (Baseline: no regulation) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2015 Target value: YOutput: Enhanced supply measures Indicator: BSEC regulations on sukuk issuance adopted by Q4 2016 (Baseline: no regulation) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Enhanced supply measures Indicator: BSEC regulations on derivatives adopted by Q4 2016 (Baseline: no regulation) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Strengthened market stability Indicator: BSEC organogram approved by the government by Q2 2016 (Baseline: no new organogram approved) Data Source: For all indicators: Bangladesh Bank rules and regulations SEC rules and regulations IDRA rules and regulations Executing agency progress reports Reports by the Dhaka Stock Exchange and the Chittagong Stock Exchange Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Strengthened market stability Indicator: BSEC-issued initial public offering book-building rules by Q2 2016 (Baseline: no rules) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Strengthened market stability Indicator: BSEC issued merger and takeover rules by Q3 2016 (Baseline: no rules) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Strengthened market stability Indicator: BSEC adopted a recapitalization plan for intermediaries by Q3 2016 (Baseline: no recapitalization plan) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Strengthened market stability Indicator: BSEC established the office of internal control and compliance by Q3 2016 (Baseline: no office of internal control and compliance) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: YOutput: Strengthened market stability Indicator: At least one priority ICT application pilot tested and operational on BSEC's portal by Q3 2017 (Baseline: no ICT application) Actual value: Output: Strengthened market stability Indicator: 1g. BSEC granted license to establish a clearing and settlement company by Q4 2016 (Baseline: no clearing and settlement company) Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2016 Target value: NEnhanced capacity and size of the capital market in a strong legal and regulatory frameworkStock market capitalization increases to 20.4% of gross domestic product by December 2017 (FY2015 baseline: 17.6%) Progress/Status: 16.4% as of FY 2017 (ending June 2017) Data Source: For all indicators: Reports by the Dhaka Stock Exchange and the Chittagong Stock Exchange Reports by the SEC Bangladesh Quarterly Economic Update Actual value: Enlistment of new securities increases to 570 by December 2017 (FY2015 baseline: 555) Progress/Status: 572 as of June 201 Actual value: Total value of corporate bonds issued increases to Tk19 billion by December 2017 (FY2014 baseline: Tk15.6 billion) Progress/Status: Not available from public information (to be consulted with BSEC) Actual value: XM-DAC-46004-44213-017-LN3320Asian Development BankADB and the Government of Bangladesh are working together to help secondary school students gain the skills needed to obtain quality jobs and move the country forward. The Secondary Education Sector Investment Program is helping Bangladesh's secondary schools become more efficient, equitable and higher-quality. This includes the use of information and communication technology, as well as vocational programs, teacher training and the improvement of exams. Poor students are being assisted under the program and equity between the education of girls and boys is a key focus.Asian Development BankMinistry of EducationAsian Development BankAsian Development BankS.M. Ebadur Rahmanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=44213-017 (Closed)&officer= msmamun@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh23.89507 90.29226PartnershipsInclusive economic growthGender Equity and Mainstreaming185000000Asian Development BankMinistry of Education20000000.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education53999999.99Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education70999999.95Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education27000000.01Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education5000000.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education5016072.19Asian Development BankMinistry of Education0.00Asian 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Development BankMinistry of Education0.00Asian Development BankMinistry of Education1461992.41Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education1452638.68Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education1139638.32Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education1607026.56Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education1330073.09Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of EducationPerformanceFiduciaryOutput/s as listed by the project staff.Output: Equitable access and retention of secondary education increased Indicator: By 2016, resource teacher program for marginalized groups, including girls, is introduced in 1,000 schools. Achievement: 0 Progress/Status: A Resource Teachers Program (RTP) Plan developed under SESIP and approved by SHED, MoE. Selection of institutions (total 1000; Girls: 30) and teacher recruitment completed in Feb 2018. The schools were selected from the underprivileged areas based on the Composite Deprivation Index of Ministry of Public Administration. The RTs (total 1,000) fielded in the selected schools in March 2018. Data Source: MOE's Review ReportOutput: Quality and relevance of secondary education enhanced Indicator: 7,300 schools received and used new science equipment Achievement: 0 Data Source: MOE approved planOutput: Quality and relevance of secondary education enhanced Indicator: By 2016, Training on Implementation of Effective Curriculum Delivery conducted for 30,000 Head Teachers of secondary schools and Madrasah superintendents (Female Teachers: at least 4%). Achievement: 0 Progress/Status: A plan for training of the Head Teachers/Supers of secondary schools/madrasahs on effective delivery of curriculum developed. According to the plan, training manual developed, printed and distributed and a total of 25866 (F 1051 [4.06%]) HTs/Supers were provided with training. Data Source: DSHE Training ReportOutput: Quality and relevance of secondary education enhanced Indicator: 1,000 girls' schools received and used new science equipment Achievement: 0 Data Source: MOE approved planOutput: Quality and relevance of secondary education enhanced Indicator: By 2016, refurbishment plan for science equipment (grades 6-8 and 9-10) and laboratories (grades 9-10) to all schools and madrasah, including girls' school, is approved Achievement: Y Progress/Status: A refurbishment plan for science equipment and laboratories on science teaching to schools, madrasahs, including girls' school developed and approved by DG, DSHE in 2018 and a guideline was issued by DG, DSHE based on the plan. Data Source: DSHE EMIS Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2016 Target value: Y Actual value: YOutput: Quality and relevance of secondary education enhanced Indicator: 2,700 madrasahs received and used new science equipment Achievement: 0 Data Source: MOE approved planOutput: Quality and relevance of secondary education enhanced Indicator: By 2017, 10,000 (7,300 schools and 2,700 madrasahs) including 1,000 girls' schools and 300 girls' madrasahs received and used new science equipment Achievement: 0 Progress/Status: Distribution of science equipment to 10,000 schools/madrasahs selected under Tranche 2 [schools 7281 (Girls: 1012) and madrasahs 2719 (Girls: 322)] covering five zones had been completed under package no. GD-39 in Dec 2019. Supply of furniture had also been completed in the selected schools/madrasahs of seven zones. Data Source: MOE approved planOutput: Quality and relevance of secondary education enhanced Indicator: 300 girls' madrasahs received and used new science equipment Achievement: 0 Data Source: MOE approved planOutput: Quality and relevance of secondary education enhanced Indicator: By 2015, plan of introduction of pre-vocational and vocational subjects for schools and madrasahs, including girls' schools, is developed and approved. Achievement: Y Progress/Status: A Pre-vocational and Vocational Implementation Plan (PVIP) developed and approved by SHED, MoE. PVV program was commenced in 640 selected schools 548 (Girls' school 5) and madrasahs (92) from January 2020. Data Source: MOE Approved Plan Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2015 Target value: Y Actual value: YOutput: Quality and relevance of secondary education enhanced Indicator: By 2017, National Public Examination Review is conducted. Achievement: N Progress/Status: Results of national public exams (JSC, SSC, HSC) are being reviewed starting from 2015. Meanwhile, review of results of public exams for the years 2015, 2016, 2017, and 2018 completed. However, the activity was postponed due to not conducting examination caused by COVID-19. This year a decision has been taken to review the SSC and HSC examination results. Data Source: MOE's Review report Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2017 Target value: Y Actual value: NOutput: Secondary education management and governance strengthened Indicator: By 2017, 5 Upazila/Thana education offices are constructed. Achievement: Y Progress/Status: The construction of the 4 TSEO buildings was completed by June 2021. Construction of the remaining 21 buildings cannot be commenced for non-availability of sites. However, the SPSC directed to drop the program from SESIP activities due to non-availability of sites and time constraints. Initiative of construction of these office buildings will be taken from a new project. Data Source: DSHE EMIS Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: Secondary education management and governance strengthened Indicator: By 2017, Teacher Facilitator (Trainer) Database (sex disaggregated ) is functional at upazila level. Achievement: N Progress/Status: A firm was recruited for development of teacher-trainer database (SD-49) and the development of the software completed. DSHE is reviewing the software for acceptance. The database will be functional by 25 September 2023. Data Source: Upazila Education Office's Reports Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2020 Target value: Y Actual value: NOutput: Secondary education management and governance strengthened Indicator: By 2016, plan of implementation of placement of subject-based male and female teachers (Bangladesh, English, business studies, mathematics, science, and art and crafts) approved. Achievement: Y Progress/Status: The Secondary Teacher Development Strategy has been approved by SHED on 21 Dec 2019 that included proposal for placement of subject based male and female teachers. Now DSHE is implementing the strategy. The strategy can be implemented in the next program of DSHE such as NextGen/LAISE Data Source: MOE's approved plan Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2016 Target value: Y Actual value: YOutput: Secondary education management and governance strengthened Indicator: By 2017, 400 officers are trained in E-GP along with MOE's Procurement Capacity Development Plan (Female: 10%). Achievement: 0 Progress/Status: A total of 512 officers (women: 52 [10%]; men: 460) under DSHE have been trained on PPR (including e-GP) in different categories i. e. TEC & TOC members & officers/users related to procurement/e-GP as of Dec 2019. Data Source: DSHE implementation reportOutput: Secondary education management and governance strengthened Indicator: By 2016, DSHE Capacity Building Plan is developed and approved with KPI-based job descriptions and performance assessment scheme. Achievement: Y Progress/Status: The DSHE Capacity Development Plan based on a systematic institutional assessment was developed and approved by SHED in August 2022. Data Source: MOE approved Capacity Building Plan Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2020 Target value: Y Actual value: YInclusive participation in secondary education improved.GER secondary education (grades 9-10) increased from 61% (F: 66%) in 2011 to 66% (F: 71%) in 2017 Achievement: 0 Progress/Status: 75.52 (F 83.15) in 2021. Data Source: DSHE's EMISHigher secondary education (grades 11-12) increased from 25% (F: 26%) to 29% (F: 29%) in 2017 Achievement: 0 Progress/Status: 48.79 (F 49.88) in 2021. Data Source: DSHE's EMISSurvival rate (grade 9) increased from 58% (F: 55%) in 2011 to 60% (F: 57%) in 2017 Achievement: 0 Progress/Status: 72.56 (F 73.14) in 2021. Data Source: DSHE's EMIS XM-DAC-46004-42378-017-LN3350Asian Development BankTranche 3 will cover investments in generation system expansion and efficiency improvement, transmission system enhancement, and demand side energy efficiency improvement. Asian Development BankAshuganj Power Station Company Ltd. (APSCL)Bangladesh Rural Electrification BoardPower Grid Company of Bangladesh, Ltd. (PGCB)Asian Development BankAsian Development BankNazmun Naharhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42378-017 (Closed)&officer= nnahar@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshDhaka Division24.16667 90.41667Ashuganj City24.04016 91.0117Comilla23.46186 91.18503Kachua23.36 90.87Chandpur23.25 90.83333Kalurghat22.39685 91.88312Inclusive economic growthEnvironmentally sustainable growthPartnershipsKnowledge solutions205000000Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)86270.83Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)154318.57Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)155762.13Asian Development BankAshuganj Power Station Company Ltd. (APSCL)2055235.30Asian Development BankAshuganj Power Station Company Ltd. 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(APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)4741367.06Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)4594485.10Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)3752855.34Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)3706711.29Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)3093093.29Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)PerformanceFiduciaryOutput/s as listed by the project staff.Output: Consultancy support provided for Aminbazar- Maowa- Mongla 400 kV double circuit transmission line and 400/230 kV substation at Aminbazar by December 2020. Indicator: 700,000 of analog post-paid meters in Dhaka Division replaced with prepayment meters Achievement: 1000000 Progress/Status: Two contracts were signed on 19 June 2018 for supply of 1 million prepaid meters with related services. Installation of 87,500 single phase meters and 12,500 3 phase meters completed in 10 December 2019. All meters are functional. Data Source: BREB annual reports; Quarterly progress reports from BREBOutput: Consultancy support provided for Aminbazar- Maowa- Mongla 400 kV double circuit transmission line and 400/230 kV substation at Aminbazar by December 2020. Indicator: Consultancy support provided for Aminbazar- Maowa- Mongla 400 kV double circuit transmission line and 400/230 kV substation at Aminbazar by December 2020. Progress/Status: Contract was signed with GOPA- International for Design, procurement and implementation support for the construction of 174 km 400 kV Amin bazar -Maowa Mongla transmission line. The consultant team was mobilized on early 2017. The consultant provided support in procurement and bid evaluation of the 400 kV transmission line. During construction, consultant team provided their support in supervision of the line. The line is now fully energized. Data Source: PGCB annual report. Baseline year: 2016 Baseline year: 2016 Target year: 2020 Target value: YOutput: Power generation system expanded and upgraded through replacement of an aging steam and gas turbine power plant of 220 megawatt (MW) capacity with a more efficient 400 MW gas-fired Combined Cycle Power Plant (CCPP) at Ashuganj Power Station complex Indicator: Power generation capacity at Ashuganj Power Station complex increased by 180 MW (to be jointly co-financed by IDB) (Baseline: 777 MW in 2014) Progress/Status: Overall progress 100%. EPC Contract signed on 20 March 2018. The old power plant demolished in November 2018. Construction of the new power plant started from February 2019. Commissioning of the new power plant completed in 25 oct 2022. Power Plant is now fully operational. Data Source: APSCL annual reports; Quarterly progress reports from APSCL Actual value: Output: Transmission system expanded and upgraded through upgrade or construction of 132kv transmission lines and substations in Chittagong Division Indicator: 2a. 65 km of 132 kV lines upgraded in Chittagong Division between Comilla (South) and Chandpur (Baseline: 0 km in 2014) Achievement: 65 Progress/Status: Completed. 65km of 132 kV line upgraded by ACCC conductor. The line was energized on 3 May 2019. The LILO part in Kachua substation was energized in 15 January 2020. Data Source: PGCB annual reports; Quarterly progress reports from PGCB Output: Transmission system expanded and upgraded through upgrade or construction of 132kv transmission lines and substations in Chittagong Division Indicator: 2b. 7 km of 132 kV underground transmission line constructed in Chittagong Division between Madunaghat and Kalurghat (Baseline: 0 km in 2014) Progress/Status: Completed. Construction work for 7.2 km of 132 kV underground transmission line completed. The line was charged in April 2022. Data Source: PGCB annual reports; Quarterly progress reports from PGCB Actual value: Output: Transmission system expanded and upgraded through upgrade or construction of 132kv transmission lines and substations in Chittagong Division Indicator: 2c. 4 substations (132/33 kV) constructed or upgraded in Chittagong Division (Baseline: 0 nos in 2014) Progress/Status: Completed. One new AIS substation of 132/33 kV, 150 MVA at Kachua constructed and energized on 17 January 2021. One 132/33 kV substation at Madunaghat upgraded to GIS and energized on 28 December 2021. Upgradation at Comilla 132/33 kV GIS substation completed. The substation was energized in March 2022. Construction of new 132/33 kV GIS substation at Kalurghat completed. The substation was energized in April 2022. Data Source: PGCB annual reports; Quarterly progress reports from PGCB Actual value: increased efficiency and capacity of the power system in Bangladesh.a. Annual electricity generation in Ashuganj Power Station increased by 1,000 GWh (Baseline: 3,709 GWh in 2014) Progress/Status: Completed. Contract signed for the 400MW power plant on 20 March 2018. Demolishing of old power plant completed in Nov 2018. Powerplant Commissioning work completed. Power Plant is now fully operational. Overall Progress 100%. Data Source: APSCL annual report Actual value: b. Power transmission capacity in project area increased by 341 MVA (Baseline: 82 MVA in 2014) Progress/Status: Completed. Power Transmission capacity increased to 341 MVA. Data Source: PGCB annual reports. Actual value: c. System loss of BREB's distribution system in Dhaka Division reduced by 0.5% (Baseline: 10% in 2014) Progress/Status: BREB's distribution loss for FY 2021-22 was 9% . Data source: Power Division. Data Source: BREB annual reports Actual value: d. CO2 emissions reduced by 800,000 tons per year in Ashuganj Power Station (Baseline: 0 ton in 2014) Progress/Status: CO2 emission reduction is yet to start. Power plant was commissioned on Oct 2022. Data Source: APSCL annual report Actual value: XM-DAC-46004-36200-023-LN3367Asian Development BankAccelerating growth and reducing poverty, income inequality and regional disparity are the overarching goals of the current development paradigm in Bangladesh. Development of small and medium-sized enterprises (SMEs) is envisaged as a key element in this development strategy as noted in the 6th Five-Year Plan (FY2011-2015) of the Government of Bangladesh (GOB). For achieving double digit economic growth, promoting the development of the SME sector is considered critical.Asian Development BankBangladesh BankFinancial Institutions Division-MOFAsian Development BankAsian Development BankMohammad Rashed Al Hasanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=36200-023 (Active)&officer= malhasan@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshDhaka23.7104 90.40744PartnershipsInclusive economic growthPrivate sector developmentEffective gender mainstreaming (EGM)200000000Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian 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Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank-1459344.40Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank-274413.36Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank3999999.99Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank5034482.64Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank5391625.46Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank6870856.78Asian Development BankBangladesh Bank2250.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank6873106.78Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank6873106.78Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank6812300.77Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank6800369.76Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank6800369.76Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank6800369.76Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank6800369.76Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank428617.50Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank429688.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank891220.26Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank1026740.11Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank1130419.74Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank566761.81Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank510394.95Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank503391.82Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank601682.41Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank2576909.37Asian Development BankBangladesh Bank-2250.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank4946090.55Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank5314152.87Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank5086644.55Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank4854823.80Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank3897927.28Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank3795832.09Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank3107357.11Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh BankPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Increased medium- and long-term credit, especially to SMEs, SME clusters, and BSCIC estates in rural areas Indicator: By end of 2021: PFIs have fully disbursed the $200 million credit line to SMEs, SME clusters, and BSCIC estates outside the metropolitan areas of Dhaka and Chittagong (2015 baseline: 0) Achievement: 40000000 Progress/Status: A total advance of $198.54 million have been disbursed to Bangladesh Bank by 30 June 2022, of which $198.26 million have been liquidated and no more liquidation is pending. Data Source: 1a. Annual progress report submitted by MOF, Bangladesh Bank, and PFIsOutput: 1. Increased medium- and long-term credit, especially to SMEs, SME clusters, and BSCIC estates in rural areas Indicator: By end of 2021: A minimum of 15% of component A under the credit line ($20 million) disbursed to women entrepreneurs in 2017-2020 (2015 baseline: 0) Achievement: 15.19 Progress/Status: 15.19% of the stipulated amount under component A, disbursed to the women entrepreneurs. Data Source: 1b. Annual progress report submitted by MOF, Bangladesh Bank, and PFIsOutput: 2. Strengthened capacity of SME entrepreneurs to access bank financing Indicator: By end of 2021: Guidelines for establishing incubation centers prepared (2016 baseline: no guidelines) Progress/Status: Guidelines for establishing incubation centers prepared. Data Source: 2a-b. Bangladesh Bank annual report and consultants' report Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2021 Target value: YOutput: 2. Strengthened capacity of SME entrepreneurs to access bank financing Indicator: 2b. Women entrepreneurs' needs incorporated in the design and development of incubation centers Progress/Status: Yes. Women entrepreneurs needs incorporated into the design and development of incubation centers. Data Source: - Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2021 Target value: YOutput: 3. Strengthened managerial and technical capacity of SME support institutions (BB, SMEF, BSCIC) and PFIs for SME cluster financing Indicator: 3a. At least 200 SME entrepreneurs trained on how to form alliances in clustering and networking to help small firms to compete, grow, and cooperate with larger firms; and 50 staff from PFIs trained in SME cluster financing (2015 baseline: 0) Progress/Status: Completed. Total 14 training workshops held in 12 clusters. Number of participants: 421 Total 5 workshops held, with PFI staffs. Number of PFI staffs attended: 113 Data Source: 3a-b. Consultants monitoring report Actual value: Output: 3. Strengthened managerial and technical capacity of SME support institutions (BB, SMEF, BSCIC) and PFIs for SME cluster financing Indicator: 3b. Gender-related elements and/or elements addressing needs of women entrepreneurs incorporated in the needs assessment and training programs on SME, BSCIC, and SME cluster financing Progress/Status: Gender-related elements and/or elements addressing needs of women entrepreneurs have been incorporated in the needs assessment and training programs on SME, BSCIC, and SME cluster financing. Data Source: - Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2021 Target value: YOutput: 4. Enhanced women-led SMEs? access to bank finance and financial services Indicator: Trainers' training program for at least 50 staff of Bangladesh Bank's WEDUs on access to financial services conducted (2015 baseline: 0) Progress/Status: Completed. Number of training organized: 9 Number of BB staffs attended: 50 Data Source: 4a. Bangladesh Bank annual report Actual value: Output: 4. Enhanced women-led SMEs? access to bank finance and financial services Indicator: At least 100 staff of PFIs oriented on gender-sensitive approaches to assisting women entrepreneurs (2015 baseline: 0) Progress/Status: Completed. Number of training organized: 9 Number of PFI staffs attended: 138 Data Source: 4b-d. Bangladesh Bank and PFI annual reports Actual value: Output: 4. Enhanced women-led SMEs? access to bank finance and financial services Indicator: At least 400 women entrepreneurs trained in accessing financial services (2015 baseline: 0) Progress/Status: Completed. Number of training: 14 Number of women entrepreneurs trained: 417 Data Source: - Actual value: Output: 5. Strengthened project management capacity of the implementing agencies Indicator: Financial management framework adopted by SMEF (2016 baseline: no framework) Achievement: n Progress/Status: Developed Financial management framework for SME Foundation (SMEF) and it was adopted by SMEF. Data Source: SME Foundation Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2021 Target value: Y Actual value: nOutput: 5. Strengthened project management capacity of the implementing agencies Indicator: Project management software implemented at Bangladesh Bank (2016 baseline: no software) Achievement: y Progress/Status: Yes. Project management software implemented at Bangladesh Bank. Data Source: - Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2021 Target value: Y Actual value: yOutput: 5. Strengthened project management capacity of the implementing agencies Indicator: At least 50 staff of PFIs trained in comprehensive monitoring and reporting framework and project management software (2016 baseline: 0) Progress/Status: Completed. Total 64 PFI staffs trained. Data Source: - Actual value: Increase in the number and size of commercially viable SMEs, as well as employment in the SME sectorBy end of 2021: a. Ratio of SME credit to total loans of the banking sector increased to 25% over the next 4 years (2014 baseline: 20.2%) Progress/Status: Will be measured after closing of the project. Data Source: a. MOF and PFI annual reports Actual value: b. SME sector employment increased by 5% over the next 4 years (2014 baseline: 38.1 million people employed) Progress/Status: Will be measured after closing of the project. Data Source: b. Bangladesh Bank annual reports Actual value: XM-DAC-46004-32234-063-LN3376Asian Development BankThe fourth PFR was received on 17 February 2015 and was updated from time to time with the last update received on 8 February 2016. The government requested a loan of $50 million from ADB's ordinary capital resources (OCR) to finance completion of works for subprojects financed under tranches 1 and 2. Additional financing for these subprojects is required because of (i) the application of the price escalation clause in the contracts, which results in a funding gap; and (ii) adjustment in quantities of bill-of-quantities items based on site conditions. Asian Development BankBangladesh RailwayAsian Development BankAsian Development BankMarkus Roesnerhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=32234-063 (Closed)&officer= &division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshDhaka23.7104 90.40744Private sector developmentRegional integrationPartnershipsInclusive economic growth50000000Asian Development BankBangladesh Railway21815480.82Asian Development BankBangladesh Railway308721.77Asian Development BankBangladesh Railway124912.48Asian Development BankBangladesh Railway269922.92Asian Development BankBangladesh Railway187122.75Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway567654.03Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway567654.03Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway567654.03Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway567654.03Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway567654.03Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway567654.03Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway10990095.96Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway567654.03Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway567654.03Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway567654.03Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway78073.51Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway220875.69Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway228332.42Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway227723.50Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway327451.21Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway358431.51Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway370834.75Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway299409.11Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway151890.59Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway102391.17Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway91136.85Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway83974.68Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway190446.76Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway508394.73Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway614544.87Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway631268.27Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway620435.09Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway528533.59Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway495006.43Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway434560.66Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh RailwayPerformanceFiduciaryOutput/s as listed by the project staff.Output: infrastructure improvements commissioned Indicator: Signaling system improvement for 78 km in Darsana-Ishurdi section completed Data Source: Bangladesh Railway's progress and project completion reports Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2016 Target value: YOutput: Indicator Indicator: 64 km of double track between Tongi and Bhairab Bazar completed Data Source: Bangladesh Railway's progress and project completion reports Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2016 Target value: YOutput: Indicator Indicator: Yards rehabilitated and loops extended in 11 stations of the Darsana-Ishurdi-Sirajganj Bazar section completed Data Source: Bangladesh Railway's progress and project completion reports Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2016 Target value: YRailway transport capacity in the Dhaka-Chittagong and Dhaka-Ishurdi-Darsana-Khulna corridors improvedNumber of daily passenger trains in Tongi-Bhairab Bazar increased by 25% Progress/Status: The new track is under operation. Data Source: Bangladesh Railway Annual Information Book Baseline value: 44 trainsNumber of annual passengers increased by 10% Progress/Status: The new track is under operation. Data Source: Bangladesh Railway Annual Information Book Baseline value: 66 million XM-DAC-46004-47254-003-LN3397Asian Development BankThe proposed project aims to improve the water supply system in the country's capital, Dhaka, by making it more reliable, sustainable, and climate-resilient. It will consolidate and enhance the gains made in the efficiency of the water distribution network achieved under two ongoing Asian Development Bank (ADB) projects, and improve the service delivery and the capacity of the Dhaka Water Supply and Sewerage Authority (DWASA).Asian Development BankDhaka Water Supply and Sewerage AuthorityAsian Development BankAsian Development BankPushkar Srivastavahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=47254-003 (Active)&officer= psrivastava@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshDhaka23.7104 90.40744Environmentally sustainable growthGovernance and capacity developmentPartnershipsInclusive economic growthEffective gender mainstreaming (EGM)275000000Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority17765694.46Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority10410509.08Asian Development BankDhaka Water Supply and Sewerage Authority364938.23Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority559252.21Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority793799.22Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority4035227.92Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority1342166.78Asian Development BankDhaka Water Supply and Sewerage Authority2148343.49Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority2689792.07Asian Development BankDhaka Water Supply and Sewerage Authority766042.40Asian Development BankDhaka Water Supply and Sewerage Authority1114672.72Asian Development BankDhaka Water Supply and Sewerage Authority151116.85Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority1074756.64Asian Development BankDhaka Water Supply and Sewerage Authority1059948.29Asian Development BankDhaka Water Supply and Sewerage Authority350220.44Asian Development BankDhaka Water Supply and Sewerage Authority162652.83Asian Development BankDhaka Water Supply and Sewerage Authority70365.61Asian Development BankDhaka Water Supply and Sewerage Authority664351.26Asian Development BankDhaka Water Supply and Sewerage Authority2608266.50Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority190806.13Asian Development BankDhaka Water Supply and Sewerage Authority617126.06Asian Development BankDhaka Water Supply and Sewerage Authority451258.34Asian Development BankDhaka Water Supply and Sewerage Authority1453446.65Asian Development BankDhaka Water Supply and Sewerage Authority2569717.54Asian Development BankDhaka Water Supply and Sewerage Authority847743.45Asian Development BankDhaka Water Supply and Sewerage Authority986733.05Asian Development BankDhaka Water Supply and Sewerage Authority3508927.43Asian Development BankDhaka Water Supply and Sewerage Authority313856.41Asian Development BankDhaka Water Supply and Sewerage Authority111753.59Asian Development BankDhaka Water Supply and Sewerage Authority5465231.35Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority626973.62Asian Development BankDhaka Water Supply and Sewerage Authority267392.67Asian Development BankDhaka Water Supply and Sewerage Authority2283407.43Asian Development BankDhaka Water Supply and Sewerage Authority969234.18Asian Development BankDhaka Water Supply and Sewerage Authority1367542.19Asian Development BankDhaka Water Supply and 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BankDhaka Water Supply and Sewerage AuthorityPerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity for quality service delivery enhanced. Indicator: with 100% eligible women staff as training participants Achievement: 100 Progress/Status: All eligible 10 women staff (100%) are trained. Data Source: DWASA's annual monitoring surveys QPRs and PCROutput: Capacity for quality service delivery enhanced. Indicator: Five-year corporate business plan improved and implemented in 2025 Achievement: Y Progress/Status: Achieved. The upgraded 5-Yr Corporate Business Plan is finalized, approved, and now in implementation. Data Source: DWASA's annual monitoring surveys QPRs and PCR Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2025 Target value: Y Actual value: YOutput: Capacity for quality service delivery enhanced. Indicator: by Q1 2020, with women making up at least 50% of all participants and filling 50% of leadership positions Achievement: 113.68 Progress/Status: Achieved. Of the CBOs organized, about 60.6% are women members, and 53.08% of the leadership position are held by women. Data Source: DWASA's annual monitoring surveys QPRs and PCROutput: Capacity for quality service delivery enhanced. Indicator: with women making up at least 30% of participants Achievement: 50.53 Progress/Status: Achieved. Of the awareness campaign program arranged, • In community consultation meetings, about 50.53% of the participants were women. • In consultation sessions, about 34.05% of the participants were women. Data Source: DWASA's annual monitoring surveys QPRs and PCROutput: Capacity for quality service delivery enhanced. Indicator: Awareness campaign program implemented in seven zones by 2024 Achievement: 1873512 Progress/Status: Achieved. Awareness campaign program ongoing in 7 zones. • In community consultation meetings, total number of participants were 1,873,512 including 946,747 (50.53%) women participants. • 1,929 consultation sessions (390 Public consultations, 745 FGDs and 794 tea stall meetings) have been conducted. Total number of participants were 37,770 including 12,862 (34.05%) women participants. Data Source: DWASA's annual monitoring surveys QPRs and PCROutput: Capacity for quality service delivery enhanced. Indicator: 35 CBOs organized and implemented in LICs Achievement: 1 Progress/Status: Achieved. 42 CBOs (18 new CBOs + 24 existing CBOs in LIC areas) are formed. Training/orientation for 19 CBOs committee will be conducted by 2025. Combinedly in existing and newly formed CBOs; committees comprised of total 355 members including 215 women (60.56%), 211 members are in leadership position including 109 women (51.66%). In case of newly formed CBOs, 81 members are in leadership position, including 43 women (53.08%). Data Source: DWASA's annual monitoring surveys QPRs and PCROutput: Capacity for quality service delivery enhanced. Indicator: Water quality monitoring system upgraded and implemented by 2025 Achievement: Y Progress/Status: Achieved. Water quality monitoring equipment are already installed by the supplier and being used in DWASA Laboratories. Data Source: DWASA's annual monitoring surveys QPRs and PCR Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2025 Target value: Y Actual value: YOutput: Capacity for quality service delivery enhanced. Indicator: 50 DWASA staff, trained for operationalizing laboratory Achievement: 52 Progress/Status: Installation of laboratory equipment is completed. Till date, 52 staff are trained including 10 eligible (100%) women staff. Data Source: DWASA's annual monitoring surveys QPRs and PCROutput: Capacity for quality service delivery enhanced. Indicator: Gender action plan implemented by 2025 Achievement: Y Progress/Status: Achieved. As per the Gender Action Plan (GAP), a total of 18 targets were identified. All these targets were successfully achieved by 31 December 2025. Data Source: DWASA's annual monitoring surveys QPRs and PCR Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2025 Target value: Y Actual value: YOutput: Capacity for quality service delivery enhanced. Indicator: Bidding documents for two future investment projects ready by 2025 Progress/Status: Ongoing. The Project Steering Committee (PSC) recommended discontinuation of the Land Acquisition Project. Consequently, Dhaka WASA Management had decided to relocate the proposed Sewage Treatment Plant (STP) site to Pagla, utilizing DWASA's own land for this purpose. Moreover, the proposal for utilizing the existing DSIP Pagla Eastern Trunk Main (from Gandaria Junction point to Pagla STP) until completion of the construction works under DSIP Phase-3 had also been approved by Dhaka WASA Management. The variation of the PDF Consultant had been approved. Revised contract had been signed and Consultant DOHWA (JV Lead) commenced their work as per revised ToR. Since the DWSNIP Project is closed in December 2025, the Project Steering Committee (PSC) has recommended transferring this PDF Consultant Package to the DESWSP Project for continuation of remaining activities Data Source: DWASA's annual monitoring surveys QPRs and PCR Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2025 Target value: YOutput: Distribution network strengthened. Indicator: (i) 1,500 kilometers of water distribution network rehabilitated Achievement: 562 Progress/Status: Achieved. 2,546 km of water distribution network rehabilitated. Data Source: DWASA's annual monitoring surveys, QPRs, and PCROutput: Distribution network strengthened. Indicator: In new DMAs, covered by the project Progress/Status: Achieved. Data Source: DWASA's annual monitoring surveys, QPRs, and PCR Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2025 Target value: YOutput: Distribution network strengthened. Indicator: Output e1 of the design and monitoring framework for the Dhaka Water Supply Sector Development Program Accomplished Achievement: Y Progress/Status: Achieved. All remaining works of DWSSDP completed. Data Source: DWASA's annual monitoring surveys, QPRs, and PCR Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2017 Target value: Y Actual value: YOutput: Distribution network strengthened. Indicator: (ii) 187,000 connections to households and communities rehabilitated, from which at least 2.4 million women will benefit Achievement: 63466 Progress/Status: 203,150 household and community connections rehabilitated, including 198,075 replaced meters, benefitting about 2.56 million women. Data Source: DWASA's annual monitoring surveys, QPRs, and PCROutput: Distribution network strengthened. Indicator: (iii) 34,000 new or legalized connections of households and communities, from which at least 425,000 women will benefit Achievement: 11815 Progress/Status: 34,174 new or legalized household and community connections installed benefitting about 517,282 women. Data Source: DWASA's annual monitoring surveys, QPRs, and PCROutput: Distribution network strengthened. Indicator: (iv) 4,500 new or legalized connections of LICs, from which at least 125,000 women will benefit Achievement: 2817 Progress/Status: 4,845 new or legalized connections to LICs provided, benefitting about 137,454 women. Data Source: DWASA's annual monitoring surveys, QPRs, and PCROutput: Sustainable managerial capacity of DMA enhanced. Indicator: i. with 100% eligible women staff as training participants Achievement: 100 Progress/Status: All 11 eligible women staff (100%) have been participated in the training. Data Source: DWASA's annual monitoring surveys QPRs and PCROutput: Sustainable managerial capacity of DMA enhanced. Indicator: Sustainable nonrevenue water reduction plan implemented in 2025 Achievement: Y Progress/Status: Achieved. Sustainable DMA Management Tools (SDMT) has been developed, and implementation is in progress including calculation of NRW. Data Source: DWASA's annual monitoring surveys QPRs and PCR Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2025 Target value: Y Actual value: YOutput: Sustainable managerial capacity of DMA enhanced. Indicator: AMR implemented in three model DMAs Progress/Status: 1 package for AMR implementation is under bidding document preparation stage. Data Source: DWASA's annual monitoring surveys QPRs and PCR Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2025 Target value: YOutput: Sustainable managerial capacity of DMA enhanced. Indicator: 700 Dhaka WASA staff (seven zones) trained in DMA management by 2025 Achievement: 847 Progress/Status: Achieved. To date, 847 DWASA staff have been trained for DMA management. All 11 eligible women staff (100%) have been participated in the training. Data Source: DWASA's annual monitoring surveys QPRs and PCR Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2025 Target value: 700 Actual value: 847Output: Sustainable managerial capacity of DMA enhanced. Indicator: SOP upgraded and implemented in 2025 Achievement: Y Progress/Status: Achieved. 19 nos. of SOP prepared by CBS and training on these SOPs were given to DMA Management and implementation is in progress. Data Source: DWASA's annual monitoring surveys QPRs and PCR Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2025 Target value: Y Actual value: YOutput: Sustainable managerial capacity of DMA enhanced. Indicator: SCADA system implemented in all DMAs by 2025 Progress/Status: Hardware installation works of IWOC and 10 nos Zonal SCADAs are completed. Installation work of SCADA system at 450 new DTWs are completed. Integration and commissioning of all SCADA components are in progress. Data Source: DWASA's annual monitoring surveys QPRs and PCR Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2025 Target value: YSustainable provision of a more reliable, improved, and climate-resilient supply of water ensured in Dhaka CityUninterrupted, 24-hour supply of piped water delivered to 6.5 million people (2015 baseline: intermittent and insufficient supply, 8-10 hours average per day) Achievement: Y Progress/Status: 79 out of 85 DMAs handed over, providing 24/7 piped water supply to 5.60 million population including of LIC households. Data Source: DWASA's annual monitoring surveys QPRs and PCR Base year: 2015 Baseline value: NWater supply pressure of at least 1 bar (10 meters) at consumer end achieved (2015 baseline: 0.1-0.5 bar) Achievement: 1 Progress/Status: Water tightness tests conducted in each DMA have confirmed that the DMA pipelines can sustain a minimum pressure of 6 bar. Dhaka WASA is currently maintaining pressure between 2 - 4 bar in those DMAs connected to the Padma transmission line. A minimum pressure of 1 bar has been achieved in most DMAs; however, DWASA cannot yet maintain this level consistently due to source limitations. The situation is expected to improve and stabilize once the source capacity is enhanced. Data Source: DWASA's annual monitoring surveys QPRs and PCRNonrevenue water reduced to below 10 % (2013-2014 baseline: 26%) Achievement: 5.8 Progress/Status: In commissioned DMAs, NRW measured at a range between 1.6 - 5.8%. Data Source: DWASA's annual monitoring surveys QPRs and PCR98% of water quality test results within DWASA distribution systems meet country standards (2013 baseline: 90%) Achievement: 100 Progress/Status: In handed over DMAs, 100% test results met country standards. Data Source: DWASA's annual monitoring surveys QPRs and PCR XM-DAC-46004-46452-003-LN3438Asian Development BankThe SASEC Chittagong-Cox's Bazar Railway Project, Phase 1 (the Project) will support the government of Bangladesh in constructing the new, 102 kilometers (km) Dohazari-Cox's Bazar section of the Chittagong-Cox's Bazar railway corridor in southeastern Bangladesh. The government is upgrading the 47 km section Chittagong-Dohazari with its own funds. The project will also strengthen the capacity of the railway sector in project management and implementation. By connecting the Cox's Bazar district to Bangladesh's railway network, the project will not only boost the national economy through further development of Cox's Bazar into a major tourist destination, but also facilitate access for the population and products to subregional markets and trade. The Chittagong-Cox's Bazar railway corridor is part of the Trans-Asia Railway network. The project has been endorsed by the SASEC trade facilitation and transport working group meeting held in Tokyo on 26 November 2015. Asian Development BankBangladesh RailwayAsian Development BankAsian Development BankMukund Kumar Sinhahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=46452-003 (Active)&officer= adas@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshChittagong22.91667 91.5Cox's Bazar21.58389 92.01528Regional integrationInclusive economic growthEnvironmentally sustainable growthGovernance and capacity developmentEffective gender mainstreaming (EGM)210000000Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway77779473.60Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway693140.73Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway21131977.06Asian Development BankBangladesh Railway1977734.15Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1395536.99Asian Development BankBangladesh Railway2743317.00Asian Development BankBangladesh Railway5501337.87Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway5732111.06Asian Development BankBangladesh Railway5534285.20Asian Development BankBangladesh Railway10042511.99Asian Development BankBangladesh Railway24067587.38Asian Development BankBangladesh Railway17395397.13Asian Development BankBangladesh Railway12658165.70Asian Development BankBangladesh Railway1736877.00Asian Development BankBangladesh Railway2644344.30Asian Development BankBangladesh Railway2297389.65Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2557846.80Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway8331498.58Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1348965.62Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway930317.98Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway831463.77Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway787894.04Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1749271.72Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway5183282.02Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway5203484.42Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway5249517.87Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway5249517.87Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway5249517.87Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway747318.47Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway5249517.87Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway5249517.87Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway5249517.87Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway693140.73Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1395536.99Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1811218.05Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2644344.30Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2557846.80Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1348965.62Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway930317.98Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway831463.77Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway787894.04Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1793687.46Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway4826472.31Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway5841059.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway6004623.98Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway5906456.52Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway5035877.89Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway4720738.12Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway4148316.02Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh RailwayPerformanceFiduciaryOutput/s as listed by the project staff.Output: New railway line commissioned Indicator: 102 kilometers of new railway line constructed Achievement: 102 Progress/Status: The Physical progress for Lot -1 and Lot-2 is 99.09 % and 99% respectively as of 30 June 2026.The overall physical progress is 99% Data Source: Bangladesh Railway's progress and project completion reports Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2022 Target value: Y Actual value: 102Output: New railway line commissioned Indicator: Nine stations constructed, integrating design features that make them friendly to elderly people, women, children, and people with disabilities Achievement: 9 Progress/Status: Completed . Data Source: Bangladesh Railway's progress and project completion reports Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2022 Target value: Y Actual value: 9Output: Project implementation capacity of Bangladesh Railway strengthened Indicator: Safeguard monitoring system implemented Achievement: Y Progress/Status: This is currently being monitored. Data Source: Bangladesh Railway's progress and project completion reports Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2022 Target value: Y Actual value: YOutput: Project implementation capacity of Bangladesh Railway strengthened Indicator: Public communication plan implemented. Achievement: Y Progress/Status: This is currently being monitored. Data Source: Bangladesh Railway's progress and project completion reports Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2022 Target value: Y Actual value: YOutput: Project implementation capacity of Bangladesh Railway strengthened Indicator: Safety awareness implemented. Achievement: Y Progress/Status: This is currently being monitored. Data Source: Bangladesh Railway's progress and project completion reports Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2022 Target value: Y Actual value: YTransport system in the Chittagong?-Cox'?s Bazar corridor improved by connecting Cox?'s Bazar district to the national and subregional railway network10 passenger trains operate daily between Chittagong and Cox's Bazar Achievement: 3 Progress/Status: To be measured after project completion. Data Source: Bangladesh Railway's passenger timetable2.9 million annual passengers transported between Chittagong and Cox's Bazar Progress/Status: To be measured after project completion. Data Source: Bangladesh Railway's passenger records Actual value: Cox's Bazar district connected to the national and subregional railway network Achievement: N Progress/Status: To be measured after project completion. Data Source: Bangladesh Railway's project completion report Base year: 2016 Baseline value: N XM-DAC-46004-46452-003-LN3439Asian Development BankThe SASEC Chittagong-Cox's Bazar Railway Project, Phase 1 (the Project) will support the government of Bangladesh in constructing the new, 102 kilometers (km) Dohazari-Cox's Bazar section of the Chittagong-Cox's Bazar railway corridor in southeastern Bangladesh. The government is upgrading the 47 km section Chittagong-Dohazari with its own funds. The project will also strengthen the capacity of the railway sector in project management and implementation. By connecting the Cox's Bazar district to Bangladesh's railway network, the project will not only boost the national economy through further development of Cox's Bazar into a major tourist destination, but also facilitate access for the population and products to subregional markets and trade. The Chittagong-Cox's Bazar railway corridor is part of the Trans-Asia Railway network. The project has been endorsed by the SASEC trade facilitation and transport working group meeting held in Tokyo on 26 November 2015. Asian Development BankBangladesh RailwayAsian Development BankAsian Development BankMukund Kumar Sinhahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=46452-003 (Active)&officer= adas@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshChittagong22.91667 91.5Cox's Bazar21.58389 92.01528Regional integrationInclusive economic growthEnvironmentally sustainable growthGovernance and capacity developmentEffective gender mainstreaming (EGM)90000000Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway5152930.46Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway25177.66Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway51781.09Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway52298.88Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway694476.31Asian Development BankBangladesh Railway576953.66Asian Development BankBangladesh Railway983156.52Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway592554.37Asian Development BankBangladesh Railway1124302.26Asian Development BankBangladesh Railway1085602.35Asian Development BankBangladesh Railway1098091.61Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway618646.50Asian Development BankBangladesh Railway563138.40Asian Development BankBangladesh Railway303151.34Asian Development BankBangladesh Railway865157.77Asian Development BankBangladesh Railway809135.24Asian Development BankBangladesh Railway120688.46Asian Development BankBangladesh Railway1057958.98Asian Development BankBangladesh Railway465900.28Asian Development BankBangladesh Railway1016273.51Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway797290.91Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway957361.79Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway4015941.40Asian Development BankBangladesh Railway848778.26Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway302003.05Asian Development BankBangladesh Railway1121592.89Asian Development BankBangladesh Railway975676.02Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway590809.16Asian Development BankBangladesh Railway1125604.32Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1375928.37Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway154697.13Asian Development BankBangladesh Railway2541177.69Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1496095.81Asian Development BankBangladesh Railway1332784.46Asian Development BankBangladesh Railway313099.53Asian Development BankBangladesh Railway669677.92Asian Development BankBangladesh Railway1136193.04Asian Development BankBangladesh Railway709952.31Asian Development BankBangladesh Railway434511.51Asian Development BankBangladesh Railway797406.68Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1088543.69Asian Development BankBangladesh Railway725142.38Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway505535.12Asian Development BankBangladesh Railway218695.48Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway271607.30Asian Development BankBangladesh Railway637500.04Asian Development BankBangladesh Railway621901.46Asian Development BankBangladesh Railway2221564.82Asian Development BankBangladesh Railway1286875.91Asian Development BankBangladesh Railway1557923.88Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway395150.21Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway54635.95Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway877482.18Asian Development BankBangladesh Railway216438.03Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway46981.07Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1899699.30Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway770258.06Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway901045.62Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1280247.17Asian Development BankBangladesh Railway380634.55Asian Development BankBangladesh Railway2250000.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2250000.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2250000.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2250000.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2250000.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2250000.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1544118.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1544118.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1544118.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway25177.66Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway51781.09Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway52298.88Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway63834.80Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway106668.61Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway146809.01Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway182191.45Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway227763.03Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway277267.18Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway309543.98Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway347758.98Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway368627.87Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway375086.34Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway395150.21Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway332902.94Asian Development BankBangladesh Railway70040.91Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway406903.84Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway405968.16Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh RailwayPerformanceFiduciaryOutput/s as listed by the project staff.Output: New railway line commissioned Indicator: 102 kilometers of new railway line constructed Achievement: 102 Progress/Status: The Physical progress for Lot -1 and Lot-2 is 99.09 % and 99% respectively as of 30 June 2026.The overall physical progress is 99% Data Source: Bangladesh Railway's progress and project completion reports Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2022 Target value: Y Actual value: 102Output: New railway line commissioned Indicator: Nine stations constructed, integrating design features that make them friendly to elderly people, women, children, and people with disabilities Achievement: 9 Progress/Status: Completed . Data Source: Bangladesh Railway's progress and project completion reports Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2022 Target value: Y Actual value: 9Output: Project implementation capacity of Bangladesh Railway strengthened Indicator: Safeguard monitoring system implemented Achievement: Y Progress/Status: This is currently being monitored. Data Source: Bangladesh Railway's progress and project completion reports Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2022 Target value: Y Actual value: YOutput: Project implementation capacity of Bangladesh Railway strengthened Indicator: Public communication plan implemented. Achievement: Y Progress/Status: This is currently being monitored. Data Source: Bangladesh Railway's progress and project completion reports Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2022 Target value: Y Actual value: YOutput: Project implementation capacity of Bangladesh Railway strengthened Indicator: Safety awareness implemented. Achievement: Y Progress/Status: This is currently being monitored. Data Source: Bangladesh Railway's progress and project completion reports Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2022 Target value: Y Actual value: YTransport system in the Chittagong?-Cox'?s Bazar corridor improved by connecting Cox?'s Bazar district to the national and subregional railway network10 passenger trains operate daily between Chittagong and Cox's Bazar Achievement: 3 Progress/Status: To be measured after project completion. Data Source: Bangladesh Railway's passenger timetable2.9 million annual passengers transported between Chittagong and Cox's Bazar Progress/Status: To be measured after project completion. Data Source: Bangladesh Railway's passenger records Actual value: Cox's Bazar district connected to the national and subregional railway network Achievement: N Progress/Status: To be measured after project completion. Data Source: Bangladesh Railway's project completion report Base year: 2016 Baseline value: N XM-DAC-46004-45203-006-LN3461Asian Development BankThe project aims to (i) improve efficiency in natural gas production by installing seven wellhead gas compressors at location A of Titas gas field, and (ii) expand natural gas transmission pipeline capacity by constructing an approximately 181-kilometer, 36-inch parallel gas transmission pipeline from Chittagong through Feni to Bakhrabad.Asian Development BankBangladesh Gas Fields Company Ltd.Gas Transmission Company Ltd.Asian Development BankAsian Development BankYunfeng Yuehttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=45203-006 (Active)&officer= khoriguchi@adb.org&division= Energy Sector Office (SG-ENE)&projectcountry= BangladeshBangladesh23.89507 90.29226PartnershipsInclusive economic growthEnvironmentally sustainable growth100000000Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.32500.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.281934.54Asian Development BankBangladesh Gas Fields Company Ltd.32207.92Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.66797.36Asian Development BankBangladesh Gas Fields Company Ltd.77137.19Asian Development BankBangladesh Gas Fields Company Ltd.3457663.26Asian Development BankBangladesh Gas Fields Company Ltd.1031040.97Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.494802.50Asian Development BankBangladesh Gas Fields Company Ltd.387742.00Asian Development BankBangladesh Gas Fields Company Ltd.159406.54Asian Development BankBangladesh Gas Fields Company Ltd.236494.62Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.4593489.46Asian Development BankBangladesh Gas Fields Company Ltd.10735.81Asian Development BankBangladesh Gas Fields Company Ltd.2833137.52Asian Development BankBangladesh Gas Fields Company Ltd.7060037.14Asian Development BankBangladesh Gas Fields Company Ltd.5282961.38Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.17887.73Asian Development BankBangladesh Gas Fields Company Ltd.51439.77Asian Development BankBangladesh Gas Fields Company Ltd.3033729.97Asian Development BankBangladesh Gas Fields Company Ltd.388652.20Asian Development BankBangladesh Gas Fields Company Ltd.13245.65Asian Development BankBangladesh Gas Fields Company Ltd.291213.43Asian Development BankBangladesh Gas Fields Company Ltd.153338.22Asian Development BankBangladesh Gas Fields Company Ltd.11578.29Asian Development BankBangladesh Gas Fields Company Ltd.1332745.28Asian Development BankBangladesh Gas Fields Company Ltd.2019731.70Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.463455.84Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.467947.15Asian Development BankBangladesh Gas Fields Company Ltd.5611.56Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.319428.88Asian Development BankBangladesh Gas Fields Company Ltd.158907.92Asian Development BankBangladesh Gas Fields Company Ltd.32067.96Asian Development BankBangladesh Gas Fields Company 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Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.467947.15Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.269215.18Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.213188.89Asian Development 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Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1996567.51Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.2013064.28Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1600570.17Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1615195.20Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.1334044.49Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.PerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity of Chittagong?-Feni?-Bakhrabad gas transmission pipeline expanded. Indicator: 181 km, 36-in parallel gas transmission pipeline traversing Chittagong through Feni to Bakhrabad constructed (2016 baseline: 175 km, 24-in Bakhrabad-Chittagong transmission pipeline) Achievement: 181 Data Source: Annual reports of Petrobangla and GTCL.Output: Wellhead gas delivery pressure at location A of Titas gas field increased and sustained. Indicator: Seven wellhead gas compressors in location A of Titas gas field installed (2016 baseline: 0) Achievement: 7 Data Source: Annual reports of Petrobangla and BGFCL. BGFCL and GTCL quarterly reports to EMRD and IMEDOutput: Wellhead gas delivery pressure at location A of Titas gas field increased and sustained. Indicator: Wellhead gas delivery pressure maintained at 1,250 psig (2016 baseline: 1,250 psig) Achievement: 0 Data Source: Annual reports of Petrobangla and BGFCL. BGFCL and GTCL quarterly reports to EMRD and IMEDEfficiency in gas production improved and gas transmission pipeline capacity expanded.Average annual wellhead pressure drop reduced to 50-60 psig (2016 baseline: average annual pressure drop at 90 psig) Data Source: Annual reports of Petrobangla and BGFCL. BGFCL quarterly reports to EMRD and IMED. Actual value: Gas production sustained at 230 MMCFD (2016 baseline: 230-235 MMCFD) Data Source: Annual reports of Petrobangla and BGFCL. BGFCL quarterly reports to EMRD and IMED. Actual value: Natural gas transmission and delivery capacity expanded to 3,500 MMCFD (2016 baseline: 2,700 MMCFD) Data Source: Annual reports of Petrobangla and GTCL. GTCL quarterly reports to EMRD and IMED. Actual value: CO2 emission reduction maintained at 703,522 tons per year during 2021-2031 (2016 baseline: 9.8 million tons) Data Source: MOEF and BPDB reports Actual value: XM-DAC-46004-45203-006-LN3462Asian Development BankThe project aims to (i) improve efficiency in natural gas production by installing seven wellhead gas compressors at location A of Titas gas field, and (ii) expand natural gas transmission pipeline capacity by constructing an approximately 181-kilometer, 36-inch parallel gas transmission pipeline from Chittagong through Feni to Bakhrabad.Asian Development BankBangladesh Gas Fields Company Ltd.Gas Transmission Company Ltd.Asian Development BankAsian Development BankYunfeng Yuehttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=45203-006 (Active)&officer= khoriguchi@adb.org&division= Energy Sector Office (SG-ENE)&projectcountry= BangladeshBangladesh23.89507 90.29226PartnershipsInclusive economic growthEnvironmentally sustainable 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Company Ltd.276781.53Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.307037.73Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.339411.39Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.397720.61Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.396157.63Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.416593.91Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.403094.10Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.352076.98Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.422104.85Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.351377.22Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.0.00Asian Development BankBangladesh Gas Fields Company Ltd.PerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity of Chittagong?-Feni?-Bakhrabad gas transmission pipeline expanded. Indicator: 181 km, 36-in parallel gas transmission pipeline traversing Chittagong through Feni to Bakhrabad constructed (2016 baseline: 175 km, 24-in Bakhrabad-Chittagong transmission pipeline) Achievement: 181 Data Source: Annual reports of Petrobangla and GTCL.Output: Wellhead gas delivery pressure at location A of Titas gas field increased and sustained. Indicator: Seven wellhead gas compressors in location A of Titas gas field installed (2016 baseline: 0) Achievement: 7 Data Source: Annual reports of Petrobangla and BGFCL. BGFCL and GTCL quarterly reports to EMRD and IMEDOutput: Wellhead gas delivery pressure at location A of Titas gas field increased and sustained. Indicator: Wellhead gas delivery pressure maintained at 1,250 psig (2016 baseline: 1,250 psig) Achievement: 0 Data Source: Annual reports of Petrobangla and BGFCL. BGFCL and GTCL quarterly reports to EMRD and IMEDEfficiency in gas production improved and gas transmission pipeline capacity expanded.Average annual wellhead pressure drop reduced to 50-60 psig (2016 baseline: average annual pressure drop at 90 psig) Data Source: Annual reports of Petrobangla and BGFCL. BGFCL quarterly reports to EMRD and IMED. Actual value: Gas production sustained at 230 MMCFD (2016 baseline: 230-235 MMCFD) Data Source: Annual reports of Petrobangla and BGFCL. BGFCL quarterly reports to EMRD and IMED. Actual value: Natural gas transmission and delivery capacity expanded to 3,500 MMCFD (2016 baseline: 2,700 MMCFD) Data Source: Annual reports of Petrobangla and GTCL. GTCL quarterly reports to EMRD and IMED. Actual value: CO2 emission reduction maintained at 703,522 tons per year during 2021-2031 (2016 baseline: 9.8 million tons) Data Source: MOEF and BPDB reports Actual value: XM-DAC-46004-42466-016-LN3468Asian Development BankThe Skills for Employment Investment Program (SEIP) supports the government's ambitious skills development initiatives, which aim to enhance the productivity and employability of the growing workforce to reduce poverty and accelerate economic growth. The proposed Project 2 (2017-2021) aims to harness the evolving skills development system by strengthening training partnerships established under Project 1, while expanding the scope of skills training. Horizontally, Project 2 will expand its sectoral coverage of training from six to nine priority industries, bring in additional public and private training partners, and pilot upskilling training for Bangladesh migrant workers overseas. Vertically, Project 2 will upscale mid-level skills training (e.g., quality control personnel and supervisors) and introduce a new industry-specific managerial training program in response to the emerging "middle-management gap." Project 2 will also emphasize women's access to various skilling opportunities to promote their formal-sector employment and gender equality.Asian Development BankFinance Division, Ministry of FinanceAsian Development BankAsian Development BankZhigang Lihttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42466-016 (Active)&officer= zli@adb.org&division= Human and Social Development Sector Office (SG-HSD)&projectcountry= BangladeshBangladesh23.89507 90.29226Knowledge solutionsInclusive economic growthPartnershipsGovernance and capacity developmentPrivate sector developmentGender Equity and Mainstreaming100000000Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance5000000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance294180.39Asian Development BankFinance Division, Ministry of Finance45114.52Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance258062.31Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1776247.62Asian Development BankFinance Division, Ministry of Finance1019316.27Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1034603.50Asian Development BankFinance Division, Ministry of Finance1762206.36Asian Development BankFinance Division, Ministry of Finance86109.22Asian Development BankFinance Division, Ministry of Finance2635892.17Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1100943.82Asian Development BankFinance Division, Ministry of Finance1404701.19Asian Development BankFinance Division, Ministry of Finance1434081.07Asian Development BankFinance Division, Ministry of Finance2184161.26Asian Development BankFinance Division, Ministry of Finance1437588.09Asian Development BankFinance Division, Ministry of Finance3344411.04Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1364344.18Asian Development BankFinance Division, Ministry of Finance7684759.25Asian Development BankFinance Division, Ministry of Finance3917047.05Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance4303108.56Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance3005120.90Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2901272.19Asian Development BankFinance Division, Ministry of Finance3836331.83Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2632959.68Asian Development BankFinance Division, Ministry of Finance1534808.38Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance4301864.70Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance6002256.87Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance3390892.80Asian Development BankFinance Division, Ministry of Finance2855380.28Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2576295.04Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance735657.82Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1550083.63Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance782349.37Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance205009.56Asian Development BankFinance Division, Ministry of Finance34228.65Asian Development BankFinance Division, Ministry of Finance34280.30Asian Development BankFinance Division, Ministry of Finance1380335.23Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1145533.98Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2500000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2500000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2500000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2500000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2500000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2185714.29Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2103022.88Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2103022.88Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2103022.88Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance45114.52Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance54991.88Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance86109.22Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance141736.42Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance224241.83Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance379881.94Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance475588.59Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance557245.16Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance617083.25Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance735657.82Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance786285.99Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance784264.55Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance773513.05Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance750429.58Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance734594.06Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance715027.77Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance693997.57Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance672967.30Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of FinancePerformanceFiduciaryOutput/s as listed by the project staff.Output: Institutions strengthened Indicator: NHRDF operational with key officials appointed and required positions filled Achievement: y Progress/Status: NHRDF was officially established on 16 May 2017. It has completed the recruitment of some key officers, e.g., Managing Director, Company Secretary, Program Officers (Admin, Board, Monitoring, Fund Disbursement), and Accounts Officer. It commenced its operation in late 2023 Data Source: Quarterly progress reports Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2024 Target value: Y Actual value: yOutput: Institutions strengthened Indicator: Operational plan for NSDA implemented Achievement: y Progress/Status: NSDA bill was passed by the parliament on 18 September 2018. NSDA is fully functional now. The Executive Chairman of NSDA, and other Members and Directors deputed there by the govt. are implementing NSDA's targeted activities. NSDA rules have been approved and posted in the website. Data Source: Quarterly progress reports Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2024 Target value: Y Actual value: yOutput: Institutions strengthened Indicator: Three TTCs modernization plan finalized with mid-level skills curriculum developed and infra upgrading designs completed with gender-specific design features Achievement: 3 Progress/Status: Of the three TTCs, civil works for BG-TTC and Khula completed, though some auxiliary facilities in Khulna TTC is remaining. Sylhet TTC's work has been significantly delayed due to the bankruptcy of the contractor. For Khulna and Sylhet TTCs, the remaining work will be completed under the new skills program, i.e. SICIP. Data Source: Quarterly progress reportsOutput: Market responsive inclusive skills training delivered Indicator: of which 40% female poor and disadvantaged people receive special stipends for training Achievement: 39.82 Data Source: TMS, tracer studies, quarterly progress reportsOutput: Market responsive inclusive skills training delivered Indicator: By 2023, 60% of newly trained labor force entrants employed or self-employed within 3 months after certification Achievement: 71 Progress/Status: As of 30 Sep 2024, a total of 199,754 new entrants were enrolled (female 71,361 i.e 35.72%) and 182,242 trainees were certified (65,432 females) out of whom 129,536 were placed in jobs or self-employed (50,882 females) under T2. i.e. 71.08% of the certified trainees. Data Source: TMS, tracer studies, quarterly progress reportsOutput: Market responsive inclusive skills training delivered Indicator: By 2023, at least 90% of upskilled workers continue to be employed or self-employed for at least 6 months Achievement: 97 Progress/Status: As of 30 Sep 2024, a total of 18,299 trainees were enrolled in up-skilling training program under Tranche-2 of whom 3,117 were female. Out of 17,741 (female 3,048) certified trainees, 17,283 (2,935 female) are currently in jobs i.e. 97.42% of the certified against the target of 90%. Data Source: TMS, tracer studies, quarterly progress reportsOutput: Market responsive inclusive skills training delivered Indicator: 60,000 poor and disadvantaged people receive special stipends for training Achievement: 60000 Progress/Status: As of 30 Sep 2024, special stipend was paid to 60,000 graduates under Tranche 2, of whom 26,680 were women i.e. 44.5% of the total. With the payment of special stipend to 60,000 graduates, 100% target of T2 has been achieved. Data Source: TMS, tracer studies, quarterly progress reportsOutput: Monitoring and management for skills development strengthened Indicator: Second tracer study completed and results disseminated Achievement: y Progress/Status: The final report of the second Tracer Study was submitted on 05 November 2022 by DTCL. The report has already been published on the website. Data Source: Tracer studies, quarterly progress reports, M&E reports Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2024 Target value: Y Actual value: yOutput: Monitoring and management for skills development strengthened Indicator: Financial management and procurement action plans updated every 6 months and implemented based on fiduciary reports Achievement: y Progress/Status: Financial management and procurement action plans were updated regularly, and approval from the Project Steering Committee was obtained whenever required. Data Source: Tracer studies, quarterly progress reports, M&E reports Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2024 Target value: Y Actual value: yOutput: Monitoring and management for skills development strengthened Indicator: Sex-disaggregated data and analysis included in all training information and studies Achievement: y Progress/Status: Sex-disaggregated data are incorporated in TMS system. Data Source: Tracer studies, quarterly progress reports, M&E reports Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2024 Target value: Y Actual value: yOutput: Quality assurance system strengthened Indicator: of which 13% female trainers certified with upgrading training Achievement: 0 Data Source: Quarterly progress reports, M&E reportsOutput: Quality assurance system strengthened Indicator: At least 40 competency standards and assessment guidelines are officially approved by BTEB for national TVET framework Achievement: 40 Progress/Status: As of 30 Sep 2024, SEIP has developed and validated 140 competency standards throughout three tranches. Out of that, 114 have been validated by the NSDA. Out of 114, 47 competency-based learning materials were also validated by both NSDA and BTEB. Data Source: Quarterly progress reports, M&E reportsOutput: Quality assurance system strengthened Indicator: of which 10% female certified with upgrading training Data Source: Quarterly progress reports, M&E reports Actual value: Output: Quality assurance system strengthened Indicator: of which 10% female Achievement: 0 Data Source: Quarterly progress reports, M&E reportsOutput: Quality assurance system strengthened Indicator: of which 13% female Achievement: 19.79 Data Source: Quarterly progress reports, M&E reportsOutput: Quality assurance system strengthened Indicator: At least 700 trainers certified with upgrading training Achievement: 700 Progress/Status: BKTTC Dhaka and BKTTC Chattogram completed the ToT of 700 trainers and 200 assessors. Out of 700 trainers, 106 were female (15.14%) and out of 200 assessors 41 were female (20.50%). Data Source: Quarterly progress reports, M&E reportsOutput: Quality assurance system strengthened Indicator: 200 master trainers complete industry-specific training programs Achievement: 185 Progress/Status: 202 Master Trainers (28 females, 13.9%) were selected from 24 occupations to impart training to other trainers. The industry-specific training has already been completed and the total number of master trainers completing the training so far is 185 out of whom 24 are females (13%). Data Source: Quarterly progress reports, M&E reportsOutput: Quality assurance system strengthened Indicator: At least 90 managers/administrators from training providers certified with management training Achievement: 125 Progress/Status: The training of 125 managers/administrators at the Institute of Public Finance (IPF) has already been completed out of whom 17 are female (13.6%). Data Source: Quarterly progress reports, M&E reportsOutput: Quality assurance system strengthened Indicator: At least 200 assessors certified with upgrading training Achievement: 120 Progress/Status: BKTTC Dhaka and BKTTC Chattogram have already started assessors' training. So far 200 assessors have completed the training program, of whom 41 are female (20.5%). Data Source: Quarterly progress reports, M&E reportsInclusive access to basic, mid-level, and managerial skills training in priority sectors increased.240,000 new entrants and existing workforce trained in nine priority sectors (30% female in the target) Achievement: 218,053 Progress/Status: Training has been completed as of 30 Sep 2024 by industry associations and public institutes and tracking of job placement is ongoing. As of 30 Sep 2024, the total net enrollment after dropout was 204,506 of whom 69,536 were females (34.00%). The training under T2 has already been complted Data Source: TMS, quarterly progress reports Actual value: 218,053At least 30% of target trainees complete mid-level skills programs (30% female in the target) (Tranche 1 baseline for mid-level skills trainees: 22%) Achievement: 31 Progress/Status: As of 30 June 2024, a total of 218,053 trainees were enrolled of whom female trainees were 74,478 (34.16%, out of that enrolled trainees, 67,740 trainees were for mid-level skills training programs (31.07%). Among them, 15,144 trainees were female (22.36%). Data Source: TMS, quarterly progress reportsAt least 2,000 participants complete industry-specific middle- management training programs (15% female in the target) Achievement: 1617 Progress/Status: A total of 1,617 participants were assessed for certification in 04 universities of whom 156 were female (9.65%). Finally, 1,598 trainees were certified of whom 155 were female (9.70%) Data Source: TMS, quarterly progress reports XM-DAC-46004-49423-005-LN3522Asian Development BankThe proposed project will enhance the coverage and improve the reliability and efficiency of the transmission and distribution network, to facilitate better utilization of the expanding power generation capacity to meet the growth in electricity demand across the countryAsian Development BankBangladesh Rural Electrification BoardDhaka Electric Supply Company Ltd. (DESCO)Power Div-Min of Power, Energy & Mineral ResourcesPower Grid Company of Bangladesh, Ltd. (PGCB)Asian Development BankAsian Development BankNazmun Naharhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=49423-005 (Active)&officer= nnahar@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh23.89507 90.29226PartnershipsGovernance and capacity developmentEnvironmentally sustainable growthInclusive economic growthEffective gender mainstreaming (EGM)600000000Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board16266968.94Asian Development BankBangladesh Rural Electrification Board10439443.94Asian Development BankBangladesh Rural Electrification Board14480019.45Asian Development BankBangladesh Rural Electrification Board15444035.38Asian Development BankBangladesh Rural Electrification Board18552868.01Asian Development BankBangladesh Rural Electrification Board20143329.71Asian Development BankBangladesh Rural Electrification Board9141079.86Asian Development BankBangladesh Rural Electrification Board8637526.98Asian Development BankBangladesh Rural Electrification Board12742758.37Asian Development BankBangladesh Rural Electrification Board8672348.36Asian Development BankBangladesh Rural Electrification Board18250228.06Asian Development BankBangladesh Rural Electrification Board21881783.21Asian Development BankBangladesh Rural Electrification Board22558915.88Asian Development BankBangladesh Rural Electrification Board24495908.77Asian Development BankBangladesh Rural Electrification Board19470755.57Asian Development BankBangladesh Rural Electrification Board16626790.82Asian Development BankBangladesh Rural Electrification Board15457125.82Asian Development BankBangladesh Rural Electrification Board19782307.62Asian Development BankBangladesh Rural Electrification Board6648664.70Asian Development BankBangladesh Rural Electrification Board16243270.15Asian Development BankBangladesh Rural Electrification Board8291431.98Asian Development BankBangladesh Rural Electrification Board4728857.34Asian Development BankBangladesh Rural Electrification Board6823237.50Asian Development BankBangladesh Rural Electrification Board6191697.11Asian Development BankBangladesh Rural Electrification Board11413618.87Asian Development BankBangladesh Rural Electrification Board3184612.25Asian Development BankBangladesh Rural Electrification Board4022877.87Asian Development BankBangladesh Rural Electrification Board9101499.22Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board8610565.74Asian Development BankBangladesh Rural Electrification Board7981575.61Asian Development BankBangladesh Rural Electrification Board1634203.07Asian Development BankBangladesh Rural 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Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board10311868.34Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board14908121.70Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board15850875.29Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board12070436.62Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board11846388.61Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board9820979.94Asian Development BankBangladesh Rural Electrification BoardPerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity in power sector agencies enhanced Indicator: Capital expenditure investment and tariff petitions by transmission and distribution utilities in accordance with approved tariff regulations annually submitted. (Baseline: Occasional filing) Progress/Status: Tariff petition has been annually submitted by PGCB, DESCO and BREB . Data Source: Tariff filing petitions received by the Bangladesh Energy Regulatory Commission Baseline year: 2016 Baseline value: n Baseline year: 2016 Baseline value: n Target year: 2025 Target value: yOutput: Capacity in power sector agencies enhanced Indicator: GIS-based mapping implemented for Northern Electricity Supply Company Limited, and al least 30% women employees in five PBS trained in GIS and asset mapping and BREB's GIS directorate strengthened with GIS equipment for future uses in all PBSs . Progress/Status: GIS mapping scope is being implemented for NESCO. Consultant recruitment process is ongoing under Loan 3523. BREB's GIS scope is being implemented under World Bank financing. Training of women employee on GIS mapping is being implemented for BREB under Grant 9190. Data Source: Annual report of BREB and PBSs Baseline year: 2016 Baseline value: n Baseline year: 2016 Baseline value: n Target year: 2025 Target value: yOutput: Capacity in power sector agencies enhanced Indicator: Detailed engineering reports for four projects completed (Baseline: 0) Progress/Status: 2 studies are ongoing for 4 solar and wind project development. Data Source: Review reports from Power Cell Actual value: Output: Capacity in power sector agencies enhanced Indicator: Measures to attract more women employees in at least five PBSs in place . (Baseline: 0) Progress/Status: Consulting firm is recruited under Grant 9190. Women friendly measures and activities are ongoing. Data Source: Review reports from BREB and PBSs Actual value: Output: Distribution network in DESCO service areas improved Indicator: Distribution automation system in Dhaka city installed Progress/Status: Completed. Data Source: Annual Reports of BREB Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2025 Target value: YOutput: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: More than 38,000 km of 33 kV and 11 kV distribution lines and associated facilities rehabilitated (Baseline: 0) Progress/Status: Till now, 28,777 km 33 and 11 kV distribution lines and associated facilities has been rehabilitated. Data Source: Annual reports of BREB and PBSs Actual value: Output: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: Over 15,990 km of 33 kV and 11 kV distribution lines and associated facilities with EWCD designs constructed (Baseline: 0) Progress/Status: Till now, 11,388 km 33 and 11 kV distribution lines and associated facilities constructed . Data Source: Annual reports of BREB and PBSs Actual value: Output: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: 200 people trained on energy-based livelihoods with at least 30% women and 50 small businesses, including 50% led by women entrepreneurs, supported (Baseline: 0) Progress/Status: 351 BPL consumers including 35% women already trained on selected business. Data Source: Annual reports of BREB and PBSs Actual value: Output: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: At least 1,000 end-users (at least 40% women) trained on safe and efficient use of energy (Baseline: 0) Progress/Status: 1585 newly electrified consumer already trained on safe, efficient & productive use of electricity Data Source: Annual reports of BREB and PBSs Actual value: Output: National transmission network in southern Bangladesh strengthened Indicator: About 174 km of 400 kV transmission lines and associated facilities constructed Progress/Status: Completed. Data Source: Annual Reports of PGCB Actual value: Access to efficient and reliable electricity supply in Bangladesh improvedAbout 1,100,000 new connections, including 1,025,000 rural households, connected to electricity network and benefiting at least 875,000 women (2016 baseline: 0) Progress/Status: Ongoing. Total 943,170 new connections have been provided by BREB. Data Source: Annual reports of BREB Actual value: Average system interruption duration index for DESCO-operated part of Dhaka city decreased by at least 25% (2015 baseline: 646 minutes) Progress/Status: DESCO target achieved. System Average Interruption Duration Index (SAIDI) is 394.01 which is decreased by 38.85%. Data Source: Annual reports of DESCO Target value: -25% Actual value: Average system interruption duration index for BREB decreased by at least 22% (2015 baseline: 1,990 minutes based on planned interruptions for 11 kV feeders) Progress/Status: System Average Interruption Duration Index (SAIDI) is 1,233 minutes for FY 2019, decreased by 38.04%. Data Source: Annual reports of BREB Target value: -20% Actual value: Transmission losses reduced to 2.5% (2016 baseline: 3.0%) Progress/Status: PGCB target. Overall transmission loss is 2.6%. Data Source: Annual reports of PGCB Actual value: Rural distribution losses reduced to 9.0% (2016 baseline: Losses at 12.5%) Progress/Status: System loss is 8.16% by June 2024. Data Source: Annual reports of BREB Actual value: Tariffs reviewed annually and reset to increasingly cover costs of transmission and distribution utilities as per approved regulations (2016 baseline: Occasional tariff reviews are not based on approved regulations) Progress/Status: Complied. All utilities submitted their application to increase tariff in Nov 2019. BERC approved the tariff revision in February 2024. Data Source: Annual reports of PGCB, DESCO, and BREB Base year: 2016 Baseline value: NAt least 68,727 tons of carbon emissions are avoided every year (2016 baseline: 0) Progress/Status: On going. Data Source: Annual report of BREB and PSMP Actual value: XM-DAC-46004-49423-005-LN3523Asian Development BankThe proposed project will enhance the coverage and improve the reliability and efficiency of the transmission and distribution network, to facilitate better utilization of the expanding power generation capacity to meet the growth in electricity demand across the countryAsian Development BankBangladesh Rural Electrification BoardDhaka Electric Supply Company Ltd. (DESCO)Power Div-Min of Power, Energy & Mineral ResourcesPower Grid Company of Bangladesh, Ltd. (PGCB)Asian Development BankAsian Development BankNazmun Naharhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=49423-005 (Active)&officer= nnahar@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh23.89507 90.29226PartnershipsGovernance and capacity developmentEnvironmentally sustainable growthInclusive economic growthEffective gender mainstreaming (EGM)16000000Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural 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Board106399.37Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board91659.44Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board129677.37Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board114743.68Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board4245.22Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board132141.87Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board132751.98Asian Development BankBangladesh Rural Electrification BoardPerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity in power sector agencies enhanced Indicator: Capital expenditure investment and tariff petitions by transmission and distribution utilities in accordance with approved tariff regulations annually submitted. (Baseline: Occasional filing) Progress/Status: Tariff petition has been annually submitted by PGCB, DESCO and BREB . Data Source: Tariff filing petitions received by the Bangladesh Energy Regulatory Commission Baseline year: 2016 Baseline value: n Baseline year: 2016 Baseline value: n Target year: 2025 Target value: yOutput: Capacity in power sector agencies enhanced Indicator: GIS-based mapping implemented for Northern Electricity Supply Company Limited, and al least 30% women employees in five PBS trained in GIS and asset mapping and BREB's GIS directorate strengthened with GIS equipment for future uses in all PBSs . Progress/Status: GIS mapping scope is being implemented for NESCO. Consultant recruitment process is ongoing under Loan 3523. BREB's GIS scope is being implemented under World Bank financing. Training of women employee on GIS mapping is being implemented for BREB under Grant 9190. Data Source: Annual report of BREB and PBSs Baseline year: 2016 Baseline value: n Baseline year: 2016 Baseline value: n Target year: 2025 Target value: yOutput: Capacity in power sector agencies enhanced Indicator: Detailed engineering reports for four projects completed (Baseline: 0) Progress/Status: 2 studies are ongoing for 4 solar and wind project development. Data Source: Review reports from Power Cell Actual value: Output: Capacity in power sector agencies enhanced Indicator: Measures to attract more women employees in at least five PBSs in place . (Baseline: 0) Progress/Status: Consulting firm is recruited under Grant 9190. Women friendly measures and activities are ongoing. Data Source: Review reports from BREB and PBSs Actual value: Output: Distribution network in DESCO service areas improved Indicator: Distribution automation system in Dhaka city installed Progress/Status: Completed. Data Source: Annual Reports of BREB Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2025 Target value: YOutput: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: More than 38,000 km of 33 kV and 11 kV distribution lines and associated facilities rehabilitated (Baseline: 0) Progress/Status: Till now, 28,777 km 33 and 11 kV distribution lines and associated facilities has been rehabilitated. Data Source: Annual reports of BREB and PBSs Actual value: Output: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: Over 15,990 km of 33 kV and 11 kV distribution lines and associated facilities with EWCD designs constructed (Baseline: 0) Progress/Status: Till now, 11,388 km 33 and 11 kV distribution lines and associated facilities constructed . Data Source: Annual reports of BREB and PBSs Actual value: Output: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: 200 people trained on energy-based livelihoods with at least 30% women and 50 small businesses, including 50% led by women entrepreneurs, supported (Baseline: 0) Progress/Status: 351 BPL consumers including 35% women already trained on selected business. Data Source: Annual reports of BREB and PBSs Actual value: Output: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: At least 1,000 end-users (at least 40% women) trained on safe and efficient use of energy (Baseline: 0) Progress/Status: 1585 newly electrified consumer already trained on safe, efficient & productive use of electricity Data Source: Annual reports of BREB and PBSs Actual value: Output: National transmission network in southern Bangladesh strengthened Indicator: About 174 km of 400 kV transmission lines and associated facilities constructed Progress/Status: Completed. Data Source: Annual Reports of PGCB Actual value: Access to efficient and reliable electricity supply in Bangladesh improvedAbout 1,100,000 new connections, including 1,025,000 rural households, connected to electricity network and benefiting at least 875,000 women (2016 baseline: 0) Progress/Status: Ongoing. Total 943,170 new connections have been provided by BREB. Data Source: Annual reports of BREB Actual value: Average system interruption duration index for DESCO-operated part of Dhaka city decreased by at least 25% (2015 baseline: 646 minutes) Progress/Status: DESCO target achieved. System Average Interruption Duration Index (SAIDI) is 394.01 which is decreased by 38.85%. Data Source: Annual reports of DESCO Target value: -25% Actual value: Average system interruption duration index for BREB decreased by at least 22% (2015 baseline: 1,990 minutes based on planned interruptions for 11 kV feeders) Progress/Status: System Average Interruption Duration Index (SAIDI) is 1,233 minutes for FY 2019, decreased by 38.04%. Data Source: Annual reports of BREB Target value: -20% Actual value: Transmission losses reduced to 2.5% (2016 baseline: 3.0%) Progress/Status: PGCB target. Overall transmission loss is 2.6%. Data Source: Annual reports of PGCB Actual value: Rural distribution losses reduced to 9.0% (2016 baseline: Losses at 12.5%) Progress/Status: System loss is 8.16% by June 2024. Data Source: Annual reports of BREB Actual value: Tariffs reviewed annually and reset to increasingly cover costs of transmission and distribution utilities as per approved regulations (2016 baseline: Occasional tariff reviews are not based on approved regulations) Progress/Status: Complied. All utilities submitted their application to increase tariff in Nov 2019. BERC approved the tariff revision in February 2024. Data Source: Annual reports of PGCB, DESCO, and BREB Base year: 2016 Baseline value: NAt least 68,727 tons of carbon emissions are avoided every year (2016 baseline: 0) Progress/Status: On going. Data Source: Annual report of BREB and PSMP Actual value: XM-DAC-46004-42180-018-LN3554Asian Development BankThe proposed Third Public-Private Infrastructure Development Facility (PPIDF 3) is a continuation of the work carried out under the Public-Private Infrastructure Development Facility (PPIDF 1) and Second Public-Private Infrastructure Development Facility (PPIDF 2) in addressing the infrastructure deficiencies in Bangladesh. Through the two earlier interventions, ADB has provided long-term debt financing and catalyzing private sector participation through the implementing agency, i.e. Infrastructure Development Company Limited (IDCOL) which substantially contributed to economic growth in the country. The design of the project serves to catalyze commercial financing for public-private partnership (PPP) projects, thereby reducing the pressure of direct financing on the public budget. An additional objective of the facility is to help provide the rural population and small to medium enterprises with clean and affordable electricity either through grid-connected or off-grid energy efficiency and renewable energy solutions. Solar home systems (SHSs) will not be financed under PPIDF 3 given the market saturation and availability of funding from partner donors.Asian Development BankMinistry of FinanceAsian Development BankAsian Development BankMohammad Rashed Al Hasanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42180-018 (Closed)&officer= malhasan@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshDhaka23.7104 90.40744Inclusive economic growthPartnershipsPrivate sector developmentEnvironmentally sustainable growthSome gender elements (SGE)250000000Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance22287736.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance11834319.52Asian Development BankMinistry of Finance23831702.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance50000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance11719805.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance3538479.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance47169811.32Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance45473693.10Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance21853146.86Asian Development BankMinistry of Finance7923623.08Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance7923623.08Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance7923623.08Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance7923623.08Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance7923623.08Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance7923623.08Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance7923623.08Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance7923623.08Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance7923623.08Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance309375.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance502007.80Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance892684.09Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1631058.86Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance818537.99Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance903132.79Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance783941.25Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance868601.22Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance2920097.52Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance5948254.70Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance6615528.96Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance6365485.67Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance6283905.30Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance4919635.18Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance4905812.36Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance3984181.88Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of FinancePerformanceFiduciaryOutput/s as listed by the project staff.Output: Available long-term debt financing for infrastructure projects increased Indicator: At least 4 subprojects, including 1 medium-size to large-scale RE subprojects are financed under PPIDF3 utilizing the $260 million resource envelope Progress/Status: As of 31 December 2021, USD 248.01 million loan has been extended by utilizing the $260 million PPIDF3 Tranche 1 loan to finance a total of 10 eligible subprojects, that includes 1 medium-scale RE subproject Data Source: Audited annual statement of utilization of funds Actual value: Output: IDCOL?s institutional capacity strengthened Indicator: Integrated risk management framework approved by IDCOL Board and implemented as certified by an independent consultant Progress/Status: IDCOL has significantly strengthened its risk management policy and manpower over the recent years and recruited a Chief Risk Officer to supervise IDCOL's overall risk management framework. IDCOL has adopted the Integrated Risk Management Guidelines for Financial Institutions (January 2016) of Bangladesh Bank. Additionally, Operational Risk Management framework has been completed by 31 December 2021. Data Source: Consultants' reports Baseline year: 2016 Baseline value: n Baseline year: 2016 Baseline value: n Target year: 2020 Target value: yOutput: IDCOL?s institutional capacity strengthened Indicator: Treasury management framework approved by IDCOL Board and implemented as certified by an independent consultant Progress/Status: Treasury management framework has been prepared by an independent consultant within December, 2021. Data Source: Consultants' reports Baseline year: 2016 Baseline value: n Baseline year: 2016 Baseline value: n Target year: 2020 Target value: yOutput: IDCOL?s institutional capacity strengthened Indicator: Integrated resource management system approved by IDCOL Board and implemented as certified by an independent consultant Progress/Status: Required procurement has been completed within 31 December 2021. Data Source: Consultants' reports Baseline year: 2016 Baseline value: n Baseline year: 2016 Baseline value: n Target year: 2020 Target value: yOutput: IDCOL?s institutional capacity strengthened Indicator: Safeguards capacity building plan for improving social and environmental risk mitigation and gender equality results approved by IDCOL's Board and implemented as certified by an independent consultant Progress/Status: Safeguards capacity building plan for improving social and environmental risk mitigation and gender equality results has been prepared by IDCOL's in-house E&S officials and certified by an independent consultant within 31 December 2021. Data Source: Consultants' reports Baseline year: 2016 Baseline value: n Baseline year: 2016 Baseline value: n Target year: 2020 Target value: yOutput: IDCOL?s institutional capacity strengthened Indicator: IDCOL's mid-term business and strategy plan submitted and approved by IDCOL's Board and key recommendations implemented as certified by an independent consultant Progress/Status: IDCOL's mid-term business and strategy plan has been developed by an independent consultant within 31 December 2021. Data Source: IDCOL management and audited annual report Baseline year: 2016 Baseline value: n Baseline year: 2016 Baseline value: n Target year: 2020 Target value: yOutput: Take-out financing for infrastructure projects catalyzed Indicator: At least 1 eligible subproject refinanced by IDCOL Progress/Status: 1 infrastructure subproject - Doreen Hotels and Resorts Limited - has been refinanced under PPDIF3 Tranche 1. Data Source: Audited annual statement of utilization of funds Actual value: Private sector investments in infrastructure, including RE leveraged$325 million of private sector investments on eligible infrastructure subprojects catalyzed under PPIDF3 (OCR component) Progress/Status: As of December 2021, more than $450 million private sector investments have been catalyzed through financing 8 subprojects under PPIDF3 Tranche 1 (OCR component). Data Source: Annual audited statement of utilization of funds Actual value: $7 million of private sector investments for RE and EE subprojects catalyzed under PPIDF3 (ADF component) Progress/Status: As of December 2021, more than $7 million private sector investment for 2 RE and EE subprojects have been catalyzed under PPIDF3 Tranche 1 (ADF component). Data Source: Annual audited statement of utilization of funds Actual value: XM-DAC-46004-42180-018-LN3555Asian Development BankThe proposed Third Public-Private Infrastructure Development Facility (PPIDF 3) is a continuation of the work carried out under the Public-Private Infrastructure Development Facility (PPIDF 1) and Second Public-Private Infrastructure Development Facility (PPIDF 2) in addressing the infrastructure deficiencies in Bangladesh. Through the two earlier interventions, ADB has provided long-term debt financing and catalyzing private sector participation through the implementing agency, i.e. Infrastructure Development Company Limited (IDCOL) which substantially contributed to economic growth in the country. The design of the project serves to catalyze commercial financing for public-private partnership (PPP) projects, thereby reducing the pressure of direct financing on the public budget. An additional objective of the facility is to help provide the rural population and small to medium enterprises with clean and affordable electricity either through grid-connected or off-grid energy efficiency and renewable energy solutions. Solar home systems (SHSs) will not be financed under PPIDF 3 given the market saturation and availability of funding from partner donors.Asian Development BankMinistry of FinanceAsian Development BankAsian Development BankMohammad Rashed Al Hasanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42180-018 (Closed)&officer= malhasan@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshDhaka23.7104 90.40744Inclusive economic growthPartnershipsPrivate sector developmentEnvironmentally sustainable growthSome gender elements (SGE)10000000Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance883392.23Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance794585.05Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance7311320.75Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1310567.20Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance242406.56Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance232692.43Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance244327.64Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance237718.48Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance238285.79Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance239899.91Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance244367.28Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance245118.98Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance248657.82Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance8058.88Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance16644.33Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance77474.54Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance98778.72Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance106552.52Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance85268.06Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance83954.88Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance93353.09Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance88204.32Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance84585.05Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance73899.49Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance88597.67Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance73752.30Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of FinancePerformanceFiduciaryOutput/s as listed by the project staff.Output: Available long-term debt financing for infrastructure projects increased Indicator: At least 4 subprojects, including 1 medium-size to large-scale RE subprojects are financed under PPIDF3 utilizing the $260 million resource envelope Progress/Status: As of 31 December 2021, USD 248.01 million loan has been extended by utilizing the $260 million PPIDF3 Tranche 1 loan to finance a total of 10 eligible subprojects, that includes 1 medium-scale RE subproject Data Source: Audited annual statement of utilization of funds Actual value: Output: IDCOL?s institutional capacity strengthened Indicator: Integrated risk management framework approved by IDCOL Board and implemented as certified by an independent consultant Progress/Status: IDCOL has significantly strengthened its risk management policy and manpower over the recent years and recruited a Chief Risk Officer to supervise IDCOL's overall risk management framework. IDCOL has adopted the Integrated Risk Management Guidelines for Financial Institutions (January 2016) of Bangladesh Bank. Additionally, Operational Risk Management framework has been completed by 31 December 2021. Data Source: Consultants' reports Baseline year: 2016 Baseline value: n Baseline year: 2016 Baseline value: n Target year: 2020 Target value: yOutput: IDCOL?s institutional capacity strengthened Indicator: Treasury management framework approved by IDCOL Board and implemented as certified by an independent consultant Progress/Status: Treasury management framework has been prepared by an independent consultant within December, 2021. Data Source: Consultants' reports Baseline year: 2016 Baseline value: n Baseline year: 2016 Baseline value: n Target year: 2020 Target value: yOutput: IDCOL?s institutional capacity strengthened Indicator: Integrated resource management system approved by IDCOL Board and implemented as certified by an independent consultant Progress/Status: Required procurement has been completed within 31 December 2021. Data Source: Consultants' reports Baseline year: 2016 Baseline value: n Baseline year: 2016 Baseline value: n Target year: 2020 Target value: yOutput: IDCOL?s institutional capacity strengthened Indicator: Safeguards capacity building plan for improving social and environmental risk mitigation and gender equality results approved by IDCOL's Board and implemented as certified by an independent consultant Progress/Status: Safeguards capacity building plan for improving social and environmental risk mitigation and gender equality results has been prepared by IDCOL's in-house E&S officials and certified by an independent consultant within 31 December 2021. Data Source: Consultants' reports Baseline year: 2016 Baseline value: n Baseline year: 2016 Baseline value: n Target year: 2020 Target value: yOutput: IDCOL?s institutional capacity strengthened Indicator: IDCOL's mid-term business and strategy plan submitted and approved by IDCOL's Board and key recommendations implemented as certified by an independent consultant Progress/Status: IDCOL's mid-term business and strategy plan has been developed by an independent consultant within 31 December 2021. Data Source: IDCOL management and audited annual report Baseline year: 2016 Baseline value: n Baseline year: 2016 Baseline value: n Target year: 2020 Target value: yOutput: Take-out financing for infrastructure projects catalyzed Indicator: At least 1 eligible subproject refinanced by IDCOL Progress/Status: 1 infrastructure subproject - Doreen Hotels and Resorts Limited - has been refinanced under PPDIF3 Tranche 1. Data Source: Audited annual statement of utilization of funds Actual value: Private sector investments in infrastructure, including RE leveraged$325 million of private sector investments on eligible infrastructure subprojects catalyzed under PPIDF3 (OCR component) Progress/Status: As of December 2021, more than $450 million private sector investments have been catalyzed through financing 8 subprojects under PPIDF3 Tranche 1 (OCR component). Data Source: Annual audited statement of utilization of funds Actual value: $7 million of private sector investments for RE and EE subprojects catalyzed under PPIDF3 (ADF component) Progress/Status: As of December 2021, more than $7 million private sector investment for 2 RE and EE subprojects have been catalyzed under PPIDF3 Tranche 1 (ADF component). Data Source: Annual audited statement of utilization of funds Actual value: XM-DAC-46004-40540-017-LN3592Asian Development BankThe project will improve the road connectivity and efficiency of Dhaka-Northwest international trade corridor. To ensure the sustainability of the outcome, an associated technical assistance is proposed to assist the government in updating its master plan for roads and improving its planning capacity.Asian Development BankRoads and Highways DepartmentAsian Development BankAsian Development BankMd. Saidur Rahmanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=40540-017 (Active)&officer= adas@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshHatikumrul24.43237 89.55171Rangpur25.73333 89.25Elenga24.33682 89.91274Tangail24.24984 89.91655Chandra24.04778 90.23917Jaydebpur23.99844 90.42234PartnershipsRegional integrationEnvironmentally sustainable growthGovernance and capacity developmentInclusive economic growthEffective gender mainstreaming (EGM)250000000Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department225805.20Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department1083393.07Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department196990.81Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department50865.83Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department10511468.23Asian Development BankRoads and Highways Department12782692.52Asian Development BankRoads and Highways Department17346048.60Asian Development BankRoads and Highways Department6676136.52Asian Development BankRoads and Highways Department19284917.59Asian Development BankRoads and Highways Department12283522.52Asian Development BankRoads and Highways Department8530265.88Asian Development BankRoads and Highways Department4329759.03Asian Development BankRoads and Highways Department2124172.88Asian Development BankRoads and Highways Department5641203.23Asian 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Highways Department5974585.97Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department7234215.13Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department7447357.29Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department7336738.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department6265304.58Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department5883226.33Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department5179033.95Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: stronger road safety and gender-responsive features, and cost overrun for phase 1 of the Dhaka-Northwest international trade corridor (Joydeypur-Chandra-Tangail-Elenga) financed and completed. Indicator: One road research and training center at Dhaka and three road operation units for road safety, maintenance, and overloading control established along the corridor Progress/Status: Procurement for construction of road research and training center under WP-14 has been awarded on 9 Sep 2021 and road operation unit for road safety maintenance, etc. under WP-15 has been awarded on 7 April 2022 under Loan 3883, tranche-2. Data Source: RHD project performance report Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2027 Target value: YOutput: Phase 2 of the Dhaka-Northwest international trade corridor (Elenga-Hatikumrul-Rangpur section) upgraded Indicator: Road Master Plan updated Progress/Status: The TA consultant has been engaged under the associated TRTA since September 2019. Progress of the consulting services has been delayed due to COVID-19 outbreak in Bangladesh. TA will be closed on 31 Dec 2026. Data Source: RHD project performance report Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2027 Target value: YOutput: Indicator Indicator: 70 km of road upgraded with stronger road safety and gender features (additional two flyovers, two bridges for slow-moving vehicles, six underpasses, and 30 lane-km of footpath) Progress/Status: Completed. Data Source: RHD project performance report Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2021 Target value: YOutput: Indicator Indicator: 190 km of road upgraded with climate-resilient design Achievement: 137 Progress/Status: Eleven contracts (WP-06 to WP-12) have been awarded. As of 30 June 2026, the physical progress of these packages are WP-6: 80.24%, WP-7: 92.06%, WP-8: 99.39%, WP-9: 99.41%, WP-10: 94.11%, WP-11: 99.30%, WP-12: 99.25%, the overall physical progress was 86.89%. Data Source: RHD project performance report Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2028 Target value: Y Actual value: 137Output: Indicator Indicator: Gender-responsive infrastructure, including 380 lane-km of SMVT lane, 7.5 lane-km of footpath, 25 foot bridges, and 39 underpasses constructed Achievement: Y Progress/Status: At present, Improvements are ongoing for 176.8 KM of existing road under seven work packages. Data Source: RHD project performance report Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2021 Target value: Y Actual value: YRoad connectivity of the Dhaka-Northwest international trade corridor improved.Use of project roads (average daily vehicle-km in the first full year of operation) reaches 8.31 million vehicle-km Progress/Status: Will be assessed at the end of the project. Data Source: RHD project performance report Actual value: XM-DAC-46004-40540-017-LN3593Asian Development BankThe project will improve the road connectivity and efficiency of Dhaka-Northwest international trade corridor. To ensure the sustainability of the outcome, an associated technical assistance is proposed to assist the government in updating its master plan for roads and improving its planning capacity.Asian Development BankRoads and Highways DepartmentAsian Development BankAsian Development BankMd. Saidur Rahmanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=40540-017 (Active)&officer= adas@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshHatikumrul24.43237 89.55171Rangpur25.73333 89.25Elenga24.33682 89.91274Tangail24.24984 89.91655Chandra24.04778 90.23917Jaydebpur23.99844 90.42234PartnershipsRegional integrationEnvironmentally sustainable growthGovernance and capacity developmentInclusive economic growthEffective gender mainstreaming (EGM)50000000Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and 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and Highways DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: stronger road safety and gender-responsive features, and cost overrun for phase 1 of the Dhaka-Northwest international trade corridor (Joydeypur-Chandra-Tangail-Elenga) financed and completed. Indicator: One road research and training center at Dhaka and three road operation units for road safety, maintenance, and overloading control established along the corridor Progress/Status: Procurement for construction of road research and training center under WP-14 has been awarded on 9 Sep 2021 and road operation unit for road safety maintenance, etc. under WP-15 has been awarded on 7 April 2022 under Loan 3883, tranche-2. Data Source: RHD project performance report Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2027 Target value: YOutput: Phase 2 of the Dhaka-Northwest international trade corridor (Elenga-Hatikumrul-Rangpur section) upgraded Indicator: Road Master Plan updated Progress/Status: The TA consultant has been engaged under the associated TRTA since September 2019. Progress of the consulting services has been delayed due to COVID-19 outbreak in Bangladesh. TA will be closed on 31 Dec 2026. Data Source: RHD project performance report Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2027 Target value: YOutput: Indicator Indicator: 70 km of road upgraded with stronger road safety and gender features (additional two flyovers, two bridges for slow-moving vehicles, six underpasses, and 30 lane-km of footpath) Progress/Status: Completed. Data Source: RHD project performance report Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2021 Target value: YOutput: Indicator Indicator: 190 km of road upgraded with climate-resilient design Achievement: 137 Progress/Status: Eleven contracts (WP-06 to WP-12) have been awarded. As of 30 June 2026, the physical progress of these packages are WP-6: 80.24%, WP-7: 92.06%, WP-8: 99.39%, WP-9: 99.41%, WP-10: 94.11%, WP-11: 99.30%, WP-12: 99.25%, the overall physical progress was 86.89%. Data Source: RHD project performance report Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2028 Target value: Y Actual value: 137Output: Indicator Indicator: Gender-responsive infrastructure, including 380 lane-km of SMVT lane, 7.5 lane-km of footpath, 25 foot bridges, and 39 underpasses constructed Achievement: Y Progress/Status: At present, Improvements are ongoing for 176.8 KM of existing road under seven work packages. Data Source: RHD project performance report Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2021 Target value: Y Actual value: YRoad connectivity of the Dhaka-Northwest international trade corridor improved.Use of project roads (average daily vehicle-km in the first full year of operation) reaches 8.31 million vehicle-km Progress/Status: Will be assessed at the end of the project. Data Source: RHD project performance report Actual value: XM-DAC-46004-50312-003-LN3645Asian Development BankThe Government of Bangladesh proposed a project for Asian Development Bank (ADB) financing to improve the operational efficiency of Bangladesh Railway through the procurement of modern rolling stock, preparation of investment projects to enhance its rolling stock maintenance capacity and support for the ongoing railway reform. The project will contribute to the increase in railway share as a core transportation mode of the country and to the modal shift from roads to rail. The modal shift and the efficient rolling stock will reduce carbon dioxide (CO2) emission.Asian Development BankBangladesh RailwayAsian Development BankAsian Development BankMukund Kumar Sinhahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=50312-003 (Active)&officer= adas@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh23.89507 90.29226Governance and capacity developmentEnvironmentally sustainable growthInclusive economic growthPartnerships354000000Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway179950.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway33835086.10Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway629029.53Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway721351.82Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway656885.55Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway406865.92Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway10684920.55Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway407726.75Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway398613.45Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway37559413.30Asian Development BankBangladesh Railway8685079.33Asian Development BankBangladesh Railway617131.87Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2713521.05Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2166939.35Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2843012.00Asian Development BankBangladesh Railway9587500.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway19774599.74Asian Development BankBangladesh Railway16563020.46Asian Development BankBangladesh Railway7539356.50Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway9257915.00Asian Development BankBangladesh Railway6088807.45Asian Development BankBangladesh Railway18365834.80Asian Development BankBangladesh Railway11186304.98Asian Development BankBangladesh Railway2001636.80Asian Development BankBangladesh Railway7766263.12Asian Development BankBangladesh Railway4655964.80Asian Development BankBangladesh Railway4308536.80Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1662085.91Asian Development BankBangladesh Railway8027174.40Asian Development BankBangladesh Railway3197530.02Asian Development BankBangladesh Railway358119.06Asian Development BankBangladesh Railway11286894.35Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway841880.85Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2782194.85Asian Development BankBangladesh Railway1146085.66Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway211722.90Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2802325.59Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway4129242.49Asian Development BankBangladesh Railway35516.24Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway6571862.31Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway6577911.54Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway6577911.54Asian Development BankBangladesh Railway179950.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway629029.53Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway721351.82Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway656885.55Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway406865.92Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway407726.75Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway398613.45Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway617131.87Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2166939.35Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway3140520.46Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway35516.24Asian Development BankBangladesh Railway5023654.34Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1615814.72Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway6294576.51Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway6072793.83Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway5097183.05Asian Development BankBangladesh RailwayPerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity of Bangladesh Railway officials and locomotive drivers on energy-efficient rolling stock operations improved Indicator: Training program on APU operations established (2016 baseline: Not applicable) Achievement: Y Progress/Status: Completed. Data Source: Final report by the technical assistance consultant Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2024 Target value: Y Actual value: YOutput: Capacity of Bangladesh Railway officials and locomotive drivers on energy-efficient rolling stock operations improved Indicator: 100 Bangladesh Railway locomotive drivers trained on APU operations (2016 baseline: 0) Achievement: 120 Progress/Status: Completed. Data Source: Final report by the technical assistance consultantOutput: Capacity of Bangladesh Railway officials and locomotive drivers on energy-efficient rolling stock operations improved Indicator: Recommendations for further energy efficiency improvement of rolling stock operations accepted by Bangladesh Railway management (2016 baseline: Not applicable) Achievement: Y Progress/Status: Completed. Data Source: Final report by the technical assistance consultant Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2024 Target value: Y Actual value: YOutput: Modern rolling stock procured Indicator: 75 MG luggage vans procured Data Source: Project progress report and completion report by Bangladesh Railway Actual value: Output: Modern rolling stock procured Indicator: 40 BG locomotives procured (2016 baseline: not applicable) Achievement: 9 Progress/Status: Completed. Data Source: Project progress report and completion report by Bangladesh RailwayOutput: Modern rolling stock procured Indicator: 180 meter gauge bogie open wagons procured Data Source: Project progress report and completion report by Bangladesh Railway Actual value: Output: Modern rolling stock procured Indicator: 400 meter gauge bogie covered wagons procured Data Source: Project progress report and completion report by Bangladesh Railway Actual value: Output: Modern rolling stock procured Indicator: 50 BG luggage vans procured Data Source: Project progress report and completion report by Bangladesh Railway Actual value: Output: Modern rolling stock procured Indicator: Luggage vans procured (2016 baseline: not applicable) Achievement: 125 Progress/Status: Completed. Data Source: Project progress report and completion report by Bangladesh RailwayOutput: Modern rolling stock procured Indicator: 120 broad gauge bogie open wagons procured Data Source: Project progress report and completion report by Bangladesh Railway Actual value: Output: Modern rolling stock procured Indicator: 300 broad gauge bogie covered wagons procured Data Source: Project progress report and completion report by Bangladesh Railway Actual value: Output: Modern rolling stock procured Indicator: Bogie Covered Wagons procured (2016 baseline: not applicable) Achievement: 700 Progress/Status: Completed. Data Source: Project progress report and completion report by Bangladesh Railway Output: Modern rolling stock procured Indicator: Bogie Open Wagons procured (2016 baseline: not applicable) Achievement: 300 Progress/Status: Completed. Data Source: Project progress report and completion report by Bangladesh Railway Operational and energy efficiency of Bangladesh Railway improvedVehicle-kilometers per coaching vehicle-day on line increased by 10% (broad gauge passenger carriages) Data Source: a-e. Annual Information Book issued by Bangladesh Railway Actual value: Vehicle-kilometers per coaching vehicle-day on line increased by 10% (broad gauge other coaching vehicles) Data Source: a-e. Annual Information Book issued by Bangladesh Railway Actual value: Vehicle-kilometers per coaching vehicle-day on line increased by 10% (meter gauge passenger carriages) Data Source: a-e. Annual Information Book issued by Bangladesh Railway Actual value: Vehicle-kilometers per coaching vehicle-day on line increased by 10% (meter gauge other coaching vehicles) Data Source: a-e. Annual Information Book issued by Bangladesh Railway Actual value: Vehicle-kilometers per freight wagon-day on line increased by 10% (BG freight wagon) Data Source: a-e. Annual Information Book issued by Bangladesh Railway Actual value: Vehicle-kilometers per freight wagon-day on line increased by 10% (MG freight wagon) Data Source: a-e. Annual Information Book issued by Bangladesh Railway Actual value: Passenger-kilometers increased by 10% (2016 baseline: 9,167 million; 2022 target: 10,083.7 million) *number in million Data Source: a-e. Annual Information Book issued by Bangladesh Railway Actual value: Ton-kilometers increased by 10% (2016 baseline: 675 million; 2022 target: 742.50 million) *number in million Data Source: a-e. Annual Information Book issued by Bangladesh Railway Actual value: Operating ratio without public service obligation improved by 15% (2016 baseline: 246%; 2022 target: 270.6%) *percent value is moved 2 places to the left Data Source: a-e. Annual Information Book issued by Bangladesh Railway Actual value: Fuel consumption of APU-equipped diesel locomotives reduced by 10% (liters per locomotive per day without APU) Data Source: d. Project completion report by Bangladesh Railway Actual value: XM-DAC-46004-50312-003-LN3646Asian Development BankThe Government of Bangladesh proposed a project for Asian Development Bank (ADB) financing to improve the operational efficiency of Bangladesh Railway through the procurement of modern rolling stock, preparation of investment projects to enhance its rolling stock maintenance capacity and support for the ongoing railway reform. The project will contribute to the increase in railway share as a core transportation mode of the country and to the modal shift from roads to rail. The modal shift and the efficient rolling stock will reduce carbon dioxide (CO2) emission.Asian Development BankBangladesh RailwayAsian Development BankAsian Development BankMukund Kumar Sinhahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=50312-003 (Active)&officer= adas@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh23.89507 90.29226Governance and capacity developmentEnvironmentally sustainable growthInclusive economic growthPartnerships6000000Asian Development BankBangladesh RailwayPerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity of Bangladesh Railway officials and locomotive drivers on energy-efficient rolling stock operations improved Indicator: Training program on APU operations established (2016 baseline: Not applicable) Achievement: Y Progress/Status: Completed. Data Source: Final report by the technical assistance consultant Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2024 Target value: Y Actual value: YOutput: Capacity of Bangladesh Railway officials and locomotive drivers on energy-efficient rolling stock operations improved Indicator: 100 Bangladesh Railway locomotive drivers trained on APU operations (2016 baseline: 0) Achievement: 120 Progress/Status: Completed. Data Source: Final report by the technical assistance consultantOutput: Capacity of Bangladesh Railway officials and locomotive drivers on energy-efficient rolling stock operations improved Indicator: Recommendations for further energy efficiency improvement of rolling stock operations accepted by Bangladesh Railway management (2016 baseline: Not applicable) Achievement: Y Progress/Status: Completed. Data Source: Final report by the technical assistance consultant Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2024 Target value: Y Actual value: YOutput: Modern rolling stock procured Indicator: 75 MG luggage vans procured Data Source: Project progress report and completion report by Bangladesh Railway Actual value: Output: Modern rolling stock procured Indicator: 40 BG locomotives procured (2016 baseline: not applicable) Achievement: 9 Progress/Status: Completed. Data Source: Project progress report and completion report by Bangladesh RailwayOutput: Modern rolling stock procured Indicator: 180 meter gauge bogie open wagons procured Data Source: Project progress report and completion report by Bangladesh Railway Actual value: Output: Modern rolling stock procured Indicator: 400 meter gauge bogie covered wagons procured Data Source: Project progress report and completion report by Bangladesh Railway Actual value: Output: Modern rolling stock procured Indicator: 50 BG luggage vans procured Data Source: Project progress report and completion report by Bangladesh Railway Actual value: Output: Modern rolling stock procured Indicator: Luggage vans procured (2016 baseline: not applicable) Achievement: 125 Progress/Status: Completed. Data Source: Project progress report and completion report by Bangladesh RailwayOutput: Modern rolling stock procured Indicator: 120 broad gauge bogie open wagons procured Data Source: Project progress report and completion report by Bangladesh Railway Actual value: Output: Modern rolling stock procured Indicator: 300 broad gauge bogie covered wagons procured Data Source: Project progress report and completion report by Bangladesh Railway Actual value: Output: Modern rolling stock procured Indicator: Bogie Covered Wagons procured (2016 baseline: not applicable) Achievement: 700 Progress/Status: Completed. Data Source: Project progress report and completion report by Bangladesh Railway Output: Modern rolling stock procured Indicator: Bogie Open Wagons procured (2016 baseline: not applicable) Achievement: 300 Progress/Status: Completed. Data Source: Project progress report and completion report by Bangladesh Railway Operational and energy efficiency of Bangladesh Railway improvedVehicle-kilometers per coaching vehicle-day on line increased by 10% (broad gauge passenger carriages) Data Source: a-e. Annual Information Book issued by Bangladesh Railway Actual value: Vehicle-kilometers per coaching vehicle-day on line increased by 10% (broad gauge other coaching vehicles) Data Source: a-e. Annual Information Book issued by Bangladesh Railway Actual value: Vehicle-kilometers per coaching vehicle-day on line increased by 10% (meter gauge passenger carriages) Data Source: a-e. Annual Information Book issued by Bangladesh Railway Actual value: Vehicle-kilometers per coaching vehicle-day on line increased by 10% (meter gauge other coaching vehicles) Data Source: a-e. Annual Information Book issued by Bangladesh Railway Actual value: Vehicle-kilometers per freight wagon-day on line increased by 10% (BG freight wagon) Data Source: a-e. Annual Information Book issued by Bangladesh Railway Actual value: Vehicle-kilometers per freight wagon-day on line increased by 10% (MG freight wagon) Data Source: a-e. Annual Information Book issued by Bangladesh Railway Actual value: Passenger-kilometers increased by 10% (2016 baseline: 9,167 million; 2022 target: 10,083.7 million) *number in million Data Source: a-e. Annual Information Book issued by Bangladesh Railway Actual value: Ton-kilometers increased by 10% (2016 baseline: 675 million; 2022 target: 742.50 million) *number in million Data Source: a-e. Annual Information Book issued by Bangladesh Railway Actual value: Operating ratio without public service obligation improved by 15% (2016 baseline: 246%; 2022 target: 270.6%) *percent value is moved 2 places to the left Data Source: a-e. Annual Information Book issued by Bangladesh Railway Actual value: Fuel consumption of APU-equipped diesel locomotives reduced by 10% (liters per locomotive per day without APU) Data Source: d. Project completion report by Bangladesh Railway Actual value: XM-DAC-46004-52174-001-GRNT0582Asian Development BankThe project will support the Government of Bangladesh in addressing the immediate and urgent needs of the displaced persons from Myanmar in Coxsbazar District, as identified by the United Nations (UN) in its Joint Response Plan (JRP) (displaced persons). The project will mainly support the improvement of water supply and sanitation, disaster risk management, sustainable energy supply, and access roads.Asian Development BankBangladesh Rural Electrification BoardDepartment of Public Health EngineeringLocal Government Engineering DepartmentRoads and Highways DepartmentAsian Development BankAsian Development BankMarjana Chowdhuryhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=52174-001 (Active)&officer= mkabir@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshCoxs Bazar21.43973 92.00955Cox's Bazar21.58389 92.01528Environmentally sustainable growthInclusive economic growthGovernance and capacity developmentEffective gender mainstreaming (EGM)100000000Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board95976.64Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board3023103.19Asian Development BankBangladesh Rural Electrification Board201521.45Asian Development BankBangladesh Rural Electrification Board1903614.46Asian Development BankBangladesh Rural Electrification Board3157913.23Asian Development BankBangladesh Rural Electrification Board236756.44Asian Development BankBangladesh Rural Electrification Board223892.43Asian Development BankBangladesh Rural Electrification Board745389.70Asian Development BankBangladesh Rural Electrification Board937679.77Asian Development BankBangladesh Rural Electrification Board1473709.34Asian Development BankBangladesh Rural Electrification Board4648676.75Asian Development BankBangladesh Rural Electrification Board2361607.08Asian Development BankBangladesh Rural Electrification Board3561290.14Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board1839001.60Asian Development BankBangladesh Rural Electrification Board3349669.96Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board1195970.20Asian Development BankBangladesh Rural Electrification Board2421493.87Asian Development BankBangladesh Rural Electrification Board5080808.60Asian Development BankBangladesh Rural Electrification Board3639487.27Asian Development BankBangladesh Rural Electrification Board3714132.35Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board453387.42Asian Development BankBangladesh Rural Electrification Board145528.00Asian Development BankBangladesh Rural Electrification Board1764020.56Asian Development BankBangladesh Rural Electrification Board2220848.66Asian Development BankBangladesh Rural Electrification Board1908342.79Asian Development BankBangladesh Rural Electrification Board12927419.49Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board1116526.49Asian Development BankBangladesh Rural Electrification Board186718.91Asian Development BankBangladesh Rural Electrification Board5465497.34Asian Development BankBangladesh Rural Electrification Board9700446.20Asian Development BankBangladesh Rural Electrification Board-9672497.48Asian Development BankBangladesh Rural Electrification Board26880448.63Asian Development BankBangladesh Rural Electrification Board-26120156.98Asian Development BankBangladesh Rural Electrification Board2356938.27Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board2682465.24Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board2567250.00Asian Development BankBangladesh Rural Electrification Board2567250.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board-7702734.91Asian Development BankBangladesh Rural Electrification Board663787.45Asian Development BankBangladesh Rural Electrification Board2455169.52Asian Development BankBangladesh Rural Electrification Board1455574.59Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board1361784.00Asian Development BankBangladesh Rural Electrification Board1140169.85Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board550125.00Asian Development BankBangladesh Rural Electrification Board28522.35Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board784109.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification BoardPerformanceFiduciaryOutput/s as listed by the project staff.Output: Access Roads Improved Indicator: 23 km of internal roads and stairs (where required) with drainage facilities constructed by 2022 Achievement: 23 Progress/Status: Achieved. Under the original project, 23 km internal roads constructed and in operation. Data Source: Periodic project progress reports prepared by the executing agency Output: Access Roads Improved Indicator: 24 km of rural roads to connect to food storage centers, food distribution centers, field hospitals, primary health care centers, cyclone shelters, and primary education centers reconstructed and rehabilitated by 2022 Achievement: 24 Progress/Status: Achieved. Under the original project, 24 km internal roads constructed and in operation. Data Source: Periodic project progress reports prepared by the executing agency Output: Access Roads Improved Indicator: 80.76 km of the road from Cox's Bazar to Teknaf resurfaced, including the improvement of critical sections (market areas and culverts) Achievement: 80.76 Progress/Status: Achieved. Under the original project, resurfacing of 50 km road from Cox's Bazar link road to Unchiprang completed. Under the additional financing phase, resurfacing of 30.76 km road from Unchiprang to Teknaf (under 2 contracts) is completed. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 15 multipurpose cyclone shelters constructed with sex disaggregated and persons with disability-friendly toilets and designated space for women, including pregnant women and lactating mothers Achievement: 5 Progress/Status: Achieved. Under the original project, 10 multipurpose cyclone shelters constructed and handed over to beneficiaries. Under the additional financing phase, construction of 5 cyclone shelters is completed. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 4 large e-voucher shops for food distribution constructed of which 10%-20% of total construction workers employed in the community are women Achievement: 4 Progress/Status: Achieved. 4 large e-voucher shops for food distribution centers constructed under the original project and are in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 11 km storm water drainage network constructed Achievement: 11 Progress/Status: Achieved. 11 km storm water drainage network constructed under the original project. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 200 lightning arresters installed Achievement: 400 Progress/Status: Achieved. 400 lighting arresters installed under the original project. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 12.7 km rural access roads rehabilitated to climate induced disaster-resilient design Achievement: 12.7 Progress/Status: Achieved. 12.78 km access roads is completed under 2 contracts. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Energy sources provided Indicator: 2,000 new mini grid connected streetlights with built-in solar PV panels and battery banks installed by 2021 Progress/Status: Achieved, under the original project. Data Source: Periodic project progress reports prepared by the executing agency Actual value: Output: Energy sources provided Indicator: A 33/11 kV, 10 MVA substation constructed Achievement: 1 Progress/Status: Achieved. Under the original project, the substation constructed, and the system is in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Energy sources provided Indicator: 2,000 new standalone solar LED lights with built-in solar PV panels and battery banks installed by 2021 Progress/Status: Achieved, under the original project. Data Source: Periodic project progress reports prepared by the executing agency Actual value: Output: Energy sources provided Indicator: A 43 km, ≤11 kV new distribution line constructed with 5 MVA distribution transformers installed Achievement: 43 Progress/Status: Achieved. Under the original project, 43 km of distribution line installed and is in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Energy sources provided Indicator: 2,000 new mini grid connected streetlights and 2,000 new standalone solar LED lights with built-in solar PV panels and battery banks installed Achievement: 4000 Progress/Status: Achieved. Under the original project, 2,000 mini grid-connected streetlights and 2,000 stand-alone solar LED lights installed and are in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Energy sources provided Indicator: 100 solar PV micro-grid systems installed at Balukhali, Kutupalong, Noyapara, Leda, and Shamlapur camps Achievement: 100 Progress/Status: Achieved. Under the original project, 100 nos. solar nano-grid system installed and are in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 7 mobile water carriers for the distribution of potable water to the camps Achievement: 7 Progress/Status: Achieved. 7 mobile water carriers (each 3,000 litres of capacity) supplied. Data Source: Periodic project progress reports prepared by the executing agency Output: Water supply and sanitation, and COVID-19 response improved Indicator: 400 community bathing and 300 integrated WASH facilities (of which 200 nos. with solar powered running water) for women constructed of which 10%-20% of total construction workers employed are women Achievement: 500 Progress/Status: Achieved. 500 bathing facilities constructed and handed over under the original project. Under the additional financing phase, two contracts are awarded for 200 integrated WASH facilities. Implementation ongoing. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 40 mini piped water supply systems with production tube wells constructed Achievement: 40 Progress/Status: Achieved. 40 mini piped water supply systems handed over to beneficiaries under the original project. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 6 integrated solid waste management facilities constructed, and a collection system established Achievement: 1 Progress/Status: Achieved. Under the original project, construction of 5 integrated solid waste management facilities were completed, and under the additional financing construction of another 1 facility is completed. All 6 facilities are in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 4 small surface water treatment plants constructed or expanded Achievement: 1 Progress/Status: Achieved. Under the original project, construction of 3 WTP were completed, and under the additional financing phase, construction of 1 WTP is completed. All 4 facilities are in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 4 health care facilities for SARI-ITC operationalized, with segregated Achievement: 4 Progress/Status: Achieved. 4 health care facilities for SARI-ITC (1 in Teknaf, 1 in Leda or Coxs Bazar, 1 in camp 2W, and 1 in camp 2E) are upgraded and operationalized, with segregated spaces for women patients. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHOOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 6 primary health care centers and/or diagnostic facilities with gender responsive features in 2 upazilas upgraded or expanded Achievement: 6 Progress/Status: Achieved. 6 primary health care centers and/or diagnostic facilities in 2 upazilas are upgraded or expanded. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHOOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 5,000 dignity kits and 3,000 Mama kits distributed to women and girls Achievement: 8000 Progress/Status: Achieved. Procurement of 5,000 dignity kits and 3,000 mama kits is completed and distributed to women and girls inside the camps by UNFPA. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHOOutput: Water supply and sanitation, and COVID-19 response improved Indicator: Operational and logistics support, and facilities for diagnosis, infection prevention and control, and surveillance in at least 4 selected health care facilities upgraded or expanded Achievement: 4 Progress/Status: Achieved. Operational and logistics support, and facilities for diagnosis, infection prevention and control, and surveillance at 4 selected health care facilities upgraded or expanded. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHOOutput: Water supply and sanitation, and COVID-19 response improved Indicator: At least 250 health care workers (30% women) in Cox's Bazar District increased skills on conducting proper diagnosis, infection prevention and control, and surveillance at health facilities Achievement: 250 Progress/Status: 100% Achieved. Data Source: Pre- and post-training assessmentOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 1 semipermanent women friendly space led by women established Achievement: 10 Progress/Status: 100% achieved. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHOOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 1 multipurpose disaster-resilient isolation center with gender responsive features constructed at ICDDR,B (SARI-ITC) in Teknaf Progress/Status: Underachieved. Till date, 60% progress has been achieved. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHO Actual value: Living and health conditions, safety, and resilience of displaced persons improved.Reported cases of waterborne diseases decreased by 20%. Progress/Status: Baseline data refers to 192,560 cases. Not yet due. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: 400 ha in project area protected from flood during monsoon. Progress/Status: Baseline data refers to 0 ha. Not yet due. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: At least 90% of households in project area connected to solar electricity. Progress/Status: 11% household connected. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: Average travel time to transport relief goods and services to campsites. Progress/Status: Baseline data refers to 2.5 hours. Not yet due. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: At least 90% of suspected COVID-19 cases in the camps are reported, investigated, and treated. Progress/Status: Baseline data refers to 0 cases. Not yet due. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: XM-DAC-46004-50161-003-LN3676Asian Development BankThe project targets improving energy security in Bangladesh. It will increase availability of efficient and cleaner energy by developing a state-of-the-art power plant with 800-megawatt (MW) generation capacity using cleaner and highly efficient power generation technology. The project also envisages the construction of associated natural gas supply and power transmission infrastructure facilities, as well as strengthening of the institutional capacity and overall business process of the project's executing agency, North-West Power Generation Company Limited (NWPGCL), to efficiently plan and operate power plants.Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)Asian Development BankAsian Development BankAziz Yusupovhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=50161-003 (Active)&officer= rsanda@adb.org&division= Energy Sector Office (SG-ENE)&projectcountry= BangladeshKhulna22.5 89.33333Khalishpur22.85308 89.54427Environmentally sustainable growthGovernance and capacity developmentKnowledge solutionsPartnershipsInclusive economic growthEffective gender mainstreaming (EGM)500000000Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)746222.90Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)50897.59Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)1376997.81Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)34877752.86Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)312955.93Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)134784.49Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)112178.22Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)97142.21Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)3070104.73Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)181037.39Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)34726.78Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)127044.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)4298291.22Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)5200.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)434564.98Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)309700.47Asian Development BankNorth-West Power Generation Co. 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Ltd.(NWPGCL)294818.92Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)605283.12Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)3121013.15Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)88284.62Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)292909.34Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)833733.38Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)647079.06Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)1557.26Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)5291342.84Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)507388.08Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)6317119.76Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)7642053.20Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)8239924.47Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. 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Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)154166.67Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)385200.27Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)392457.93Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)806133.61Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)553244.08Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)540061.49Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)524324.29Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)647041.28Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)2274947.96Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)6278958.41Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)8054884.60Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)9588012.73Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)9712123.78Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)8611704.93Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)8483909.97Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)0.00Asian Development BankNorth-West Power Generation Co. Ltd.(NWPGCL)PerformanceFiduciaryOutput/s as listed by the project staff.Output: Efficient gas-fired power generation increased Indicator: Two 400 MW CCGT units commissioned at the Rupsha power plant (2017 baseline: 0) Achievement: 0 Progress/Status: Physical progress of the contract is around 96%, with erection works for Block 1 and Block 2 completed. Gas was made available for commissioning from October 2025 to February 2026, and the First Firing of Gas Turbine Unit-1 was successfully carried out using HSD on 28 September 2025. Commissioning activities are ongoing; however, completion was delayed due to technical issues encountered during commissioning, which the EA is working closely with the contractor to resolve. The loan closing date has been extended from 30 June 2026 to 30 June 2027, with gas-based commissioning and performance testing to be completed by March 2027. EMRD and EA is coordinating with Petrobangla to ensure the required gas supply for completion of the remaining commissioning activities. Data Source: Annual reports of NWPGCL and quarterly project progress reportsOutput: Energy transfer systems upgraded Indicator: 10 km of 24-inch and 2 km of 20-inch gas distribution pipelines built Achievement: 12 Progress/Status: This component of the project has been completed. Output indicator is achieved. Data Source: Annual reports of SGCL and quarterly project progress reports of the joint project implementation unit between NWPGCL and SGCL established for the projectOutput: Energy transfer systems upgraded Indicator: One gas regulating and metering station constructed Achievement: 0 Progress/Status: EPC contract is awarded and physical works completed. Commissioning had been completed. Data Source: Annual reports of SGCL and quarterly project progress reports of the joint project implementation unit between NWPGCL and SGCL established for the projectOutput: Energy transfer systems upgraded Indicator: One 230 kV substation constructed at power plant site Achievement: 0 Progress/Status: EPC contract is awarded and physical works completed. Commissioning had been completed. Data Source: Annual reports of Power Grid Company of Bangladesh Limited and quarterly project progress reportsOutput: Energy transfer systems upgraded Indicator: 29 km of 230 kV double circuit transmission line constructed Achievement: 0 Progress/Status: EPC contract is awarded and physical works completed. Commissioning had been completed. Data Source: Annual reports of Power Grid Company of Bangladesh Limited and quarterly project progress reportsOutput: Institutional capacity of NWPGCL strengthened Indicator: Universal power plant operations training simulator installed Achievement: N Progress/Status: Project implementation ongoing. Progress is 97%. Data Source: Quarterly project progress reports, ADB mission's aide memoires, and BTORs Baseline year: 2017 Baseline value: N Baseline year: 2017 Baseline value: N Target year: 2026 Target value: Y Actual value: NOutput: Institutional capacity of NWPGCL strengthened Indicator: Enterprise resource planning system for NWPGCL implemented and operational Achievement: N Progress/Status: Based on the government's request this package has been excluded from the project scope because Ministry of Power decided to centrally implement unified ERP system across all power sector utilities. ADB approved minor change in project scope on 28 June 2021. ERP system has been designed and implemented by the government and as of October 2022 testing works are going. It is expected to fully go live in the end of 2022. Data Source: Quarterly project progress reports, ADB mission's aide memoires, and BTORs Baseline year: 2017 Baseline value: N Baseline year: 2017 Baseline value: N Target year: 2022 Target value: Y Actual value: NOutput: Institutional capacity of NWPGCL strengthened Indicator: At least 30 NWPGCL staff reported knowledge on (i) project management, (ii) monitoring and evaluation, (iii) operation and maintenance, (iv) safeguards, and (v) project communications Achievement: 0 Progress/Status: Completed. Data Source: Participant feedback surveysOutput: Institutional capacity of NWPGCL strengthened Indicator: At least 50 NWPGCL staff trained to adopt gender equity features in company's future project designs and operations Achievement: 0 Progress/Status: Completed. Data Source: Participant feedback surveysOutput: Institutional capacity of NWPGCL strengthened Indicator: Socially and gender inclusive community development strategy for NWPGCL prepared Achievement: 0 Progress/Status: Completed. Data Source: Quarterly project progress reports, ADB mission's aide memoires, and BTORsOutput: Socially inclusive development of communities neighboring the project site pilot tested Indicator: At least 200 students and teachers increased awareness on safe and efficient use of electricity Achievement: 110 Progress/Status: A specialized consulting firm has been recruited. Six school outreach events for students and faculty have been conducted attended by 110 participants/trainees. Output indicator achieved Data Source: Participant feedback surveys; project progress reports; and final reports of consultantsOutput: Socially inclusive development of communities neighboring the project site pilot tested Indicator: of whom 90% are from vulnerable households Data Source: Participant feedback surveys; project progress reports; and final reports of consultants Actual value: Output: Socially inclusive development of communities neighboring the project site pilot tested Indicator: of which 30% are women Data Source: Participant feedback surveys; project progress reports; and final reports of consultants Actual value: Output: Socially inclusive development of communities neighboring the project site pilot tested Indicator: At least 200 people increased capacity on livelihood activities and employment opportunities Achievement: 211 Progress/Status: A specialized consulting firm has been recruited. Technical and skills trainings to increase livelihood and employment opportunities have been provided to 211 villagers around the project area on basic tailoring, dairy farming, and poultry rearing. Output indicator achieved Data Source: Participant feedback surveys; project progress reports; and final reports of consultantsOutput: Socially inclusive development of communities neighboring the project site pilot tested Indicator: of whom 30% are women Data Source: Participant feedback surveys; project progress reports; and final reports of consultants Actual value: Output: Socially inclusive development of communities neighboring the project site pilot tested Indicator: 20-kilowatt solar photovoltaic system installed in two schools in the vicinity of the Rupsha power plant Achievement: 0 Progress/Status: Contract to install solar PV panels had been completed. A 20 KWp solar panel had been installed on the rooftop of the school. Output indicator achieved Data Source: Project progress reports; and final reports of consultantsOutput: Socially inclusive development of communities neighboring the project site pilot tested Indicator: Two IT laboratories installed in the school in the vicinity of the Rupsha power plant Achievement: 0 Progress/Status: Output indicator achieved Data Source: Project progress reports; and final reports of consultantsOutput: Socially inclusive development of communities neighboring the project site pilot tested Indicator: Three science laboratories installed in the school in the vicinity of the Rupsha power plant Achievement: 0 Progress/Status: Output indicator achieved Data Source: Project progress reports; and final reports of consultantsAvailability of efficient and cleaner energy increasedAnnual power generation in Bangladesh increased by 4,900 GWh Achievement: 0 Progress/Status: The project is being implemented and construction to deliver the outputs is ongoing. Outcome indicators will be achieved after project completion and commissioning of the power plant. Data Source: BPDB annual reports1,278,206 tons of carbon dioxide emissions per annum avoided Achievement: 0 Progress/Status: The project is being implemented and construction to deliver the outputs is ongoing. Outcome indicators will be achieved after project completion and commissioning of the power plant. Data Source: BPDB annual reports XM-DAC-46004-44213-018-LN3649Asian Development BankTranche 3 will continue supporting the government's reform of secondary education (grades 6-12) into a system that prepares youths to meet the requirements of a rapidly developing economy. Building on earlier projects supported by ADB and the World Bank and Tranches 1 and 2, Tranche 3 will support (i) implementation of fundamental reforms such as modernization of curriculum and standardization of examination; (ii) advanced teaching in science, math, English, Bangla; and (iii) use of information and communication technology in learning. Harmonized stipend, resource teacher program, and adolescent girls program will contribute to increase access and retention and completion of 6 years' schooling of secondary education. Sector management will be strengthened in decentralization, planning, monitoring and evaluation, procurement, and financial management. The tranche will support the government's comprehensive Secondary Education Development Program (SEDP) through a sector-wide approach (SWAp). The World Bank fund flow mechanism is harmonized with ADB, following the disbursement modality of Tranches 1 and 2. ADB and the World Bank have agreed to a common disbursement-linked indicator (DLI) matrix. In addition, the World Bank will provide parallel cofinancing amounting to $520 million and United Nations agencies will provide technical assistance to SEDP following SWAp arrangements. Asian Development BankMinistry of EducationAsian Development BankAsian Development BankAsako Maruyamahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=44213-018 (Active)&officer= amaruyama@adb.org&division= Human and Social Development Sector Office (SG-HSD)&projectcountry= BangladeshBangladesh23.89507 90.29226PartnershipsInclusive economic growthGovernance and capacity developmentKnowledge solutionsGender Equity and Mainstreaming225000000Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education10000000.00Asian Development BankMinistry of 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Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education2120833.34Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education2081250.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education2025000.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education1968750.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education1912500.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of EducationPerformanceFiduciaryOutput/s as listed by the project staff.Output: education management and governance strengthened. Indicator: including all 100 females Achievement: 0 Data Source: MOE's training reportOutput: education management and governance strengthened. Indicator: By 2019, the MPO Rationalization Plan is approved by MOE (Baseline: N/A) Achievement: N Progress/Status: TMED approved the MPO rationalization plan and MPO implementation guidelines for madrasas in November 2020, while SHED approved the MPO rationalization plan and MPO implementation guidelines for secondary schools and colleges in March 2021. Data Source: MOE's approved plan Baseline year: 2017 Baseline value: N Baseline year: 2017 Baseline value: N Target year: 2019 Target value: Y Actual value: NOutput: education management and governance strengthened. Indicator: By 2021, annual EMIS report with sex-disaggregated data published (Baseline: N/A) Achievement: Y Progress/Status: Due to the COVID-19 pandemic, data in EMIS have not been updated. EMIS report with sex-disaggregated data was published in 2023. Data Source: Annual EMIS report Baseline year: 2017 Baseline value: N Baseline year: 2017 Baseline value: N Target year: 2021 Target value: Y Actual value: YOutput: education management and governance strengthened. Indicator: By 2023, 90% of 700 DDOs for IBAS++ implementation trained (Baseline: 0) Achievement: 70 Progress/Status: Training for the implementation of iBAS++ was conducted and iBAS++ (Budget Execution Module) has been rolled out to all DDOs in 2022. Data Source: MOE's training reportOutput: education management and governance strengthened. Indicator: By 2019, e-GP for 100% non-ICB contracts in all the co-implementing agencies under tranche 3 rolled out (Baseline: 0) Achievement: 100 Progress/Status: 100% non-ICB contracts were processed and completed through e-GP under SEDP. Data Source: e-GP web pageOutput: equitable access and retention increased Indicator: By 2022, grade 10 retention rate of poverty targeted stipend recipients including girls reached 70% (Baseline: N/A) Achievement: 0 Progress/Status: The grade 10 retention rate of stipend recipients in 2020 and 2021 was 69.8%. The target was considered achieved and verified by independent verification agency in December 2022. Data Source: Independent Verification ReportOutput: equitable access and retention increased Indicator: By 2018, Maintenance Policy for School Facilities with gender-responsive approach as per Education Institution Construction Policy Guidelines is approved (Baseline: N/A) Achievement: N Progress/Status: Education Institution Construction Policy Guidelines (which incorporate the Maintenance Policy for School Facilities) were prepared but remain yet to be approved by MOE. Data Source: MOE's approved policy Baseline year: 2017 Baseline value: N Baseline year: 2017 Baseline value: N Target year: 2018 Target value: Y Actual value: NOutput: equitable access and retention increased Indicator: By 2018, adolescent girls' program plan and water and sanitation plan approved (Baseline: 0) Achievement: Y Progress/Status: MOE approved the adolescent student program (ASP) design, implementation arrangements, and costed action plan prepared in partnership with the Ministry of Health and Family Welfare in 2019. Data Source: MOE's approved implementation plan Baseline year: 2017 Baseline value: N Baseline year: 2017 Baseline value: N Target year: 2018 Target value: Y Actual value: YOutput: equitable access and retention increased Indicator: By 2023, incentive mechanism for female teachers in 400 schools in disadvantaged areas piloted (Baseline: N/A) Achievement: N Progress/Status: A guideline on teachers' incentive has been approved by SHED, MOE in 2019. Due to the austerity measures introduced by the government in 2022, the incentive mechanism will not be piloted. Data Source: MOE's pilot report Baseline year: 2017 Baseline value: N Baseline year: 2017 Baseline value: N Target year: 2023 Target value: Y Actual value: NOutput: equitable access and retention increased Indicator: By 2023, incentive mechanism for female teachers in 100 madrasahs in disadvantaged areas piloted (Baseline: N/A) Achievement: N Progress/Status: A guideline on teachers' incentive has been approved by SHED, MOE in 2019. Due to the austerity measures introduced by the government in 2022, the incentive mechanism will not be piloted. The indicator has been removed. Data Source: MOE's pilot report Baseline year: 2017 Baseline value: N Baseline year: 2017 Baseline value: N Target year: 2023 Target value: Y Actual value: NOutput: Quality and relevance of secondary education enhanced Indicator: By 2023, revised curriculum following NCPF in all schools and madrasahs delivering improved content and teaching methodology with gender-responsive approach implemented (Baseline: N/A) Achievement: N Progress/Status: NCTB completed the revision of the grade 6-7 curricula and teaching and learning materials and piloted the grade 6 curriculum in 2022. The grade 6-7 curricula are being implemented from January 2023. Data Source: DSHE's secondary education sector performance report Baseline year: 2017 Baseline value: N Baseline year: 2017 Baseline value: N Target year: 2023 Target value: Y Actual value: NOutput: Quality and relevance of secondary education enhanced Indicator: By 2023, practical science teaching in all schools and madrasahs introduced (Baseline: 5,000 schools and madrasah) Achievement: Y Progress/Status: Due to COVID-related school closure, follow-up and new CPD training has been postponed. The indicator has been replaced with the one for COVID-related learning gap assessment. Data Source: Third-party evaluation report on DLI achievement Baseline year: 2017 Baseline value: N Baseline year: 2017 Baseline value: N Target year: 2023 Target value: Y Actual value: YOutput: Quality and relevance of secondary education enhanced Indicator: By 2021, e-learning in at least 40% schools implemented (Baseline: N/A) Achievement: 0 Progress/Status: NCTB completed the development of digital contents for grades 6-10 in December 2022. Digital contents have been made available to all institutions. Data Source: DSHE's secondary education sector performance reportOutput: Quality and relevance of secondary education enhanced Indicator: By 2023, hands-on pre-vocational subject in 30% schools and madrasahs at grades 6-8 implemented (Baseline: 0) Achievement: 0 Progress/Status: Due to COVID-related school closure, the implementation of pre-vocational programs has been postponed. The indicator has been removed. Data Source: DSHE's secondary education sector performance reportOutput: Quality and relevance of secondary education enhanced Indicator: In 2019 and 2022, NASS conducted (Baseline: N/A) Achievement: Y Progress/Status: NASS 2019 report was finalized in October 2021. The next NASS 2022 will be conducted in 2024 due to the introduction of the new curriculum in 2023. Data Source: NASS Report Baseline year: 2017 Baseline value: N Baseline year: 2017 Baseline value: N Target year: 2019 Target value: Y Actual value: YOutput: Quality and relevance of secondary education enhanced Indicator: By 2022, Secondary Teacher Development Policy by MOE approved (Baseline: N/A) Achievement: N Progress/Status: MOE approved the Secondary Teacher Development Strategy (renamed from the Secondary Teacher Development Policy) in December 2019. Data Source: MOE's approved Secondary Teacher Development Policy Baseline year: 2017 Baseline value: N Baseline year: 2017 Baseline value: N Target year: 2022 Target value: Y Actual value: NOutput: Quality and relevance of secondary education enhanced Indicator: By 2021, e-learning in at least 10% madrasahs implemented (Baseline: N/A) Achievement: 0 Progress/Status: NCTB completed the development of digital contents for grades 6-10 in December 2022. Digital contents have been made available to all institutions. Data Source: DSHE's secondary education sector performance reportStudent outcomes in secondary education and effectiveness of secondary education system improvedGER secondary education (grades 6-10) increased from 74.23% (girls: 81.74%) in 2016 to 82% in 2023 (girls: 85%) Progress/Status: GER secondary education (grades 6-10) was 76.10% (F: 83.20%) in 2022. Data Source: BANBEIS/DSHE EMIS Actual value: Grade-wise transition rate from 8 to 9 increased from 83% (girls: 82%) in 2016 to 85% in 2023 (girls: 86%) Progress/Status: Grade-wise transition rate from 8 to 9 was 89.95% (F: 90.97%) in 2022. Data Source: BANBEIS/DSHE EMIS Actual value: Results of the NASS, 2019 in Bangla, English, and math improved by 5% in each subject, based on 2017 baseline Progress/Status: NASS 2019 shows that grade 8, 9, and 10 student performance in Bangla, English, and Math improved by 18 scale score points on average from LASI 2017. Data Source: NASS Reports Actual value: XM-DAC-46004-51137-001-LN3683Asian Development BankThe project will improve the operational performance of the power sector and contribute to the Government of Bangladesh's target to achieve electricity for all by 2021 through (i) constructing (a) a 400/132-kilovolt (kV) substation at Gopalganj; (b) a 230 kV transmission line in the southern zone, from Barisal to Faridpur; and (c) a 400 kV transmission line in the western zone, from Bogra to Rohanpur; and (ii) implementing a capacity development program in the electric utility industry to promote socially and gender inclusive growth . The project will use state-of-the-art conductors with higher power transmission capacity and lower energy loss in both the 230 kV and 400 kV transmission lines.Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)Asian Development BankAsian Development BankNazmun Naharhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=51137-001 (Active)&officer= nnahar@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh23.89507 90.29226Environmentally sustainable growthInclusive economic growthGovernance and capacity developmentKnowledge solutionsPartnershipsSome gender elements (SGE)350000000Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. 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(PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)380766.45Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)368633.75Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)484564.61Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)568659.36Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)783963.40Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2813459.88Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)5068951.70Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)6408832.20Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)6624451.16Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)6816463.36Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)5939601.02Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)6283621.26Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)PerformanceFiduciaryOutput/s as listed by the project staff.Output: New substation at Gopalganj installed Indicator: Gopalganj (North) 400/132 kV substation with capacity of 3x325 MVA constructed and commissioned Achievement: 975 Progress/Status: Construction of Gopalganj (North) 400/132 kV substation with capacity of 3x325 MVA completed by June 2023. Data Source: Annual reports of PGCBOutput: Socially inclusive capacity in the electric utility industry enhanced Indicator: 50 university students completed a university program relevant to energy sector Achievement: 0 Progress/Status: 36 numbers of student received training from a university in Korea. Data Source: Annual reports of PGCBOutput: Socially inclusive capacity in the electric utility industry enhanced Indicator: Of which at least 30% are women Data Source: Annual reports of PGCB Actual value: Output: Socially inclusive capacity in the electric utility industry enhanced Indicator: Of which at least 40% are women Data Source: Annual reports of PGCB Actual value: Output: Socially inclusive capacity in the electric utility industry enhanced Indicator: 30 PGCB staff completed a university program relevant to energy sector Achievement: 0 Progress/Status: 36 PGCB staffs already received training from Korea. Data Source: Annual reports of PGCBOutput: Transmission network in southern Bangladesh expanded Indicator: 126 km Barisal (North)-Gopalganj (North)-Faridpur 230 kV double-circuit line constructed and commissioned Achievement: N Progress/Status: Construction completed for 123.81 km of 230kV transmission line on 3 June 2022. The line was energized on 1 July 2024 and power flow started since then. Data Source: Annual reports of PGCB Actual value: NOutput: Transmission network in southern Bangladesh expanded Indicator: Two 230 kV bay extensions at existing Barisal (North) substation constructed and commissioned, and the existing Faridpur 132/33 kV substation augmented with four 132 kV bays; five 230 kV bays; and 230/132 kV, 2x250 MVA transformers (2017 baseline: 0) Achievement: N Progress/Status: GIS Bay extension completed for Barishal substation by adding two new lines. It was commissioned on 22 March 2023. Bay extension completed for Faridpur substation by adding new transformer. The capacity is enhanced by 700 MVA. It was commissioned on 28 Dec 2023. Data Source: Annual reports of PGCB Actual value: NOutput: Transmission network in southern Bangladesh expanded Indicator: Gopalganj (North) substation augmented with 400/230 kV, 2x750 MVA transformers Achievement: N Progress/Status: Construction completed on 1 Jul 2024. This is now operational. Data Source: Annual reports of PGCB Actual value: NOutput: Transmission network in southern Bangladesh expanded Indicator: A new 230/33kV GIS Substation with capacity of 280 MVA at Char Fasson island, and 2 x GIS 230kV line bay extensions constructed at the Notun Biddyut Power Plant at Char Burhanuddin island. (2021 baseline: 0) Progress/Status: The transformers arrived at Chittagong Port on 25.01.2025. The commissioning target for Charfasson Substation is within April 2026. Data Source: Annual reports of PGCB Actual value: Output: Transmission network in southern Bangladesh expanded Indicator: 41 km 230 kV double circuit transmission line constructed and commissioned from the Notun Biddyut Power Plant to Char Fasson substation. (2021 baseline:0) Progress/Status: Overall, the entire scope under this component is now 100% complete and the loan closed on 30 June 2026 Data Source: Annual reports of PGCB Actual value: Output: Transmission network in western Bangladesh expanded Indicator: New 104 km Bogra (West)-Rohanpur 400 kV double-circuit line constructed and commissioned Achievement: N Progress/Status: 104 km Borga (west)-Rohanpur 400 kV double circuit line constructed and commissioned on 21 June 2023. Data Source: Annual Reports of PGCB Actual value: NOutput: Transmission network in western Bangladesh expanded Indicator: New Bogra (West) substation constructed and commissioned with 400/230 kV, 2x750 MVA transformers, nine 400 kV bays, and eleven 230 kV bays Achievement: N Progress/Status: Construction of new Bogra substation completed on 9 March 2023 by adding 2250 MVA in the system. Data Source: Annual Reports of PGCB Actual value: NOutput: Transmission network in western Bangladesh expanded Indicator: New Rohanpur substation constructed and commissioned with 400/132 kV, 2x325 MVA transformers; five 400 kV bays; and nine 132 kV bays Achievement: N Progress/Status: Construction of Rohanpur substation completed on 8 Jul 2024 adding 1040MVA in the system. Data Source: Annual Reports of PGCB Actual value: NOutput: Transmission network in western Bangladesh expanded Indicator: New 26 km Chapainawabganj-Rohanpur 132 kV double-circuit transmission line constructed and commissioned Achievement: N Progress/Status: 26 km Chapainawabganj- Rohanpur 132 km line constructed and commissioned on 28 May 2022. Data Source: Annual Reports of PGCB Actual value: NOutput: Transmission network in western Bangladesh expanded Indicator: Two 132 kV bay extensions at existing Chapainawabganj substation constructed and commissioned Achievement: N Progress/Status: Construction completed for Two 132 kV bay extensions at existing Chapainawabganj substation. Energization completed on 8 July 2023. Data Source: Annual Reports of PGCB Actual value: NOutput: Transmission network in western Bangladesh expanded Indicator: 11 km line-in, line-out connection from Barapukuria-Bogra (South) 230 kV transmission line to Bogra (West) substation, and 1 km line-in, line-out connection from Chowdala-Niamatpur 132 kV transmission line to Rohanpur substation constructed and commissioned Achievement: N Progress/Status: Construction completed for 11 km LILO on 2 March 2023. Construction completed for 1 km LILO on 8 Feb 2024. Data Source: Annual Reports of PGCB Actual value: NOutput: Transmission network in western Bangladesh expanded Indicator: Reconductoring of existing 175 km, 230kV East-West Interconnection transmission lines and 148 km 132 kV transmission lines in the Northwestern part of Bangladesh constructed and commissioned. (2021 Baseline: 0) Progress/Status: Overall, the entire scope under this component is now 100% complete and loan closed on 30 June 2026 Data Source: Annual Reports of PGCB Actual value: Capacity of electricity supply in Bangladesh increasedPower delivery capacity of southern and western grid increased to 14,135 MVA Achievement: 9000 Progress/Status: Power delivery capacity increased by 4965 MVA (incremental) after construction of 1. Gopalganj 400/132 kV substation, 2. Augmentation of Gopalganj substation, 3. Bogura new substaion, 4. Rohanpur substation and 5. Augmentation of Faridpur substation. Current capacity is 13969 MVA. Data Source: Annual reports of PGCBTransmission loss reduced to 2.5% Achievement: 2.7 Progress/Status: Transmission Loss for FY 2025-26 (July-Feb): 3.31% and for February, 2026: 3.03% Data Source: Annual reports of PGCBCarbon dioxide emissions reduced by 174,595 tons per year from transmission loss reduction Achievement: 0 Progress/Status: CO2 emission data will be calculated after end of the project. Data Source: Annual reports of PGCB XM-DAC-46004-50192-002-LN3714Asian Development BankThe Fourth Primary Education Development Program will support Bangladesh's primary education system to become an efficient and effective system that provides quality primary education to all Bangladeshi children. The new program will build on the achievements of previous programs with a strong focus on strengthening quality of education, improving access to education, and enhancing institutional management through decentralization. The new program is aligned with the country partnership strategy, 2016-2020 which indicates Asian Development Bank's continued support to primary education.Asian Development BankMinistry of Primary and Mass EducationAsian Development BankAsian Development BankZhigang Lihttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=50192-002 (Active)&officer= zli@adb.org&division= Human and Social Development Sector Office (SG-HSD)&projectcountry= BangladeshBangladesh23.89507 90.29226PartnershipsInclusive economic growthGovernance and capacity developmentEnvironmentally sustainable growthEffective gender mainstreaming (EGM)100Project-type interventions500000000Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and Mass Education65000000.00Asian Development BankMinistry of Primary and Mass Education0.00Asian Development BankMinistry of Primary and 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Mass EducationPerformanceFiduciaryOutput/s as listed by the project staff.Output: Access and participation to primary education enhanced Indicator: Additional 3,000 government schools converted from double-shift to single-shift operations (2017 baseline: 22.6% of existing government schools have single-shift operations. 2020 update: additional 745, or 2% of government schools converted to single-shift) (OP 6.2.1) Progress/Status: Achieved. Target achieved and exceeded, as 4,407 schools were converted from double-shift to single-shift operations during the PEDP4 period, surpassing the target of 3,000 schools. In 2024, uut of 65,567 government primary schools, only 13,519 (20.6%) operated on a single-shift basis in 2024. The number of single-shift schools increased from 9,112 in 2017 to 13,519 in 2024, reflecting an additional 4,407 schools converted from double-shift to single-shift operations during the PEDP4 period. Data Source: EMIS and/or ASPR Actual value: Output: Access and participation to primary education enhanced Indicator: Additional 650,000 out-of-school children enrolled in learning centers (50% boys) (2017 baseline: 100,072 [50% boys]. 2022 update: additional 583,893 enrolled [52% boys]) (OP 1.1.1) Progress/Status: Achieved. Target achieved and exceeded, as 964,766 out-of-school children (51.6% boys) were enrolled in learning centers, surpassing the target of 650,000 children. In 2024, Additional 964,766 out-of-school children (51.6% boys) were enrolled in 33,334 learning centers (LCs) under PEDP4. Note: The percentage was calculated based on the JARM report. The APSS did not provide sex-disaggregated data. Source: JARM 2024. Data Source: Bureau of Non-Formal Education endorsed implementation support agency report Actual value: Output: Access and participation to primary education enhanced Indicator: Additional 43,500 gender-segregated WASH blocks, 11,250 safe drinking water sources, and 30,000 classrooms completed according to the Infrastructure Planning Guideline of MOPME and as per standard of the Bangladesh National Building Code (2017 baseline: 24,338 WASH blocks; 39,348 water sources; and 39,003 classrooms completed during the PEDP3. 2022 update: 13,212 WASH blocks; 9,068 water sources; and 9,134 classrooms completed during PEDP4) (OP 1.3.1; 2.1.4) Progress/Status: Achieved. The target was fully achieved and exceeded across all infrastructure components, with all completed WASH blocks meeting gender-segregated and disability-friendly design standards and all infrastructure complying with IPG and BNBC requirements to ensure inclusivity, safety, and full compliance. In 2025, • 34,620 additional classrooms were constructed, • 44,634 gender-segregated WASH blocks were built, and • 21,598 safe drinking water sources were installed. All completed WASH blocks meet gender-segregated and disability-friendly design standards, ensuring full inclusivity. All completed infrastructure-including additional classrooms, WASH blocks, and drinking water sources-fully complies with IPG and BNBC standards. Source: ASPR 2024, ROD of 13 JCM 2025. Data Source: EMIS and/or ASPR Actual value: Output: Governance and management or primary education system improved Indicator: At least 90% of DPE's division, district, and upazila level drawing and disbursing officers adopted iBAS++ (2017 baseline: iBAS++ introduced in DPE. 2022 update: target fully achieved) (OP 6.1.4) Progress/Status: Achieved. iBAS++ has been rolled out in 100% of all DDOs for the submission of pay bill. Of all DDOs, 90% have been currently preparing budget through iBAS++. Source: RoD of 6th JCM held on 23 November 2021. Data Source: MOPME report on PEDP4 progress Actual value: Output: Governance and management or primary education system improved Indicator: 80% of approved contracts (goods and works) in DPE processed through e-GP in the year (2017 baseline: e-GP initiated at DPE. 2022 update: target fully achieved) (OP 6.1.4) Progress/Status: Achieved. In 2025, 100% of approved contracts (goods and works) in DPE processed through e-GP. Source: DPE report, 8 September 2024. Data Source: DPE procurement progress report Actual value: Output: Governance and management or primary education system improved Indicator: Integrated web-based EMIS with sex-disaggregated data (including for social groups) made operational in DPE (2017 baseline: some EMIS subsystems exist but are not integrated and not web-based. 2022 update: integration ongoing and on track) (OP 2.3.2; OP 6.1.1) Progress/Status: Achieved. In 2025, the Data System for Decision-Making has been strengthened through multiple initiatives. IPEMIS, with 24 live modules, now serves about 700,000 users in the primary education sector including non-GPSs. E-monitoring has been implemented in all upazilas, supported by ICT dashboards for improved decision-making. A unified database under PEPEMIS, an upgraded data center, and licensed Oracle software ensure stronger system integration. Additional achievements include GIS mapping of schools, uploading six APSCs. Source: RoD of 13 JCM 2025. Data Source: Integrated EMIS website, MOPME report Baseline year: 2022 Baseline value: Y Baseline year: 2022 Baseline value: Y Target year: 2025 Target value: YOutput: Governance and management or primary education system improved Indicator: A needs and performance-based UPEP piloted for 50 upazilas as per updated UPEP guidelines (2017 baseline: UPEP not funded. 2022 update: target fully achieved) (OP 6.1.1) Progress/Status: Achieved. In 2021, UPEP guideline updated and approved by MoPME. A needs and performance based UPEP piloted in 50 upazilas during the PEDP4 period. Source: 2nd JCM, November 2019; 5th JCM, May 2021. Data Source: UPEP implementation report Baseline year: 2022 Baseline value: Y Baseline year: 2022 Baseline value: Y Target year: 2025 Target value: YOutput: Governance and management or primary education system improved Indicator: Student number-based SLIP fund received by 85% of government schools in the year as per updated SLIP guidelines (2017 baseline: 0 [all government schools received flat SLIP fund within the PEDP3]. 2022 update: target fully achieved) (OP 6.1.1) Progress/Status: Achieved. Target Achieved and Exceeded, as fund disbursement reached 100% of schools, surpassing the target of 85%. In 2023, SLIP guidelines were updated, and all 65,565 schools benefited from the SLIP program. A total of 100% of schools received SLIP funds in accordance with the updated guidelines. The student number-based SLIP fund was disbursed to all 65,565 government primary schools in FY 2022-23. Source: 2nd JCM November 2019; 8th JCM, March 2023. Data Source: SLIP implementation progress report Baseline year: 2022 Baseline value: Y Baseline year: 2022 Baseline value: Y Target year: 2025 Target value: YOutput: Governance and management or primary education system improved Indicator: Institutional strengthening plan as per the updated ODCBG implemented. (2017 baseline: ODCBG being updated. 2022 update: all activities of the plan initiated) (OP 6.1.1) Progress/Status: Achieved/Partially Achieved. In 2025, There are 36 core ISP activities comprising 55 individual sub-activities. Out of the 55 sub-activities, 41 have been fully achieved, representing 74.55% of the total ISP implementation. An additional 3 sub-activities (5.45%) have been partially achieved. The remaining 11 sub-activities (20.0%) have not yet been achieved, although all necessary processes at the DPE/MoPME levels have been completed, but they require inter-ministerial procedures to be carried out in order to consider them as completed. According to the revised target, ‘ISP under the updated ODCBG has been implemented.' The target was substantially achieved. In 2025, as per the revised Memorandum (10 December 2023), which states that the ‘Institutional Strengthening Plan under the updated ODCBG was implemented across eight divisions and 64 districts,' the original and revised targets were fully achieved. Key ISP activities recommended in the ODCBG were implemented nationwide—for example, translating, publishing, and disseminating updated job descriptions for teachers, SMCs, UEO/URC staff, and DPEO/PTI officials. Additionally, the updated SLIP and UPEP guidebooks were implemented: 65,565 schools benefited from SLIP, and 100% of schools received SLIP funds as per the revised guidelines. The UPEP guideline was updated, approved by MoPME, and piloted in 50 upazilas during PEDP4. Note: Due to the different interpretations of the changes, the performance rating varies. If ISP implementation across 64 districts is considered, the target was achieved. However, if ISP implementation is assessed more broadly, the result is rated as substantially achieved. Source: 2nd JCM, November 2019; 5th JCM, May 2021; 8th JCM, March 2023; 13th JCM, 7 August 2025. Data Source: MOPME report on PEDP4 progress Baseline year: 2022 Baseline value: Y Baseline year: 2022 Baseline value: Y Target year: 2025 Target value: YOutput: Quality of primary education improved Indicator: Revised pre-primary and grades 1-5 curricula and textbooks, and newly developed teaching-learning materials (with selected supplementary reading materials) approved by the National Curriculum Coordination Committee (2017 baseline: grades 1-5 curricula in 2011 version to be updated, and textbooks in 2013 version to be updated; teaching-learning materials, including supplementary reading materials, not made available to schools. 2022 update: Revised pre-primary and grades 1-5 curricula approved) (OP 6.2.1) Achievement: Y Progress/Status: Achieved. In 2024, the target was fully achieved. NCTB developed and revised textbooks, TLMs, and SRMs for pre-primary and grades 1-5 in alignment with the revised 2021 and 2022 curricula. The MoPME established the National Curriculum Coordination Committee (NCCC) to oversee textbook evaluation and approval, supported by NCTB subcommittees and writers. NCTB produced storybooks for pre-primary and grades 1-5 and identified 173 additional SRMs. Experimental textbooks for grades 1-3 were developed, revised, and distributed, while revised textbooks for grades 1-5 and pre-primary were approved by NCCC and endorsed by MoPME in 2023-2024. All TLMs and SRMs were finalized and approved in October 2024. Source: RoD of 12 JCM, 5 February 2025. Data Source: National Curriculum and Textbook report Actual value: YOutput: Quality of primary education improved Indicator: At least 50.0% of government primary schools meet the student-teacher ratio standard of 40:1 (2016 baseline: 35.4%. 2020 update: 78.3%) (OP 6.2.1) Progress/Status: Achieved. The target for the STR ratio (40:1) was achieved and significantly exceeded of the original and revised targets. In 2023, 84.04% of government primary schools met the student-teacher ratio standard of 40:1 or less from the original and baseline target (35.4%). Source: ASPR 2024. Data Source: ASPR Actual value: Output: Quality of primary education improved Indicator: 67,500 newly recruited and existing teachers without DPEd or CinEd (at least 50% of them women) certified through DPEd program (among them, 25,000 certified through updated DPEd program), and 1,200 teacher educators with capacity to deliver the updated DPEd program (2017 baseline: 32,353 teachers with DPEd. Not applicable as regards to training of teacher educators on DPEd. 2021 update: 46,696 teachers without DPEd or CinEd certified through DPEd) (OP 2.1.1; OP 6.2.1) Progress/Status: Achieved. In 2023, the DPEd certification targets were fully achieved and substantially exceeded, with 79,659 teachers trained (64% women), 77,768 certified through the updated DPEd program, and 1,891 teacher educators certified through BTPT. Furthermore, a total of 1,640 teachers certified through C-in-Ed (Certificate in Education). Source: ASPR 2024. Data Source: National Academy for Primary Education and/or DPE report, EMIS, ASPR Actual value: Output: Quality of primary education improved Indicator: At least 50% of the target for training teachers and teacher educators in the CPD plan achieved (at least 50% of them women) (2017 baseline: 0. 2022 update: 28% of CPD training target achieved) (OP 2.1.1; OP 6.2.1) Progress/Status: Achieved. Target achieved and exceeded, as both the overall CPD training coverage and the share of women trained surpassed the required 50% threshold of the original and revised targets. In 2024, 383,624 teachers are working in Government Primary Schools (GPSs), including 130,920 men and 252,704 women (65.9% of the workforce). Of the total teachers, 383,700 (female: 251,324 and male: 132,376) and 2,010 officers/educators have received at least one of the trainings (curriculum dissemination training) conducted under the approved CPD implementation plan, covering around 95%. Source: ASPR 2024, JARM 2024. Data Source: DPE report based on EMIS and/or ASPR Actual value: Output: Quality of primary education improved Indicator: Additional 100,750 teachers (at least 50% of them women) completed training on using ICT and e- teaching-learning resources through ICT training (2016 baseline: 71,862 teachers trained on ICT [men: 23,097; women: 48,765]. 2020 update: 30,805 teachers trained on ICT) (OP 2.1.1; OP 6.2.1) Progress/Status: Achieved. Considering both ICT training and online curriculum dissemination training, the original and revised targets were achieved and significantly exceeded, with a combined total of 459,732 teachers trained against the target of 100,750. In 2024, additionally, a total of 383,700 (female: 251,324 and male: 132,376) teachers and 2,010 officers/educators have received online curriculum dissemination training. A total of 76,032 (female: 41,001 and male: 35,031) teachers received ICT in Education training. Source: JARM 2024. Data Source: DPE report based on EMIS and/or ASPR Actual value: Quality and equity of primary education improved for all children from pre-primary to grade 5Proportion of grade 3 students with minimum proficiency in Bangla and mathematics increased by 10 percentage points for both boys and girls from the 2017 baseline (NSA 2017 baseline: Bangla - 47% [boys 45%, girls 48%]; and Math - 34% [boys 35%, girls 33%] (OP 1.1.1) Achievement: N Progress/Status: Partially Achieved. In 2022, as per revised target, between 2017 and 2022, Bangla proficiency increased by 4 percentage points overall, and Mathematics proficiency increased by 5 percentage points overall. Data Source: National Student Assessment Actual value: NDifference in net enrollment rates in grades 1-5 between the weighted average of five lowest performing districts and the national level decreased to 7% (boys: 10%; girls: 4%) (2016 baseline: 9% [boys:12.5%; girls: 5.0%]. 2020 update: 4.7%). (OP 1.1.1) Achievement: Y Progress/Status: Achieved. In 2023, the reduction in net enrollment rate differences between the five lowest-performing districts and the national average surpassed the 2025 targets across all groups, with the overall gap reduced to 2.2% (boys: 2.4%; girls: 1.9%). Data Source: ASPR Actual value: YNational survival rate to grade 5 increased by 2 percentage points for both boys and girls (2017 baseline: 83.3% [boys: 81.3%, girls: 85.4%]. 2020 update: 84.7% [Boys 83.3% and Girls 85.9%]) (OP 1.1.1) Achievement: Y Progress/Status: Achieved. In 2024, based on the 2021-2024 average, the national survival rate to Grade 5 rose by about 2 percentage points from the 2017 baseline, boys improved by 3.3 points and girls by 2 points. Data Source: ASPR Actual value: Y XM-DAC-46004-47243-004-LN3732Asian Development BankThe RCIP will improve the road network connecting the rural population to agriculture value chain development zones in Bangladesh. The project was prepared under the project design advance. Investments will be made to (i) upgrade about 1,700 kilometers of rural roads to all-weather standards in 34 districts located in five divisions; (ii) improve the capacity of the rural infrastructure agency to address institutional constraints relating to rural road development; and (iii) finance enhancements to the national rural road master plan to enable the selection of priority rural roads for improvement using a geographic information system covering the entire country.Asian Development BankLocal Government Engineering DepartmentAsian Development BankAsian Development BankAmrita Kumar Dashttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=47243-004 (Active)&officer= adas@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshNarail23.15509 89.49515Magura25.88501 89.08168Rajshahi24.374 88.60114Natore24.41112 88.98673Joypurhat25.09446 89.02286Bogra24.85098 89.37108Naogaon24.78333 88.68333Chapai Nawabganj24.59895 88.28339Panchagarh26.33338 88.55777Thakurgaon26.03097 88.46989Nilphamari25.94167 88.84667Dinajpur25.62745 88.63779Rangpur23.97154 90.89559Noakhali22.75 91.16667Chandpur23.25 90.83333B-baria City23.965 91.107Comilla23.46186 91.18504Rajbari23.66667 89.55Gopalganj23.16667 89.91667Shariatpur23.25 90.36667Madaripur23.17097 90.20935Faridpur23.60612 89.84064Kushtia23.9028 89.11943Lalmanirhat25.91719 89.44595Kurigram25.81158 89.64284Jhenaidah Sardar UZ23.542 89.183Jessore23.16971 89.21371Meherpur23.77687 88.63033Chuadanga23.64299 88.85291Cox's Bazar21.58389 92.01528Chittagong22.3384 91.83168Gaibandha25.06247 89.86423Laksmipur25.16695 88.6841Feni23.0144 91.3966Private sector developmentEnvironmentally sustainable growthGovernance and capacity developmentInclusive economic growthEffective gender mainstreaming (EGM)100000000Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department49592.27Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department4000000.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department243165.78Asian Development BankLocal Government Engineering Department1569554.92Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department833287.54Asian Development BankLocal Government Engineering Department1639703.70Asian Development BankLocal Government Engineering Department774613.70Asian Development BankLocal 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Department3518880.60Asian Development BankLocal Government Engineering Department3995273.62Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department3877550.56Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering 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BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department820087.26Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department811286.32Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department789359.66Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: 100% of LGED project staff, including at least 90% of relevant women staff, reported increased knowledge of and skills for road safety awareness, road asset management, contract management, financial management, climate-resilient design and construction, and nature-based bioengineering solutions for erosion control Progress/Status: Up to June, 2026, details of RCIP-conducted trainings and workshops are as follows: - Total Project Staff at RCIP PMU is 52 nos. (Govt. 11, LKSS 17, PISC 24) in which male professional 40 nos. (77%) and female professionals and 12 nos (23%) who received training on related matters. - Five batches of training on “Climate Resilient Road Design and Construction” for LGED Project Staff at LGED HQ. - Two (02) batches of training on “Financial Management” for LGED Officials at LGED HQ. - Two (02) batches of training on “Road Asset Management” for LGED Officials at LGED HQ. - Two batches of training on “RCIP Contract Management” for LGED Officials at LGED HQ. - One batch training on “Road Safety” for LGED Officials at LGED HQ. - Training on “Project Feasibility Study” for DPD, Sr. AE & AE. - Three batches of training on “Gender Sensitization, Gender Action Plan Implementation, Monitoring and Reporting” for Project Staff and Upazila Community Organizers. The above-mentioned trainings included all relevant women staff of RCIP and LGED. Among the attendees, out of a total of 351 participants, 313 nos. (89%) were male, and 38 nos. (11%) were female. Data Source: Post-implementation survey by LGED Actual value: Output: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: Design, construction, and maintenance manuals for rural roads that incorporate climate resilient and gender-responsive features developed and endorsed by LGED Progress/Status: Manual has been prepared by the consultant recruited under TA 9632. Data Source: Government endorsement memo Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: endorsedOutput: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: At least 40% (with 20% of participants to be women and girls) of students, teachers, parents, and school management committees from schools along project roads, reported increased knowledge through awareness campaigns (media, brochure, and billboard) on road safety (including road signs) and prevention of gender-based violence (including sexual exploitation, abuse, harassment, and human trafficking) and sexually transmitted infection Progress/Status: Up to June, 2026, Two batches of training on “Awareness Enhancement of Road Users on “Road Safety and Gender-based violence (including sexual exploitation and human trafficking) and STI (sexually transmitted infections) preventions”. Participants of the training were Students, Teachers, Local Govt. Institute Members (LGIs) and local community people. Out of total 40 participants, 24nos. (60%) were females and rests were male. Seven batches of “School Based Road Safety Awareness” Campaign conducted in seven (07) Upazilas; namely Chandanaish of Chattogram District, Bijoynagar Upazila of Brahmanbaria District, Kahalu Upazila of Bogura District, Madaripur Sadar Upazila of Madaripur District, Gopalganj Sadar Upazila of Gopalgamj District, Mirsarai Upazila of Chattogram District and Godagari Upazila of Rajshahi District. Students of primary and high schools, teachers, Union Parishad Chairman's and Members, School Management Committee (SMCs) members, guardians, journalist and local community people were attended. Attended total students were 1532 nos. in which 799 nos.(52%) were girls'/ females and 733 nos. (48%) were boys/ males; attended teacher nos. 61 (female-43, male-18) and UP Chairmans, UP Members, SMCs, Guardians, Journalists and others were 43 nos. in which attended females were 18 nos.(42%) and males were 25 nos.(58%). Data Source: Government endorsement memo Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: 40Output: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: Core labor standards and equal pay policies implemented in selection and hiring of men and women in the project Progress/Status: Total of 270 nos. contracts being awarded to the respective contractors including remaining 10 no. packages. In this regard written guidance provided to respective contractors, all bidding documents included gender related national core labor standard clause under original and two AF loans. Data Source: Government endorsement memo Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: implementedOutput: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: At least 20% of women (including disadvantaged groups) participated in the project orientation and skills development training (including on basic construction, improvement and reconstruction works, and maintenance skills) conducted for employees in project construction and maintenance Progress/Status: Completed 9 numbers of Orientation Workshops on “RCIP Procedures” from November 2021 to June 2022, where 810 participants were attended. Among them 63 (8%) were females and 747(92%) nos. were male. Also, 1. Awareness Training on Climate Resilient Rural Road Infrastructure has been done in 33 different locations at districts and upazilas level. Participants per batch district level 20 person, and Upazila Level 30 person, Total 876 person, Male 797, and Female 79 person (9%). 2. Climate Resilient Tool Identification of Risk Hazard Training has been done at Cumilla District. Particiants per batch 20 person (5% women), Duration 5 days. 3. Eco-System based Adaptation training has been complete at Faridpur district. Particiants per batch 24 person, Duration 3 Days,. Overall Participants of above all workshops and training 1750 person, Male 92%, Female 8%. Data Source: Government endorsement memo Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: 20Output: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: Skills for road construction and maintenance of at least 90% of all women workers' engaged in the works contracts enhanced Progress/Status: - The Social Safeguards and Gender Specialists attended in two trainings on “Skill Enhancement of Women Workers on Road Construction and Maintenance. - One Training Conducted in Brahmanbaria Sadar and Other one in Muksudpur Upazila under Gopalganj District. There was total 40 females (20 each) workers (100% of total participants) were participated. - Besides, the consultants visited and met different level of stakeholders by conducting FGD/ Consultation meeting and KII in Godagari Upazila of Rajshahi District, Cheragpur UP in Mohadebpur Upazila of Naogaon District, Halsha UP in Sadar Upazila of Natore District under Rajshahi Division, Shankar UP in Dinajpur Sadar Upazila of Dinajpur District and Betgari UP in Gangachara Upazila of Rangpur District. The consultants visited Modhukhali Upazila of Faridpur District. Data Source: Government endorsement memo Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: enhancedOutput: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: At least 100 nursery owners (at least 20% of them women) reported enhanced knowledge in supplying vetiver grass for nature-based slope stabilization in the project area Progress/Status: Due to non-availability of suitable land, difficulties in securing long-term land use arrangements, limited ownership and commitment from local stakeholders for operation and maintenance, and complexities in institutional arrangements for nursery management Project Steering committee decided to exclude the nursery component from the project in the meeting held on 09.10.2025 Proposed for dropping in 2nd Revised DPP. Data Source: Government endorsement memo Actual value: Output: Rural road conditions between selected rural communities, productive agricultural areas, and socioeconomic centers improved Indicator: At least 3,980 km of rural roads improved to all weather standards with climate resilience and safety features, of which 469 km maintained for a period of 5 years. Achievement: 2741 Progress/Status: As of 30 June 2026, 3200 km of civil work has been completed; 824 km is ongoing. Also, 465 km of these roads are included in the 5-year maintenance activities. Data Source: Quarterly monitoring reports and project completion report by LGEDOutput: Rural road conditions between selected rural communities, productive agricultural areas, and socioeconomic centers improved Indicator: Environment-friendly pilot technologies applied to 50 km of the rural roads Progress/Status: As of 30 June 2026, a total of 25.23 km of Piloting packages are contracted, of which 25.23 km is Uni-block Road. Average Physical Progress is 57%. Data Source: Quarterly monitoring reports and project completion report by LGED Actual value: Output: Rural road conditions between selected rural communities, productive agricultural areas, and socioeconomic centers improved Indicator: 180 upazila-level mobile road maintenance offices equipped with maintenance equipment Progress/Status: As of 30 June 2026, the RCIP 180 upazila level office has procured and delivered 180 Ton Trucks [GP-02 (b1) and GP-02(b2)] and 4 gravity-feed road maintenance units (GP-03). Data Source: Quarterly monitoring reports and project completion report by LGED Actual value: Output: Rural road master planning enhanced Indicator: Geographic information system developed and integrated with the nationwide road database, with consideration of climate change risks Progress/Status: - The beta version of the GIS-based Road and Structure Data Management System (RSDMS) is operational. - The Final Inception Report, Software Requirement Specification (SRS), and Software Design Document (SDD) have been submitted and continuously updated. - The Mobile App and Web-based RSDMS have been finalized and are in active use. - Enumerators have been trained, and the pilot survey continues across districts. - Over 6,000 road segments have been surveyed to date using integrated mobile and web applications. - A web-based RAMS portal has been launched and waiting for official inauguration: http://rams.lged.gov.bd/grrpsd. - Climate and infrastructure vulnerability data are being incorporated for climate-responsive road planning and prioritization. - Overall Physical Progress - 88% Data Source: Quarterly monitoring reports and project completion report by LGED Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2023 Target value: YTransport efficiency and related employment generated in target areas increasedAverage travel time along project roads reduced by 50% (2018 baseline: 5 minutes/km) Progress/Status: As of 30 June 2026, a comparison of vehicles' speed on 53 roads without project (WOP) vs. with project (WP) was done in October-December 2023. The savings in travel time (TT) were found to be reduced by a minimum of 51% and highest 64%. As per DMF, the reduction in travel time (TT) was anticipated minimum of 50%. Data Source: Post-implementation measurement and traffic survey by LGED Actual value: Average daily vehicle-km increased to 67,140 (2018 baseline: 49,160 vehicle-km) Progress/Status: As of 30 June 2026, vehicle kilometers (VKD) with project (WP) on 64 roads have been calculated as 2,614,420, and without project (WOP) were 10,93,612 nos. The incremental number is 139%, a significant result achieved in terms of vehicle kilometers per day (VKD) attained under the with-project (WP) situation. Data Source: Post-implementation measurement and traffic survey by LGED Actual value: 6.00 million person-days employment generated (at least 20% for women) by road construction, maintenance, and bioengineering activities (2021 baseline: 3.84 million) Progress/Status: As of 30 June 2026, 7.92 million person-days of employment were generated (30.29% women). Data Source: Quarterly monitoring reports and project completion report by LGED Actual value: XM-DAC-46004-47243-004-LN3731Asian Development BankThe RCIP will improve the road network connecting the rural population to agriculture value chain development zones in Bangladesh. The project was prepared under the project design advance. Investments will be made to (i) upgrade about 1,700 kilometers of rural roads to all-weather standards in 34 districts located in five divisions; (ii) improve the capacity of the rural infrastructure agency to address institutional constraints relating to rural road development; and (iii) finance enhancements to the national rural road master plan to enable the selection of priority rural roads for improvement using a geographic information system covering the entire country.Asian Development BankLocal Government Engineering DepartmentAsian Development BankAsian Development BankAmrita Kumar Dashttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=47243-004 (Active)&officer= adas@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshNarail23.15509 89.49515Magura25.88501 89.08168Rajshahi24.374 88.60114Natore24.41112 88.98673Joypurhat25.09446 89.02286Bogra24.85098 89.37108Naogaon24.78333 88.68333Chapai Nawabganj24.59895 88.28339Panchagarh26.33338 88.55777Thakurgaon26.03097 88.46989Nilphamari25.94167 88.84667Dinajpur25.62745 88.63779Rangpur23.97154 90.89559Noakhali22.75 91.16667Chandpur23.25 90.83333B-baria City23.965 91.107Comilla23.46186 91.18504Rajbari23.66667 89.55Gopalganj23.16667 89.91667Shariatpur23.25 90.36667Madaripur23.17097 90.20935Faridpur23.60612 89.84064Kushtia23.9028 89.11943Lalmanirhat25.91719 89.44595Kurigram25.81158 89.64284Jhenaidah Sardar UZ23.542 89.183Jessore23.16971 89.21371Meherpur23.77687 88.63033Chuadanga23.64299 88.85291Cox's Bazar21.58389 92.01528Chittagong22.3384 91.83168Gaibandha25.06247 89.86423Laksmipur25.16695 88.6841Feni23.0144 91.3966Private sector developmentEnvironmentally sustainable growthGovernance and capacity developmentInclusive economic growthEffective gender mainstreaming (EGM)100000000Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department4000000.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department243165.78Asian Development BankLocal Government Engineering Department1569554.92Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department833287.54Asian Development BankLocal Government Engineering Department1632057.34Asian Development BankLocal Government Engineering Department774613.70Asian Development BankLocal 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Department3518880.60Asian Development BankLocal Government Engineering Department3994933.50Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department3877550.56Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering 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Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2084032.75Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2172403.86Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2172403.86Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2172403.86Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department146467.33Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department146868.12Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department166313.29Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department173271.28Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department210326.54Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department248990.34Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department898751.50Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2017875.59Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2512921.01Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2567175.68Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2618790.65Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2186015.62Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2196798.03Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1855180.07Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: 100% of LGED project staff, including at least 90% of relevant women staff, reported increased knowledge of and skills for road safety awareness, road asset management, contract management, financial management, climate-resilient design and construction, and nature-based bioengineering solutions for erosion control Progress/Status: Up to June, 2026, details of RCIP-conducted trainings and workshops are as follows: - Total Project Staff at RCIP PMU is 52 nos. (Govt. 11, LKSS 17, PISC 24) in which male professional 40 nos. (77%) and female professionals and 12 nos (23%) who received training on related matters. - Five batches of training on “Climate Resilient Road Design and Construction” for LGED Project Staff at LGED HQ. - Two (02) batches of training on “Financial Management” for LGED Officials at LGED HQ. - Two (02) batches of training on “Road Asset Management” for LGED Officials at LGED HQ. - Two batches of training on “RCIP Contract Management” for LGED Officials at LGED HQ. - One batch training on “Road Safety” for LGED Officials at LGED HQ. - Training on “Project Feasibility Study” for DPD, Sr. AE & AE. - Three batches of training on “Gender Sensitization, Gender Action Plan Implementation, Monitoring and Reporting” for Project Staff and Upazila Community Organizers. The above-mentioned trainings included all relevant women staff of RCIP and LGED. Among the attendees, out of a total of 351 participants, 313 nos. (89%) were male, and 38 nos. (11%) were female. Data Source: Post-implementation survey by LGED Actual value: Output: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: Design, construction, and maintenance manuals for rural roads that incorporate climate resilient and gender-responsive features developed and endorsed by LGED Progress/Status: Manual has been prepared by the consultant recruited under TA 9632. Data Source: Government endorsement memo Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: endorsedOutput: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: At least 40% (with 20% of participants to be women and girls) of students, teachers, parents, and school management committees from schools along project roads, reported increased knowledge through awareness campaigns (media, brochure, and billboard) on road safety (including road signs) and prevention of gender-based violence (including sexual exploitation, abuse, harassment, and human trafficking) and sexually transmitted infection Progress/Status: Up to June, 2026, Two batches of training on “Awareness Enhancement of Road Users on “Road Safety and Gender-based violence (including sexual exploitation and human trafficking) and STI (sexually transmitted infections) preventions”. Participants of the training were Students, Teachers, Local Govt. Institute Members (LGIs) and local community people. Out of total 40 participants, 24nos. (60%) were females and rests were male. Seven batches of “School Based Road Safety Awareness” Campaign conducted in seven (07) Upazilas; namely Chandanaish of Chattogram District, Bijoynagar Upazila of Brahmanbaria District, Kahalu Upazila of Bogura District, Madaripur Sadar Upazila of Madaripur District, Gopalganj Sadar Upazila of Gopalgamj District, Mirsarai Upazila of Chattogram District and Godagari Upazila of Rajshahi District. Students of primary and high schools, teachers, Union Parishad Chairman's and Members, School Management Committee (SMCs) members, guardians, journalist and local community people were attended. Attended total students were 1532 nos. in which 799 nos.(52%) were girls'/ females and 733 nos. (48%) were boys/ males; attended teacher nos. 61 (female-43, male-18) and UP Chairmans, UP Members, SMCs, Guardians, Journalists and others were 43 nos. in which attended females were 18 nos.(42%) and males were 25 nos.(58%). Data Source: Government endorsement memo Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: 40Output: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: Core labor standards and equal pay policies implemented in selection and hiring of men and women in the project Progress/Status: Total of 270 nos. contracts being awarded to the respective contractors including remaining 10 no. packages. In this regard written guidance provided to respective contractors, all bidding documents included gender related national core labor standard clause under original and two AF loans. Data Source: Government endorsement memo Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: implementedOutput: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: At least 20% of women (including disadvantaged groups) participated in the project orientation and skills development training (including on basic construction, improvement and reconstruction works, and maintenance skills) conducted for employees in project construction and maintenance Progress/Status: Completed 9 numbers of Orientation Workshops on “RCIP Procedures” from November 2021 to June 2022, where 810 participants were attended. Among them 63 (8%) were females and 747(92%) nos. were male. Also, 1. Awareness Training on Climate Resilient Rural Road Infrastructure has been done in 33 different locations at districts and upazilas level. Participants per batch district level 20 person, and Upazila Level 30 person, Total 876 person, Male 797, and Female 79 person (9%). 2. Climate Resilient Tool Identification of Risk Hazard Training has been done at Cumilla District. Particiants per batch 20 person (5% women), Duration 5 days. 3. Eco-System based Adaptation training has been complete at Faridpur district. Particiants per batch 24 person, Duration 3 Days,. Overall Participants of above all workshops and training 1750 person, Male 92%, Female 8%. Data Source: Government endorsement memo Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: 20Output: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: Skills for road construction and maintenance of at least 90% of all women workers' engaged in the works contracts enhanced Progress/Status: - The Social Safeguards and Gender Specialists attended in two trainings on “Skill Enhancement of Women Workers on Road Construction and Maintenance. - One Training Conducted in Brahmanbaria Sadar and Other one in Muksudpur Upazila under Gopalganj District. There was total 40 females (20 each) workers (100% of total participants) were participated. - Besides, the consultants visited and met different level of stakeholders by conducting FGD/ Consultation meeting and KII in Godagari Upazila of Rajshahi District, Cheragpur UP in Mohadebpur Upazila of Naogaon District, Halsha UP in Sadar Upazila of Natore District under Rajshahi Division, Shankar UP in Dinajpur Sadar Upazila of Dinajpur District and Betgari UP in Gangachara Upazila of Rangpur District. The consultants visited Modhukhali Upazila of Faridpur District. Data Source: Government endorsement memo Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: enhancedOutput: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: At least 100 nursery owners (at least 20% of them women) reported enhanced knowledge in supplying vetiver grass for nature-based slope stabilization in the project area Progress/Status: Due to non-availability of suitable land, difficulties in securing long-term land use arrangements, limited ownership and commitment from local stakeholders for operation and maintenance, and complexities in institutional arrangements for nursery management Project Steering committee decided to exclude the nursery component from the project in the meeting held on 09.10.2025 Proposed for dropping in 2nd Revised DPP. Data Source: Government endorsement memo Actual value: Output: Rural road conditions between selected rural communities, productive agricultural areas, and socioeconomic centers improved Indicator: At least 3,980 km of rural roads improved to all weather standards with climate resilience and safety features, of which 469 km maintained for a period of 5 years. Achievement: 2741 Progress/Status: As of 30 June 2026, 3200 km of civil work has been completed; 824 km is ongoing. Also, 465 km of these roads are included in the 5-year maintenance activities. Data Source: Quarterly monitoring reports and project completion report by LGEDOutput: Rural road conditions between selected rural communities, productive agricultural areas, and socioeconomic centers improved Indicator: Environment-friendly pilot technologies applied to 50 km of the rural roads Progress/Status: As of 30 June 2026, a total of 25.23 km of Piloting packages are contracted, of which 25.23 km is Uni-block Road. Average Physical Progress is 57%. Data Source: Quarterly monitoring reports and project completion report by LGED Actual value: Output: Rural road conditions between selected rural communities, productive agricultural areas, and socioeconomic centers improved Indicator: 180 upazila-level mobile road maintenance offices equipped with maintenance equipment Progress/Status: As of 30 June 2026, the RCIP 180 upazila level office has procured and delivered 180 Ton Trucks [GP-02 (b1) and GP-02(b2)] and 4 gravity-feed road maintenance units (GP-03). Data Source: Quarterly monitoring reports and project completion report by LGED Actual value: Output: Rural road master planning enhanced Indicator: Geographic information system developed and integrated with the nationwide road database, with consideration of climate change risks Progress/Status: - The beta version of the GIS-based Road and Structure Data Management System (RSDMS) is operational. - The Final Inception Report, Software Requirement Specification (SRS), and Software Design Document (SDD) have been submitted and continuously updated. - The Mobile App and Web-based RSDMS have been finalized and are in active use. - Enumerators have been trained, and the pilot survey continues across districts. - Over 6,000 road segments have been surveyed to date using integrated mobile and web applications. - A web-based RAMS portal has been launched and waiting for official inauguration: http://rams.lged.gov.bd/grrpsd. - Climate and infrastructure vulnerability data are being incorporated for climate-responsive road planning and prioritization. - Overall Physical Progress - 88% Data Source: Quarterly monitoring reports and project completion report by LGED Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2023 Target value: YTransport efficiency and related employment generated in target areas increasedAverage travel time along project roads reduced by 50% (2018 baseline: 5 minutes/km) Progress/Status: As of 30 June 2026, a comparison of vehicles' speed on 53 roads without project (WOP) vs. with project (WP) was done in October-December 2023. The savings in travel time (TT) were found to be reduced by a minimum of 51% and highest 64%. As per DMF, the reduction in travel time (TT) was anticipated minimum of 50%. Data Source: Post-implementation measurement and traffic survey by LGED Actual value: Average daily vehicle-km increased to 67,140 (2018 baseline: 49,160 vehicle-km) Progress/Status: As of 30 June 2026, vehicle kilometers (VKD) with project (WP) on 64 roads have been calculated as 2,614,420, and without project (WOP) were 10,93,612 nos. The incremental number is 139%, a significant result achieved in terms of vehicle kilometers per day (VKD) attained under the with-project (WP) situation. Data Source: Post-implementation measurement and traffic survey by LGED Actual value: 6.00 million person-days employment generated (at least 20% for women) by road construction, maintenance, and bioengineering activities (2021 baseline: 3.84 million) Progress/Status: As of 30 June 2026, 7.92 million person-days of employment were generated (30.29% women). Data Source: Quarterly monitoring reports and project completion report by LGED Actual value: XM-DAC-46004-51269-001-LN3744Asian Development BankThe project aims to promote microenterprise development for inclusive economic growth and poverty reduction. It will support improving microenterprise access to finance through the Palli Karma Sahayak Foundation (PKSF), an apex development finance and capacity building organization; and its partner organizations (POs), which are selected microfinance institutions (MFIs). The overall project comprises (i) a financial intermediary loan of $50 million for a credit line to the PKSF and (ii) a TA grant of $500,000 for building capacity for microenterprise development.Asian Development BankFinancial Institutions Division-MOFAsian Development BankAsian Development BankMohammad Rashed Al Hasanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=51269-001 (Closed)&officer= malhasan@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh23.89507 90.29226PartnershipsKnowledge solutionsInclusive economic growthGovernance and capacity developmentPrivate sector developmentGender Equity and Mainstreaming50000000Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF50075914.49Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1599261.40Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1607744.16Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1681547.15Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1714131.81Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1748057.65Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF64702.18Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF49506.57Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF98929.26Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF4330.34Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1289.38Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF70892.82Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF691331.61Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF987892.26Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1109487.59Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1014084.63Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF790764.37Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF636602.85Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF653563.79Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOFPerformanceFiduciaryOutput/s as listed by the project staff.Output: MFIs' capacity in microenterprise lending enhanced. Indicator: Total microenterprise loans outstanding of the PKSF reached at least Tk 24 billion, of which at least Tk 5 billion is for COVID-19 (end-2017 baseline: Tk 13.34 billion) (OP1.2, OP1.2.1, OP1.3, OP1.3.2) Progress/Status: As of December 2022, total microenterprise loan outstanding of PKSF to POs has increased to BDT 38.70 billion, of which BDT 6.08 billion is for COVID-19 affected micro entrepreneurs. Data Source: PKSF annual reports, implementing agency's project and TA progress reports Actual value: Output: MFIs' microenterprise development support extended. Indicator: Total microenterprise loan portfolio outstanding of the PKSF's POs reached Tk. 160 billion, of which at least 70% are for female borrowers (end2017 baseline: Tk 67 billion, of which Tk 47 billion were to female borrowers) (OP1.2, OP1.2.1, OP1.3, OP1.3.2, OP2.1.2, OP5.1.4) Progress/Status: As of December 2022, total microenterprise loan portfolio outstanding of PKSF's POs has increased to BDT 222 billion, of which 79% are for the female borrowers. Data Source: PKSF annual reports, implementing agency's project and TA progress reports Actual value: Output: Indicator Indicator: Agreed recommendations of the medium-term institutional strengthening and financing strategy for the PKSF adopted (2018 baseline: not applicable) (OP1.2.1) Progress/Status: As of now, seven out of the thirteen agreed recommendations of the medium-term institutional strengthening and financing strategy have been implemented by PKSF. Data Source: PKSF's mediumterm institutional strengthening and financing strategy report Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: Indicator Indicator: Gender-inclusive microenterprise finance operational guidelines for MFIs implemented ((2018 baseline: not applicable) (OP2.1, OP2.3) Progress/Status: Gender-inclusive microenterprise finance operational guidelines are being implemented by MFIs. Data Source: PKSF annual reports, implementing agency's project and TA progress reports Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: Indicator Indicator: 120 Partner Organizations trained on microenterprise lending operations, including refresher trainings (2018 baseline: not applicable) (OP1.2, OP1.2.1, OP1.3, OP1.3.2, OP5.1.4) Progress/Status: As of December 2022, total 120 officers of 120 POs have been trained on microenterprise lending operations, including refresher trainings. Data Source: PKSF annual reports, implementing agency's project and TA progress reports Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: Indicator Indicator: At least 20,000 microenterprise borrowers from at least 6 Partner Organizations enrolled in a mobile-based microenterprise finance application and received training, of whom at least 70% are female (2018 baseline: not applicable) (OP1.2, OP1.2.1, OP1.3, OP1.3.2) Progress/Status: As of December 2022, 129,817 microenterprise borrowers out of 286,645 of the 6 POs have been enrolled in Mobile Financial Services (MFS). Besides, 900 staff of 6 POs have been trained on MFS system implementation by the TA consultant. The trained PO staff have so far trained 21,291 microenterprise borrowers on using MFS system, of whom at least 70% are female. Data Source: PKSF annual reports, implementing agency's project and TA progress reports Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: Indicator Indicator: MFIs' microenterprise cluster development support scheme implemented for at least 6 new enterprise clusters covering at least 2,000 new microenterprise borrowers, of whom at least 70% are female (2018 baseline: not applicable) (OP1.2, OP1.2.1, OP1.3, OP1.3.2, OP2.1.2, OP5.1.4) Progress/Status: As of December 2022, an enterprise cluster development support scheme for 6 enterprise clusters is being implemented covering 4,373 microenterprise borrowers of whom 74% are female. Data Source: PKSF annual reports, executing and/or implementing agency's project and TA progress reports Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: NOutput: Indicator Indicator: At least 6 new microenterprise products branded by the PKSF uploaded to an ecommerce platform (2018 baseline: not applicable) (OP1.2, OP1.2.1, OP1.3, OP1.3.2, OP5.1.4) Progress/Status: 6 microenterprise products have been supported for branding. These products have also been uploaded in different e-commerce/f-commerce platform. Data Source: PKSF annual reports, executing and/or implementing agency's project and TA progress reports Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: NMicroenterprises' access to MFI financing increased.Microenterprise borrowers of the PKSF's PO's increased by at least 70,000 of whom at least 30,000 are COVID-19 affected, and 70% are female Progress/Status: As of December 2022, Microenterprise borrowers of PKSF's POs have increased to 2.11 million, of whom 66,934 are affected by COVID-19 and 80% are women borrowers. Data Source: PKSF annual reports, executing and/or implementing agency's project completion report Actual value: XM-DAC-46004-46452-004-LN3780Asian Development BankThe SASEC Chittagong-Cox's Bazar Railway Project, Phase 1 (the Project) will support the government of Bangladesh in constructing the new, 102 kilometers (km) Dohazari-Cox's Bazar section of the Chittagong-Cox's Bazar railway corridor in southeastern Bangladesh. The government is upgrading the 47 km section Chittagong-Dohazari with its own funds. The project will also strengthen the capacity of the railway sector in project management and implementation. By connecting the Cox's Bazar district to Bangladesh's railway network, the project will not only boost the national economy through further development of Cox's Bazar into a major tourist destination, but also facilitate access for the population and products to subregional markets and trade. The Chittagong-Cox's Bazar railway corridor is part of the Trans-Asia Railway network. The project has been endorsed by the SASEC trade facilitation and transport working group meeting held in Tokyo on 26 November 2015.Asian Development BankBangladesh RailwayAsian Development BankAsian Development BankMukund Kumar Sinhahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=46452-004 (Active)&officer= adas@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshDohazari22.16306 92.06944Cox's Bazar Airport21.45219 91.96389Regional integrationInclusive economic growthEnvironmentally sustainable growthGovernance and capacity developmentEffective gender mainstreaming (EGM)400000000Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1534112.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway26850506.09Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway3379924.45Asian Development BankBangladesh Railway10805518.34Asian Development BankBangladesh Railway14433641.58Asian Development BankBangladesh Railway1365870.00Asian Development BankBangladesh Railway8706714.47Asian Development BankBangladesh Railway3733461.82Asian Development BankBangladesh Railway10032725.18Asian Development BankBangladesh Railway347555.48Asian Development BankBangladesh Railway7245534.91Asian Development BankBangladesh Railway3129121.72Asian Development BankBangladesh Railway6050455.58Asian Development BankBangladesh Railway11637366.34Asian Development BankBangladesh Railway4446136.89Asian Development BankBangladesh Railway8623285.42Asian Development BankBangladesh Railway3894778.43Asian Development BankBangladesh Railway23272568.78Asian Development BankBangladesh Railway9552863.49Asian Development BankBangladesh Railway9315853.76Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway4413507.58Asian Development BankBangladesh Railway7787800.96Asian Development BankBangladesh Railway5365532.38Asian Development BankBangladesh Railway14955953.60Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway10468015.89Asian Development BankBangladesh Railway4961784.93Asian Development BankBangladesh Railway12592345.93Asian Development BankBangladesh Railway6502007.84Asian Development BankBangladesh Railway13219101.96Asian Development BankBangladesh Railway4649968.74Asian Development BankBangladesh Railway6661322.80Asian Development BankBangladesh Railway7474733.91Asian Development BankBangladesh Railway10222757.51Asian Development BankBangladesh Railway8069140.58Asian Development BankBangladesh Railway13960994.94Asian Development BankBangladesh Railway2646446.84Asian Development BankBangladesh Railway17435287.78Asian Development BankBangladesh Railway13360730.04Asian Development BankBangladesh Railway14681845.46Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway8207791.29Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway7021824.09Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2759762.26Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway9746951.84Asian Development BankBangladesh Railway8158192.24Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway9211012.27Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway10180270.10Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway10410080.77Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway353630.15Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway347555.48Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway335179.13Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway271717.42Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway236368.77Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway254162.64Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2719279.58Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway7021824.09Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway8670710.75Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway8899185.63Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway7285380.36Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway6013587.70Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway5583011.58Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh RailwayPerformanceFiduciaryOutput/s as listed by the project staff.Output: New railway line constructed Indicator: By 2023 102 kilometers of new railway line constructed. Achievement: 98 Progress/Status: The Physical progress for Lot -1 and Lot-2 is 98.05 % and 100% respectively as of 31 December 2024.The overall physical progress is 98.5%. Data Source: Progress reports by BROutput: New railway line constructed Indicator: By 2023 Nine stations constructed, integrating design features that make them friendly to elderly people, women, children, and people with disabilities Achievement: 9 Progress/Status: Substantially Completed . Data Source: Progress reports by BRRailway transport system in the Chattogram-Cox's Bazar corridor improvedBy 2024 10 passenger trains operate daily between Chattogram and Cox's Bazar Achievement: Y Progress/Status: To be measured after project completion. Data Source: Progress report by BR Base year: 2016 Baseline value: NBy 2024 2.9 million passengers transported annually between Chittagong and Cox's Bazar Achievement: Y Progress/Status: To be measured after project completion. Data Source: Progress report by BR Target value: 2.9 million Actual value: YBy 2024 Cox's Bazar district connected to the national and subregional railway network Achievement: Y Progress/Status: To be measured after project completion. Data Source: Progress report by BR Base year: 2016 Baseline value: N XM-DAC-46004-49329-006-LN3809Asian Development BankThe project will support development in the city regions of Dhaka and Khulna by building on infrastructure and capacity building initiatives implemented during the first City Region Development Project funded by the Asian Development Bank (ADB). The project will finance crucial infrastructure in urban and peri-urban areas to stimulate growth and improve livability in Dhaka and Khulna, two densely populated and rapidly growing city regions in Bangladesh. The project will also continue strengthening project development capacity, sustainable service delivery, and community awareness.Asian Development BankLocal Government Engineering DepartmentAsian Development BankAsian Development BankAmit Datta Royhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=49329-006 (Active)&officer= salmamun@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshKhulna22.80979 89.56439Dhaka23.7104 90.40744Addressing remaining poverty and reducing inequalitiesPromoting rural development and food securityAccelerating progress in gender equalityFostering regional cooperation and integrationMaking cities more livableStrengthening governance and institutional capacityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityEnvironmentally sustainable growthInclusive economic growthGovernance and capacity developmentKnowledge solutionsEffective gender mainstreaming (EGM)75000000Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department7800798.80Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1955463.70Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2439984.68Asian Development BankLocal Government Engineering Department2440127.25Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2746820.70Asian Development BankLocal Government Engineering Department3745117.77Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2227972.36Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department8941512.24Asian Development BankLocal Government Engineering Department3247430.95Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2855825.81Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department4728374.95Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2995533.80Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2935513.80Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department3841162.05Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2024245.04Asian Development BankLocal Government Engineering Department1310506.31Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department17804489.31Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1482258.50Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1600410.21Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1622803.93Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department35123.03Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department60592.25Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department60701.32Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department54648.33Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department49928.78Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department60066.95Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department453662.76Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department965316.27Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1204747.34Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1378250.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1144286.73Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department948808.99Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department889748.70Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: Institutional capacity and community awareness strengthened Indicator: (i) of which 30% are women Data Source: (i) of which 30% are women Actual value: Output: Institutional capacity and community awareness strengthened Indicator: Additional priority urban investments of at least $100 million identified by LGED Progress/Status: Additional priority urban investments of around $150 million were identified, and detailed engineering design reports ($140 million) were prepared. Drainage Masterplans for 14 Pourashavas prepared or updated. Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports, and copy of plans prepared Actual value: Output: Institutional capacity and community awareness strengthened Indicator: (i) at least 50% women Data Source: (i) at least 50% women Actual value: Output: Institutional capacity and community awareness strengthened Indicator: Identified additional priority urban investment prepared with detailed engineering design reports by LGED Progress/Status: on going Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports, and copy of plans Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: YOutput: Institutional capacity and community awareness strengthened Indicator: Drainage master plans for 14 pourashavas prepared or updated Achievement: 1 Progress/Status: Drainage Masterplans for 14 Pourashavas prepared or updated Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports, and copy of plans preparedOutput: Institutional capacity and community awareness strengthened Indicator: O&M plans, including annual budget allocation, for all subprojects prepared and endorsed by all project pourashavas and city corporations Progress/Status: O & M Plans prepared and endorsed by 14 project Pourashavas. Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports, and copy of plans prepared Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2026 Target value: YOutput: Institutional capacity and community awareness strengthened Indicator: Inclusive integrated solid waste management plan for the KCC prepared and submitted Progress/Status: prepared and submitted Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports, and copy of plans prepared Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2026 Target value: YOutput: Institutional capacity and community awareness strengthened Indicator: 50 staff of project pourashavas and city corporations report increased knowledge on integrated urban planning, sustainable service delivery, and O&M of urban infrastructure Progress/Status: 304 participants received Municipal Governance Training for sustainable service delivery, 17% (52) of whom were female. ✓ 348 participants received O&M Training for Sustainable Service Delivery, 17% (59) of whom were female. ✓ 28 staff members attended specialized training on (i) Web-Based Holding Tax Assessment, (ii) Tax Collection, and (iii) Accounting Software Operation [Total 84 Trainee Days] ✓ 26 participants received training on Integrated Urban Planning. Data Source: Training reports, pre- and post-assessments Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2026 Target value: YOutput: Institutional capacity and community awareness strengthened Indicator: Awareness campaigns on reducing, reusing, and recycling solid waste in KCC reach at least 200,000 people (at least 50% women) Progress/Status: Awareness Campaign reached 230,163 adults through house-to-house campaigning, with 51.3% female (117,997) and 48.7% male (112,166). An additional 77,114 people were reached through interventions at schools, markets, shops, and miking activities. Data Source: PMCU and LGED sample surveys Actual value: Output: Urban infrastructure in the project areas in the Dhaka and Khulna city regions improved and made climate-resilient Indicator: 280 km of urban roads in the Dhaka city region rehabilitated with climate-resilient features Achievement: 155 Progress/Status: 290 Km of urban roads rehabilitated with climate resilience in the Dhaka Region Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports by PMCU and LGEDOutput: Urban infrastructure in the project areas in the Dhaka and Khulna city regions improved and made climate-resilient Indicator: 95 km of drains in the Dhaka city region rehabilitated Achievement: 43 Progress/Status: 89 Km of drains rehabilitated in the Dhaka Region Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports by PMCU and LGEDOutput: Urban infrastructure in the project areas in the Dhaka and Khulna city regions improved and made climate-resilient Indicator: 24 km of drains in the Khulna city region rehabilitated Achievement: 15 Progress/Status: 24 Km of drains were rehabilitated in the Khulna Region Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports by PMCU and LGEDOutput: Urban infrastructure in the project areas in the Dhaka and Khulna city regions improved and made climate-resilient Indicator: 1 composting plant with associated gender-responsive facilities constructed and operational in KCC Progress/Status: Construction of the Facilities is in Progress. Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports by PMCU and LGED Actual value: Mobility, flood resilience, and solid waste management in the project areas in the Dhaka and Khulna city regions improvedTravel time on project roads reduced by an average of 30% (2018 baseline: 8.5 km per hour) Progress/Status: To be assessed after completion of the project. Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports, Bangladesh Water Development Board data and reports Actual value: For Dhaka City Region: Flood inundation period in project areas reduced by 30% during average monsoon Progress/Status: To be assessed after completion of the project. Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports, Bangladesh Water Development Board data and reports Actual value: For Khulna City Region: Flood inundation period in project areas reduced by 30% during average monsoon Progress/Status: To be assessed after completion of the project. Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports, Bangladesh Water Development Board data and reports Actual value: 2,500 hectares of land protected from flooding during average monsoon Progress/Status: To be assessed after completion of the project. Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports, Bangladesh Water Development Board data and reports Actual value: Solid waste management action plan for the Khulna city region approved and implementation budget allocated by KCC Progress/Status: To be assessed after completion of the project. Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports, Bangladesh Water Development Board data and reports Base year: 2018 Baseline value: N XM-DAC-46004-49329-006-LN3808Asian Development BankThe project will support development in the city regions of Dhaka and Khulna by building on infrastructure and capacity building initiatives implemented during the first City Region Development Project funded by the Asian Development Bank (ADB). The project will finance crucial infrastructure in urban and peri-urban areas to stimulate growth and improve livability in Dhaka and Khulna, two densely populated and rapidly growing city regions in Bangladesh. The project will also continue strengthening project development capacity, sustainable service delivery, and community awareness.Asian Development BankLocal Government Engineering DepartmentAsian Development BankAsian Development BankAmit Datta Royhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=49329-006 (Active)&officer= salmamun@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshKhulna22.80979 89.56439Dhaka23.7104 90.40744Addressing remaining poverty and reducing inequalitiesPromoting rural development and food securityAccelerating progress in gender equalityFostering regional cooperation and integrationMaking cities more livableStrengthening governance and institutional capacityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityEnvironmentally sustainable growthInclusive economic growthGovernance and capacity developmentKnowledge solutionsEffective gender mainstreaming (EGM)75000000Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department61549.98Asian Development BankLocal Government Engineering Department3190870.58Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department147614.15Asian Development BankLocal Government Engineering Department625362.13Asian Development BankLocal Government Engineering Department88375.54Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department173962.05Asian Development BankLocal Government Engineering Department47073.60Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department47942.08Asian Development BankLocal Government Engineering Department71949.28Asian Development BankLocal Government Engineering Department682970.40Asian Development BankLocal Government Engineering Department1077350.56Asian Development BankLocal Government Engineering Department97970.49Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department69124.94Asian Development BankLocal Government Engineering Department835405.65Asian Development BankLocal Government Engineering Department26028.39Asian Development BankLocal Government Engineering Department759809.08Asian Development BankLocal Government Engineering Department85713.27Asian Development BankLocal Government Engineering Department163073.00Asian Development BankLocal Government Engineering Department627323.85Asian Development BankLocal Government Engineering Department73359.17Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department106449.22Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department5000000.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2774319.55Asian Development BankLocal Government Engineering Department54095.86Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department303281.28Asian Development BankLocal Government Engineering Department2153919.92Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department60800.58Asian Development BankLocal Government Engineering Department7960998.03Asian Development BankLocal Government Engineering Department4026.95Asian Development BankLocal Government Engineering Department839916.00Asian Development BankLocal Government Engineering Department956053.73Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department3643812.45Asian Development BankLocal Government Engineering Department2167487.00Asian Development BankLocal Government Engineering Department25608.91Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department4354.46Asian Development BankLocal Government Engineering Department17124.77Asian Development BankLocal Government Engineering Department3763734.81Asian Development BankLocal Government Engineering Department2209578.19Asian Development BankLocal Government Engineering Department25626.42Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department473248.33Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2421773.67Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department80820.61Asian Development BankLocal Government Engineering Department46702.74Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department106923.10Asian Development BankLocal Government Engineering Department2662623.19Asian Development BankLocal Government Engineering Department55270.64Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department71626.04Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2078999.89Asian Development BankLocal Government Engineering Department2257751.13Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department78471.59Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1758472.44Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1693750.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1693750.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1693750.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1693750.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department29808.96Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department63319.10Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department75635.50Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department97700.72Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department118059.57Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department174946.41Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department223495.57Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department299630.50Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department391945.30Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department451032.36Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department475283.48Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department486277.06Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department507347.44Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: Institutional capacity and community awareness strengthened Indicator: (i) of which 30% are women Data Source: (i) of which 30% are women Actual value: Output: Institutional capacity and community awareness strengthened Indicator: Additional priority urban investments of at least $100 million identified by LGED Progress/Status: Additional priority urban investments of around $150 million were identified, and detailed engineering design reports ($140 million) were prepared. Drainage Masterplans for 14 Pourashavas prepared or updated. Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports, and copy of plans prepared Actual value: Output: Institutional capacity and community awareness strengthened Indicator: (i) at least 50% women Data Source: (i) at least 50% women Actual value: Output: Institutional capacity and community awareness strengthened Indicator: Identified additional priority urban investment prepared with detailed engineering design reports by LGED Progress/Status: on going Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports, and copy of plans Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: YOutput: Institutional capacity and community awareness strengthened Indicator: Drainage master plans for 14 pourashavas prepared or updated Achievement: 1 Progress/Status: Drainage Masterplans for 14 Pourashavas prepared or updated Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports, and copy of plans preparedOutput: Institutional capacity and community awareness strengthened Indicator: O&M plans, including annual budget allocation, for all subprojects prepared and endorsed by all project pourashavas and city corporations Progress/Status: O & M Plans prepared and endorsed by 14 project Pourashavas. Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports, and copy of plans prepared Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2026 Target value: YOutput: Institutional capacity and community awareness strengthened Indicator: Inclusive integrated solid waste management plan for the KCC prepared and submitted Progress/Status: prepared and submitted Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports, and copy of plans prepared Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2026 Target value: YOutput: Institutional capacity and community awareness strengthened Indicator: 50 staff of project pourashavas and city corporations report increased knowledge on integrated urban planning, sustainable service delivery, and O&M of urban infrastructure Progress/Status: 304 participants received Municipal Governance Training for sustainable service delivery, 17% (52) of whom were female. ✓ 348 participants received O&M Training for Sustainable Service Delivery, 17% (59) of whom were female. ✓ 28 staff members attended specialized training on (i) Web-Based Holding Tax Assessment, (ii) Tax Collection, and (iii) Accounting Software Operation [Total 84 Trainee Days] ✓ 26 participants received training on Integrated Urban Planning. Data Source: Training reports, pre- and post-assessments Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2026 Target value: YOutput: Institutional capacity and community awareness strengthened Indicator: Awareness campaigns on reducing, reusing, and recycling solid waste in KCC reach at least 200,000 people (at least 50% women) Progress/Status: Awareness Campaign reached 230,163 adults through house-to-house campaigning, with 51.3% female (117,997) and 48.7% male (112,166). An additional 77,114 people were reached through interventions at schools, markets, shops, and miking activities. Data Source: PMCU and LGED sample surveys Actual value: Output: Urban infrastructure in the project areas in the Dhaka and Khulna city regions improved and made climate-resilient Indicator: 280 km of urban roads in the Dhaka city region rehabilitated with climate-resilient features Achievement: 155 Progress/Status: 290 Km of urban roads rehabilitated with climate resilience in the Dhaka Region Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports by PMCU and LGEDOutput: Urban infrastructure in the project areas in the Dhaka and Khulna city regions improved and made climate-resilient Indicator: 95 km of drains in the Dhaka city region rehabilitated Achievement: 43 Progress/Status: 89 Km of drains rehabilitated in the Dhaka Region Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports by PMCU and LGEDOutput: Urban infrastructure in the project areas in the Dhaka and Khulna city regions improved and made climate-resilient Indicator: 24 km of drains in the Khulna city region rehabilitated Achievement: 15 Progress/Status: 24 Km of drains were rehabilitated in the Khulna Region Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports by PMCU and LGEDOutput: Urban infrastructure in the project areas in the Dhaka and Khulna city regions improved and made climate-resilient Indicator: 1 composting plant with associated gender-responsive facilities constructed and operational in KCC Progress/Status: Construction of the Facilities is in Progress. Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports by PMCU and LGED Actual value: Mobility, flood resilience, and solid waste management in the project areas in the Dhaka and Khulna city regions improvedTravel time on project roads reduced by an average of 30% (2018 baseline: 8.5 km per hour) Progress/Status: To be assessed after completion of the project. Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports, Bangladesh Water Development Board data and reports Actual value: For Dhaka City Region: Flood inundation period in project areas reduced by 30% during average monsoon Progress/Status: To be assessed after completion of the project. Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports, Bangladesh Water Development Board data and reports Actual value: For Khulna City Region: Flood inundation period in project areas reduced by 30% during average monsoon Progress/Status: To be assessed after completion of the project. Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports, Bangladesh Water Development Board data and reports Actual value: 2,500 hectares of land protected from flooding during average monsoon Progress/Status: To be assessed after completion of the project. Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports, Bangladesh Water Development Board data and reports Actual value: Solid waste management action plan for the Khulna city region approved and implementation budget allocated by KCC Progress/Status: To be assessed after completion of the project. Data Source: Quarterly progress reports, semi-annual project-specific monitoring and evaluation reports, Bangladesh Water Development Board data and reports Base year: 2018 Baseline value: N XM-DAC-46004-51296-001-LN6019Asian Development BankThe proposed Urban Infrastructure Improvement Preparatory Facility for Bangladesh will help manage the technical and implementation issues upfront to secure high readiness of the ensuing investment projects for ADB financing. It will support the Department of Public Health Engineering (DPHE) in preparing water supply and sanitation investment projects in selected secondary towns and city corporations where development is lagging. In target towns, the facility will support the shift from intermittent and groundwater-based supply to continuous supply from surface water. It will also support the Narayanganj City Corporation (NCC) in improving water supply, drainage, and urban roads. Narayanganj is the fourth most populated city in Bangladesh and economically important because it is adjacent to Dhaka. The facility will build NCC's capacity for municipal financial management to ensure the sustainability of urban infrastructure investments, and their operation and management.Asian Development BankDepartment of Public Health EngineeringNarayanganj City CorporationAsian Development BankAsian Development BankMomoko Tadahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=51296-001 (Active)&officer= mtada@adb.org&division= Water and Urban Development Sector Office (SG-WUD)&projectcountry= BangladeshDhaka23.7104 90.40744Narayanganj23.61352 90.50298Making cities more livableAddressing remaining poverty and reducing inequalitiesPromoting rural development and food securityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityAccelerating progress in gender equalityFostering regional cooperation and integrationStrengthening governance and institutional capacityEnvironmentally sustainable growthGovernance and capacity developmentInclusive economic growth11000000Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering8909.79Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering94867.69Asian Development BankDepartment of Public Health Engineering26429.19Asian Development BankDepartment of Public Health Engineering128735.15Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering1649.75Asian Development BankDepartment of Public Health Engineering26124.41Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering377663.81Asian Development BankDepartment of Public Health Engineering110081.04Asian Development BankDepartment of Public Health Engineering58224.19Asian Development BankDepartment of Public Health Engineering271334.61Asian Development BankDepartment of Public Health Engineering160107.90Asian Development BankDepartment of Public Health Engineering17050.70Asian Development BankDepartment of Public Health Engineering535166.12Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering432587.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering266644.55Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering263399.06Asian Development BankDepartment of Public Health Engineering200298.95Asian Development BankDepartment of Public Health Engineering716370.66Asian Development BankDepartment of Public Health Engineering115340.14Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering76553.00Asian Development BankDepartment of Public Health Engineering470678.61Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering498342.36Asian Development BankDepartment of Public Health Engineering355366.84Asian Development BankDepartment of Public Health Engineering673910.54Asian Development BankDepartment of Public Health Engineering22624.53Asian Development BankDepartment of Public Health Engineering357969.57Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering350568.32Asian Development BankDepartment of Public Health Engineering173437.48Asian Development BankDepartment of Public Health Engineering76366.95Asian Development BankDepartment of Public Health Engineering119737.55Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering78547.00Asian Development BankDepartment of Public Health Engineering53939.90Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering-206.50Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering275000.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering275000.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering275000.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering1649.75Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering8361.20Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering18214.52Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering32950.46Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering47221.48Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering62637.16Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering76366.95Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering82054.77Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering83642.34Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering80754.87Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering78003.96Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health EngineeringPerformanceFiduciaryOutput/s as listed by the project staff.Output: Feasibility studies and detailed designs of urban projects completed Indicator: Feasibility studies and detailed designs of urban projects completed. (2018 Baseline: 0, Target by 2022) [Indicators] (i) Feasibility study and detailed designs completed for the ensuing investment projects in the selected 3 towns of DPHE and for NCC, (ii) application of smart technologies for efficient operation explored, and (iii) disaster- and climate-resilient approaches included in the design. Progress/Status: Contract signed in July 2020. Data Source: Project proposal reports Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: Feasibility studies and detailed designs of urban projects completed Indicator: Other project preparatory activities for urban projects supported. (2018 Baseline: 0, Target by 2020) [Indicators] Following documents are prepared for the ensuing investment projects in the selected 3 towns of DPHE and for NCC, (i) bidding documents, (ii) safeguard documents following the ADB SPS, (iii) a gender action framework, and (iv) economic, financial, and integrity due diligence. Progress/Status: Contract signed in July 2020. Data Source: Feasibility studies Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: Feasibility studies and detailed designs of urban projects completed Indicator: Institutional capacity of implementing agencies strengthened. (2018 Baseline: 0, Target by 2022) [Indicators] Capacity of implementing agencies built for (i) smooth implementation of the facility and the ensuing projects, (ii) the handover of responsibility for water supply and related services in Narayanganj from DWASA, (iii) establishing operation and maintenance arrangements, (iv) enhance NCC's municipal finance to better render its mandated urban public services, and (v) ensure that ensuing projects comply at all stages with the environmental and social safeguard requirements of ADB SPS. Progress/Status: Contract signed in July 2020. Data Source: Bidding documents Actual value: High level of urban project readiness achievedAt least 30% of contracts ready for awards before loan negotiation (2018 Baseline: 0) Data Source: Project performance reports Actual value: XM-DAC-46004-42466-017-LN3839Asian Development BankThe proposed Tranche 3 (2020-2023) aims to harness and institutionalize training partnerships established under Tranches 1 and 2. It will continue to support sector-focused job-ready skills training through the existing partnerships with public institutes, industry associations and other organizations, covering skills requirements in 10 industry sectors. It will introduce selected advanced courses to adopt and adapt emerging Industry 4.0 skill requirements and help industries move up the value chain. It will also support new training specifically targeted at socially disadvantaged groups (including people with disabilities) and women entrepreneurs to ensure inclusive skilling efforts. Overall, Tranche 3 will train about 320,000 people, 30% of whom will be women. Tranche 3 will continue to support the operationalization of the National Skills Development Authority (NSDA) and the National Human Resource Development Fund (NHRDF) to sustain the SEIP efforts in building a strong skilled workforce.Asian Development BankFinance Division, Ministry of FinanceAsian Development BankAsian Development BankSunhwa Leehttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42466-017 (Active)&officer= sunhwalee@adb.org&division= Human and Social Development Sector Office (SG-HSD)&projectcountry= BangladeshBangladesh23.89507 90.29226Addressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityStrengthening governance and institutional capacityPartnershipsInclusive economic growthPrivate sector developmentGovernance and capacity developmentGender Equity and Mainstreaming150000000Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance10000000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance60000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance846060.78Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance104548.28Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2065175.06Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2237405.20Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance3159441.47Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1973932.93Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance4651488.59Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance6072835.01Asian Development BankFinance Division, Ministry of Finance3313316.23Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance4165913.15Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2100229.05Asian Development BankFinance Division, Ministry of Finance4873381.29Asian Development BankFinance Division, Ministry of Finance2062038.95Asian Development BankFinance Division, Ministry of Finance3136646.30Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance9585835.52Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance7209749.63Asian Development BankFinance Division, Ministry of Finance832770.45Asian Development BankFinance Division, Ministry of Finance4416776.45Asian Development BankFinance Division, Ministry of Finance391972.32Asian Development BankFinance Division, Ministry of Finance409133.09Asian Development BankFinance Division, Ministry of Finance10156471.64Asian Development BankFinance Division, Ministry of Finance893253.61Asian Development BankFinance Division, Ministry of Finance754128.66Asian Development BankFinance Division, Ministry of Finance3504717.03Asian Development BankFinance Division, Ministry of Finance5006596.80Asian Development BankFinance Division, Ministry of Finance2260470.18Asian Development BankFinance Division, Ministry of Finance223933.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2650000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2405284.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2405284.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance60000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance104548.28Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance122841.34Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance169502.48Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance244441.27Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance385514.56Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance566628.85Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance754128.66Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance923244.15Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance964682.20Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance938015.02Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance914008.03Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of FinancePerformanceFiduciaryOutput/s as listed by the project staff.Output: Institutions strengthened Indicator: NHRDF operational manual and financing plan approved by 2021 Achievement: Y Progress/Status: NHRDF has become fully operational. The Organogram, Recruitment Rules, Operational Manual, and TVET Financing Manual have already been approved by NHRDF Board. NHRDF has already completed the recruitment of 16 key officers. Data Source: Executing agency progress reports Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2024 Target value: Y Actual value: YOutput: Institutions strengthened Indicator: NSDA operational guidelines approved and professional staff appointed Achievement: Y Progress/Status: NSDA is fully functional now. NSDA rules have been approved and posted in the website. Organogram of NSDA has been cleared by Finance Division. The recruitment of 52 officials and staff has already been done. Data Source: Executing agency progress reports Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2024 Target value: Y Actual value: YOutput: Institutions strengthened Indicator: BITAC renovation completed and advanced training introduced Achievement: N Progress/Status: The construction of the BITAC training center (an 11-story building) has already been completed. The setting up of workshop facilities and preparation for advanced-level training under SICIP is ongoing. Data Source: Executing agency progress reports Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2024 Target value: Y Actual value: NOutput: Institutions strengthened Indicator: BACI new construction training center operational for training Achievement: N Progress/Status: The construction of BACI Skills Development Institute (SDI) was completed and handed over done Data Source: Executing agency progress reports Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2024 Target value: Y Actual value: NOutput: Institutions strengthened Indicator: NHRDF operational manual and financing plan fully operational by 2023 Achievement: N Progress/Status: NHRDF has become fully operational since late 2023. Data Source: Executing agency progress reports Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2023 Target value: Y Actual value: NOutput: Market-responsive inclusive skills training delivered Indicator: Of which 40% are female Achievement: 64 Data Source: TMS, tracer studies, executing agency progress reportsOutput: Market-responsive inclusive skills training delivered Indicator: At least 60% of male and female trainees (new labor force entrants) employed or self-employed within 6 months of training completion Achievement: 63.97 Progress/Status: Total number of new entrants enrolled upto 31 Dec 2024 was 272,299 (88,169 females), and 246,888 (81,572 females, 33.05%) have been certified. Out of the certified trainees, 161,745(61,723 females) have got employment (66% of the certified) within 6 months of graduation. Data Source: TMS, tracer studies, executing agency progress reportsOutput: Market-responsive inclusive skills training delivered Indicator: At least 3,000 people enrolled in new skills programs targeted at socially disadvantaged groups (e.g., people with disabilities) Achievement: 6790 Progress/Status: The target of 3,000 trainees from socially disadvantaged groups was split into three parts: 2,000 extremely poor, 400 with disabilities, and 600 orphans. AExtremely poor: exceeded: Out of target of 2,000, 7,647 enrolled (1,931 or, 25% female); 7,642 certified (1,928 or 25% female); 5,976 graduates were employed of self-employed (1,445 or 24% female). (ii) Out of the target of 400 trainees with disabilities 396 were enrolled (152 or 38% female); 392 trainees were certified (148 or 38% female); 298 graduates were employed (122 or 41% female). (iii) Out of target of 600 orphans trainees, all 600 were enrolled (98 or 16% female); 600; certified 586 orphan trainees (93 or 16%); employed 427 graduates (60 or 14% female). Data Source: TMS, tracer studies, executing agency progress reportsOutput: Market-responsive inclusive skills training delivered Indicator: At least 3,500 women completed special targeted training courses, including entrepreneurship support Achievement: 5,375 Progress/Status: For women's business group, BWCCI, a contract was signed to train for women entrepreneurs. Since 2021, 5,450 female trainees were enrolled by BWCCI, of whom 5,350 were certified and 4,780 were placed in jobs (89.35% of enrollees and 79 % of the certified). Data Source: TMS, tracer studies, executing agency progress reports Actual value: 5,375Output: Market-responsive inclusive skills training delivered Indicator: At least 10,000 poor and disadvantaged people, including small ethnic communities, receive special stipends for training participation Achievement: 10000 Progress/Status: SEIP has already reached the target of distributing special stipend to 10,000 graduates under T3 of whom 4,780 or 89% female Data Source: TMS, tracer studies, executing agency progress reportsOutput: Monitoring and management for skills development enhanced Indicator: Overall program evaluation study completed Achievement: N Progress/Status: The evaluation study was completed. Data Source: Tracer studies, executing agency progress reports, M&E reports Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2024 Target value: Y Actual value: NOutput: Monitoring and management for skills development enhanced Indicator: Updating of financial management and procurement action plans every 6 months based on fiduciary reports maintained Achievement: N Progress/Status: It was practiced on a regular basis Data Source: Tracer studies, executing agency progress reports, M&E reports Baseline year: 2019 Baseline value: Y Baseline year: 2019 Baseline value: Y Target year: 2024 Target value: Y Actual value: NOutput: Monitoring and management for skills development enhanced Indicator: Financial management capacity building activities completed for all training providers and new FinMan implemented Achievement: Y Progress/Status: An official inaugural ceremony on FinMan was held on 29 Dec 2021. The rollout process has been completed for all the PIUs under the Industry Associations, PKSF, BB-SME, TTTI, EDCs and BRTCs. Financial Capacity Building training to 500 concerned staff at FEMA (300 persons trained in 12 batches) and IPF (200 persons trained in 8 batches) has already been completed. Data Source: Tracer studies, executing agency progress reports, M&E reports Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2024 Target value: Y Actual value: YOutput: Monitoring and management for skills development enhanced Indicator: System audits for TMS conducted and all audit observations addressed; sex-disaggregated training data produced for quarter progress reports Achievement: N Progress/Status: TMS audit was completed on 23 Nov 2021 and the final report has been submitted to SDCMU. All observations were resolved Data Source: Tracer studies, executing agency progress reports, M&E reports Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2024 Target value: Y Actual value: NOutput: Quality assurance system strengthened Indicator: Of which 13% are female Data Source: Executing agency progress reports Actual value: Output: Quality assurance system strengthened Indicator: 40 additional competency-based training standards (and assessment tools) certified and implemented in alignment with industry requirements Achievement: 59 Progress/Status: SDCMU developed the targeted CSs with the help of the TVET Specialists, Course Specialists, the Quality Assurance Officers of SDCMU and 03 ISCs - supported by SEIP - without engaging any separate firm for this work. Under T3, a total of 59 CSs along with associated CBLMs and Assessment Tools were developed Data Source: Executing agency progress reportsOutput: Quality assurance system strengthened Indicator: Of which 8% are female Achievement: 4 Data Source: Executing agency progress reportsOutput: Quality assurance system strengthened Indicator: Of which 13% are female trainers Achievement: 17.6 Data Source: Executing agency progress reportsOutput: Quality assurance system strengthened Indicator: Of which 13% are female Achievement: 5 Data Source: Executing agency progress reportsOutput: Quality assurance system strengthened Indicator: Of which 10% are female Data Source: Executing agency progress reports Actual value: Output: Quality assurance system strengthened Indicator: At least 300 trainers certified with upgrading training Achievement: 200 Progress/Status: The training was done through 03 ISCs and 02 TTCs.475 trainers (102 female) have been trained by CISC and LEISC along with 02 TTCs. Data Source: Executing agency progress reportsOutput: Quality assurance system strengthened Indicator: 450 trainers received training from master trainers Achievement: 295 Progress/Status: A total of 450 trainers were trained by Master Trainers (5 days TOT program), including 71 females (15.78%) on Electrical Installation and Maintenance, Sewing Machine Operation, Machine Shop Practice, Graphic Design, Electronics, Refrigeration and Air Conditioning, Welding, and IT Support Services Data Source: Executing agency progress reportsOutput: Quality assurance system strengthened Indicator: At least 150 trainers completed intensive domain skills programs overseas Achievement: 150 Progress/Status: 148 trainers received overseas training, out of 150 including 30 female trainers (20.27%). 30 BITAC trainers (1 female) completed training at Korea-Tech. 78 trainers completed technical training at NYPi (23 female). 40 trainers completed training from ITEES Singapore (6 female). Data Source: Executing agency progress reportsOutput: Quality assurance system strengthened Indicator: At least 100 management staff completed TVET leadership training Achievement: 70 Progress/Status: 100 TVET managers underwent training with IPF (Institute of Public finance), of whom 19 are females (19.0%). Data Source: Executing agency progress reportsOutput: Quality assurance system strengthened Indicator: At least 200 assessors certified with upgrading training Achievement: 138 Progress/Status: 200 assessors were trained out of whom 37 are females (18.5%). Data Source: Executing agency progress reportsInclusive access to basic, mid-level, and advanced skills training for priority sectors increased.About 320,000 new entrants and existing workforce trained in 10 priority sectors (30% female in the target) Achievement: 272,061 Progress/Status: As of 31 Dec 2024, Total 287,153 trainees were enrolled (90% of the target) under 14 industry associations. Of which female were 91,896 or 32%. From the above-enrolled trainees, 261,458 trainees have so far been trained of whom 85,250 were female (33%) Data Source: TMS, executing agency progress reports Actual value: 272,061About 25% of target trainees completed mid-level skills courses (30% female in the target) Achievement: 32.30 Progress/Status: Out of enrolled of 287,153 trainees, 83,911 were for mid-level skills and higher level training (29%). Of them, 25% were female. Data Source: TMS, executing agency progress reportsAt least 25 new advanced courses introduced for seven priority sectors Achievement: 25 Progress/Status: 26 advanced courses were introduced and implemented in seven sectors consisting eight industry associations for both new entrants (14 courses) and existing workers (or up-skilling 12 courses) Data Source: TMS, executing agency progress reportsAt least 2,000 participants completed industry-specific middle-managerial training programs (15% female in the target) Achievement: 1650 Progress/Status: Total 2,011 trainees were enrolled (101% of the target for completion) in four universities (BUTEX, BRAC-U, EWU and IBA Dhaka University) and a government agency (BIGM) and completed EDC program. Of them 322 were female (16%). Of the enrolled, 1,739 trainees (female: 19%) were certified. Data Source: TMS, executing agency progress reports XM-DAC-46004-49258-002-LN6023Asian Development BankThe proposed PRF will support the preparation and high project readiness of the ensuing loan. The PRF will prepare the detailed feasibility study, engineering design, and procurement document; and provide assistance in procurement-related processes. The ensuing project of MRT Line 5 (Southern Route) will comprise a total length of about 17.4 km between Gabtoli and Dasherkandi stations. The congested central area of Dhaka requires 12.8 km of underground section with 12 stations, while the remaining section will be elevated with 4 stations. The ensuing project will be considered after completing the engineering design supported by the PRF.Asian Development BankDhaka Mass Transit Company LimitedAsian Development BankAsian Development BankSatomi Sakaguchihttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=49258-002 (Active)&officer= ssakaguchi@adb.org&division= Transport Sector Office (SG-TRA)&projectcountry= BangladeshDhaka23.7104 90.40744Addressing remaining poverty and reducing inequalitiesMaking cities more livableInclusive economic growthPrivate sector development33260000Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited2498231.79Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited10024.46Asian Development BankDhaka Mass Transit Company Limited473398.49Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited621250.93Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited583105.45Asian Development BankDhaka Mass Transit Company Limited670373.44Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited650364.17Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited689807.04Asian Development BankDhaka Mass Transit Company Limited737856.97Asian Development BankDhaka Mass Transit Company Limited2047338.78Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited1423816.12Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited1492571.56Asian Development BankDhaka Mass Transit Company Limited139913.74Asian Development BankDhaka Mass Transit Company Limited909648.78Asian Development BankDhaka Mass Transit Company Limited360869.85Asian Development BankDhaka Mass Transit Company Limited1689766.49Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited418798.72Asian Development BankDhaka Mass Transit Company Limited487134.90Asian Development BankDhaka Mass Transit Company Limited192416.13Asian Development BankDhaka Mass Transit Company Limited218692.71Asian Development BankDhaka Mass Transit Company Limited139825.72Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited310178.78Asian Development BankDhaka Mass Transit Company Limited9200.00Asian Development BankDhaka Mass Transit Company Limited137708.02Asian Development BankDhaka Mass Transit Company Limited161160.66Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited201642.57Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited14483.33Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited18869.51Asian Development BankDhaka Mass Transit Company Limited205132.49Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited199405.06Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited527130.92Asian Development BankDhaka Mass Transit Company Limited234358.43Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited61443.22Asian Development BankDhaka Mass Transit Company Limited214084.59Asian Development BankDhaka Mass Transit Company Limited46298.19Asian Development BankDhaka Mass Transit Company Limited1755716.05Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited831500.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited831500.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited831500.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited10024.46Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited32933.86Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited73080.22Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited122986.68Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited168899.21Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited194452.23Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited201642.57Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited205132.49Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited199405.06Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited135892.76Asian Development BankDhaka Mass Transit Company Limited61443.22Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company Limited0.00Asian Development BankDhaka Mass Transit Company LimitedPerformanceFiduciaryOutput/s as listed by the project staff.Output: Output 1 Indicator: Feasibility study, engineering design and procurement support completed. Progress/Status: The Notice to Start Services was issued to the Design Consultant on 7 April 2021. The Service will be carried out in the following sequence: (i) a detailed feasibility study (April 2021 to December 2021); (ii) a detailed engineering design (January 2022 to March 2023); and (iii) tender assistance (April 2023 to March 2024). Overall, despite the impact of the COVID-19 related restrictions, the project has progressed mostly on track. The design consultants submitted the feasibility study report to DMTCL on 6 January 2022 and to ADB on 25 January 2022. It covers all the areas of the project's design and includes draft safeguards documents. Three individual consulting services packages have been awarded, (i) internal audit firm, (ii) railways specialist, and (iii) structure specialist in 2021. One individual consulting package for procurement specialist was signed on 17 January 2024. XM-DAC-46004-51137-003-LN3853Asian Development BankThe proposed project builds upon ADB's strong and sustained work in the power sector of Bangladesh. Complementing the investment in the recently-approved Southwest Transmission Grid Expansion Project and Rupsha 800-Megawatt Combined Cycle Power Plant in the southwest region, the project will focus on addressing some of the remaining deficiencies in the transmission system to enhance power transfer capacity to the load centers in the southern and western zones. These interventions will also strengthen in-country power transfer capacity for increased cross-border power trade with India. In addition, the project will develop the capacity of PGCB in financial management, and in drone utilization to improve operations efficiency. The project is aligned with the Energy Policy of ADB and the priorities of ADB's country partnership strategy for Bangladesh, 2016-2020. The project also supports operational priorities of ADB's Strategy 2030: (i) addressing poverty and inequality through modern energy access; (ii) tackling climate change, building climate and disaster resilience; (iii) accelerating progress in gender equality; and (iv) accelerating governance and institutional capacity.Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)Asian Development BankAsian Development BankYunfeng Yuehttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=51137-003 (Active)&officer= nnahar@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshDhaka23.7104 90.40744Khulna22.80979 89.56439Barisal22.70497 90.37013Rangpur25.73333 89.25Rajshahi24.374 88.60114Strengthening governance and institutional capacityMaking cities more livableFostering regional cooperation and integrationAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityEnvironmentally sustainable growthRegional integrationInclusive economic growthPartnershipsGovernance and capacity developmentKnowledge solutionsSome gender elements (SGE)300000000Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)5806688.43Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)8008707.93Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2521.85Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)6038.59Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)702771.55Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1331645.50Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)3104487.39Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1208887.43Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)607844.84Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)758889.33Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)580677.42Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)6999204.91Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)6082030.47Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)8850977.10Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1310675.53Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2813413.33Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2882763.86Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)990452.80Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)8490495.88Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1857404.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1573548.12Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2070662.89Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)747386.78Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1893285.44Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)7478042.11Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2436253.14Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2734857.04Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)11208133.10Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)449692.72Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1045771.49Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)4069351.51Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)146300.39Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1764201.08Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1093242.35Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)3185064.35Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)3661863.88Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)6651756.57Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2404376.29Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)3303530.05Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1099182.10Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2658371.56Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1345811.27Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)393819.13Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)245999.96Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)305018.32Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1922391.80Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2288055.56Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)178139.48Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)979996.84Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2619822.76Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)3319602.48Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)3424746.92Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)328314.50Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)239740.86Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)235359.13Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)217578.28Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)209876.63Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)593365.50Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1185171.02Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1736222.66Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2191065.51Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2129559.83Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)1982068.01Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)2061859.45Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)0.00Asian Development BankPower Grid Company of Bangladesh, Ltd. (PGCB)PerformanceFiduciaryOutput/s as listed by the project staff.Output: Institutional capacity of PGCB strengthened Indicator: Drone inspection center established within the Operation and Maintenance Department of PGCB Progress/Status: Consultant for Drone procurement assumed responsibilities in Dec 2021. Drone contract was awarded on 18 Jan 2024. Drone inspection center commissioned 23/12/2024. Data Source: Annual reports of PGCB Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: Not applicableOutput: Institutional capacity of PGCB strengthened Indicator: At least 20% of technical staff employed in the drone inspection center are women Progress/Status: On-going. 21 Power Grid officials have been trained under Drone Procurement package and out of them 04 are women Data Source: Annual reports of PGCB Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: Not applicableOutput: Transmission system in Greater Dhaka expanded Indicator: 5.5 km of 400 kV and 230 KV Lines constructed and commissioned, comprising- (i) LILO of 400kV Ghorashal - Purbachal double circuit line at Kaliganj (1 km), (ii) LILO of 400kV Ghorashal - Purbachal double circuit line and 230kV Bashundhara- Purbachal double circuit line at Purbachal (1 km), and (iii) LILO of Tongi - Ghorashal 230kV double circuit line at Kaliganj (3.5 km) (2018 baseline: 0) (RFI B) Progress/Status: Contract Awarded and implementation work ongoing. Physical progress 82%. Data Source: Annual reports of PGCB Actual value: Output: Transmission system in Greater Dhaka expanded Indicator: 11 km of 132 kV cable from Rampura to Basundhara constructed and commissioned (RFI B) Progress/Status: 11.50 km 132 kV UGTL commissioned in June, 2025. Progress 100% Data Source: Annual reports of PGCB Actual value: Output: Transmission system in Greater Dhaka expanded Indicator: Two indoor GIS substations with a capacity of 4,450 MVA constructed and commissioned at Kaliganj (400/230 kV), Purbachal (400/230/132 kV) Progress/Status: Two contracts are awarded and implementation work ongoing. Physical progress 40% and 45% respectively. Data Source: Annual reports of PGCB Actual value: Output: Transmission system in western zone expanded Indicator: 135 km of 230 kV lines constructed and commissioned, comprising (i) a 62 km line from Satkhir to Rupsha; (ii) a 46.5 km line from Purbasadipur to Domar; (iii) a 25 km line from Gopalganj (North) to Shibchar; and (iv) two LILO connections with a total length of 1.5 km at Bhola and Rupsha substations (RFI B) Progress/Status: Implementation work ongoing. Physical progress 95% Data Source: Annual reports of PGCB Actual value: Output: Transmission system in western zone expanded Indicator: 233 km of 132 kV lines constructed and commissioned, comprising (i) a 35 km line from Domar to Hatibandha; (ii) a 28 km line from Kaliganj to Maheshpur; (iii) a 33 km line from Satkhir to Manirampur; (iv) a 48 km line from Kushtia to Meherpur; (v) a 49.5 km line from Bagerhat to Pirojpur-Bhandaria; (vi) a 32.5 km line from Niyamatpur to Patnitala; and (vii) five LILO connections with a total length of 7.0 km at Rupsha, Bhanga, Jhalokathi, and Phultola substations (RFI B) Progress/Status: Implementation work ongoing. Physical progress 92% Data Source: Annual reports of PGCB Actual value: Output: Transmission system in western zone expanded Indicator: Two GIS substations with a total capacity of 1,230 MVA constructed and commissioned at Bhola (230/33 kV) and Rupsha (230/132/33 kV), and two bay extensions constructed and commissioned at the existing AIS substation at Satkhira Progress/Status: Contract awarded under P7 for construction of substations at Phultola, Rupsha, Monirumpur, Maheshpur & Meherpur and bay extension at Satkhira, Kaliganj, Kushita & Bagerhat. Implementation work is ongoing and current physical progress is 75%. Data Source: Annual reports of PGCB Actual value: Output: Transmission system in western zone expanded Indicator: (i) Ten 132/33 kV substations constructed and commissioned, comprising GIS substations with a total capacity of 1,840 MVA at Bhanga, Domar, Hatibandha, Jhalokathi, Maheshpur, Monirampur, Meherpur, Phultola, Shibchar and Pirojpur; and (ii) four GIS bay extensions constructed and commissioned at the existing Purbasadipur substation plus 16 AIS bay extensions constructed and commissioned at existing substations in Kaliganj, Satkhira, Kushtia, Bagerhat, Bhandaria, Gopalganj, Niyamatpur, and Patnitala Progress/Status: A contract was awarded under P8 for construction of new substations at Bhola, Domar, Hatibandha, Jhalokathi,Shibchar, Bhanga & Pirojpur and bay extension at Purbasadipur, Gopalganj, Niyamatpur, Patnitala & Bhandaria. However, the contract had no progress and it has been terminated on 27/05/2024. Rebidding was initiated and a new contract was signed on 04/06/2026 which became effective on 30/06/2026. Data Source: Annual reports of PGCB Actual value: Reliability and efficiency of electricity supply in Greater Dhaka and western zone of Bangladesh improvedOccurrence of power outages reduced to not more than 15 annually Achievement: 60 Progress/Status: Output yet to achieve. Occurrences of power outage attributed to transmission system was 103 in FY2022 (96 partial grid failures were attributed to trouble in grid substation equipment; 7 partial grid failure were attributed to transmission line faults). FY 2023-24 data is yet to be reported. Data Source: Annual reports of PGCB, PGCB'S environment monitoring reportsTransmission loss reduced to 2.5% Progress/Status: Output yet to achieve. Transmission Loss for FY 2025-26 (July-Feb): 3.31% and for February, 2026: 3.03% Data Source: Annual reports of PGCB Actual value: Carbon dioxide emissions reduced by 455,785 tons per year as a result of reduced transmission losses (RFI A) Achievement: 0 Progress/Status: Achievement status will be computed at the PCR stage, as PGCB annual report is yet to report CO2 emission reduction. Data Source: Annual reports of PGCB XM-DAC-46004-40540-018-LN3883Asian Development BankThe project will improve the road connectivity of the Dhaka-Northwest international trade corridor. This is a time-slice multitranche financing facility with the project outputs to be achieved when all of the phased tranches have been completed. Tranche 2 will finance the following works and services of outputs (i) and (ii). (i) Under output 1, Tranche 2 will finance the second slice of the expenditures related to works for upgrading of the Elenga-Hatikamrul-Rangpur Road (190 km) of the Dhaka-Northwest international trade corridor from two-lane carriageways to four-lane carriageways and two slow-moving vehicular traffic lanes, and finance the first slice of the expenditures in relation to works for construction of Hatikamrul Interchange. (ii) Under output 2, Tranche 2 will finance the first slice of the expenditures related to works for (a) construction of road research and training center (RRTC) to enhance institutional capacity of RHD, and (b) establishment of road operation units (ROU) for road operation and management, and finance consulting services for traffic data collection and transport model development to update the Road Master Plan in connection with the attached technical assistance.Asian Development BankRoads and Highways DepartmentAsian Development BankAsian Development BankMd. Saidur Rahmanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=40540-018 (Active)&officer= adas@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshDhaka23.7104 90.40744Strengthening governance and institutional capacityAddressing remaining poverty and reducing inequalitiesFostering regional cooperation and integrationTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityAccelerating progress in gender equalityEnvironmentally sustainable growthPartnershipsRegional integrationGovernance and capacity developmentInclusive economic growthEffective gender mainstreaming (EGM)406116109Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department320777.14Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department2527187.52Asian Development BankRoads and Highways Department11520137.70Asian Development BankRoads and Highways Department9621517.58Asian Development BankRoads and Highways Department7313165.59Asian Development BankRoads and Highways Department5182736.38Asian Development BankRoads and Highways Department1633201.70Asian Development BankRoads and Highways Department9513585.12Asian Development BankRoads and Highways Department4536110.97Asian Development BankRoads and Highways Department17288665.19Asian Development BankRoads and Highways Department29102799.73Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department14505832.54Asian Development BankRoads and Highways Department12474356.61Asian Development BankRoads and Highways Department12508638.88Asian Development BankRoads and Highways Department5505598.90Asian Development BankRoads and Highways Department13681462.62Asian Development BankRoads and Highways Department9688270.05Asian Development BankRoads and Highways Department6475816.56Asian Development BankRoads and Highways Department3436486.97Asian Development BankRoads and Highways Department15047018.57Asian Development BankRoads and Highways Department12361507.18Asian Development BankRoads and Highways Department12814876.87Asian Development BankRoads and Highways Department11846683.68Asian Development BankRoads and Highways Department10131530.50Asian Development BankRoads and Highways Department19301821.51Asian Development BankRoads and Highways Department16016706.51Asian Development BankRoads and Highways Department12750669.54Asian Development BankRoads and Highways Department23617083.93Asian Development BankRoads and Highways Department6657213.14Asian Development BankRoads and Highways Department11539603.95Asian Development BankRoads and Highways Department13909218.24Asian Development BankRoads and Highways Department15651491.91Asian Development BankRoads and Highways Department21133537.19Asian Development BankRoads and Highways Department5455142.62Asian Development BankRoads and Highways Department113143.37Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department10170890.34Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development 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Development BankRoads and Highways Department327482.69Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department301667.18Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department255656.79Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department489377.43Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department3593826.26Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department6856879.52Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department9255062.04Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department8654797.92Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department7036222.81Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department5764027.18Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department5978500.32Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: Elenga-Hatikumrul-Rangpur Road of the Dhaka-Northwest international trade corridor upgraded Indicator: 190 km of road upgraded with climate-resilient design Achievement: 134 Progress/Status: Eleven contracts (WP-05 to WP-15) have been awarded and contractors (5-15) have already been mobilized. As of 30 June 2024, the Physical progress of these 11 packages is WP-5: 27%, WP-6: 85%, WP-7: 69%, WP-8: 88%, WP-9:88%, WP-10: 88%, WP-11: 88%, WP-12:89%, WP-13: 32%, WP-14: 31%, WP-15:24% The Achieved Progress of SASEC-2 (awarded contracts) up to 30 June 2024 was 75%. This delayed progress has been occurred due to less intension of the Contractors, small scaled construction, less procurement of the materials, LA issues, delayed shifting of U/G Utilities, un-demolished obstacles and COVID-19 etc. Data Source: RHD project performance reportOutput: Elenga-Hatikumrul-Rangpur Road of the Dhaka-Northwest international trade corridor upgraded Indicator: Gender-responsive infrastructure, including 380 lane-km of SMVT lane, 7.5 lane-km of footpath, 25 footbridges, and 39 underpasses constructed Achievement: Y Progress/Status: At present, Improvements are ongoing for 176.8 KM of existing road under seven work packages. Data Source: RHD project performance report Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2027 Target value: Y Actual value: YOutput: RHD's institutional capacity in road operation and management enhanced. Indicator: One road research and training center in Dhaka and three road operation units for road safety, maintenance, and overloading control established along the corridor Progress/Status: Procurement for construction of road research and training center under WP-14 is completed and contract was signed on 9 September 2021. and road operation unit for road safety maintenance, etc. under package WP-15 . WP-15 contract was signed on 7 April 2022. As of 30 June 2024, the physical progress of WP-14 and WP-15 are 31% and 24% respectively. Data Source: RHD project performance report Actual value: Output: RHD's institutional capacity in road operation and management enhanced. Indicator: Road Master Plan updated Progress/Status: -The TA consultant has been engaged under the associated TRTA since September 2019. Progress of the consulting services has been delayed due to COVID-19 outbreak in Bangladesh. TA will be closed on 31 December 2025. Data Source: Updated Road Master Plan Baseline year: 2016 Baseline value: Not applicable Baseline year: 2016 Baseline value: Not applicable Target year: 2027 Target value: YRoad connectivity of the Dhaka-Northwest international trade corridor improved.Use of project roads (average daily vehicle-km in the first full year of operation) reaches 8.31 million vehicle-km Progress/Status: Will be assessed at the end of the project. Data Source: RHD project performance report Actual value: XM-DAC-46004-54180-001-LN3920Asian Development BankThe CARES program will provide the government with budget support to mitigate the severe social and economic impact of COVID-19 in Bangladesh. The program will fund government expenditures and programs in critical areas such as the expansion of social safety nets for vulnerable women and other groups and support critical labor-intensive industries, SMEs and microenterprises in order to preserve jobs. The government programs will assist the worst-hit industries such as the RMG and service industries.Asian Development BankFinance Division, Ministry of FinanceAsian Development BankAsian Development BankDongdong Zhanghttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=54180-001 (Active)&officer= malhasan@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh23.89507 90.29226Addressing remaining poverty and reducing inequalitiesStrengthening governance and institutional capacityFostering regional cooperation and integrationAccelerating progress in gender equalityInclusive economic growthRegional integrationPartnershipsGovernance and capacity developmentEffective gender mainstreaming (EGM)250000000Asian Development BankFinance Division, Ministry of Finance250000000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance 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Finance0.00Asian Development BankFinance Division, Ministry of FinancePolicyPerformanceFiduciaryOutput/s as listed by the project staff.Output: Employment opportunities protected Indicator: At least Tk30 billion provided as wage subsidies to workers in export-oriented industries (of whom at least 50% are women) Progress/Status: Tk. 49.45 billion utilized to provide wage subsidies to 3.8 million workers in export-oriented industries (53% women). Target achieved. Data Source: 2a-b. MOF annual budget report, MOF progress reports Actual value: Output: Employment opportunities protected Indicator: At least Tk170 billion in loans with subsidized interest provided to the affected industries and sectors and micro, small, and medium-sized enterprises Progress/Status: Tk. 471.89 billion loans provided to the affected industries and micro, small, and medium-sized enterprises (SMEs). Tk. 325.91 billion loans provided to 3,166 businesses in affected industries and Tk. 145.98 billion loans provided to 92,828 SMEs. Target achieved. Data Source: 2a-b. MOF annual budget report, MOF progress reports Actual value: Output: Program implementation supported, and critical structural reforms identified Indicator: 150 staff from relevant agenciesc with improved knowledge and skills in delivery and better targeting of social protection services and welfare programs to poor and vulnerable population Progress/Status: TA consultants have been recruited. Data Source: 3a-d. ADB technical assistance consultant report Actual value: Output: Program implementation supported, and critical structural reforms identified Indicator: New tools and solutions to improve poverty targeting and service delivery, including digital financial services and banking channels piloted Progress/Status: TA consultants have been recruited. Data Source: 3a-d. ADB technical assistance consultant report Baseline year: 2020 Baseline value: not applicable Baseline year: 2020 Baseline value: not applicable Target year: 2021 Target value: YOutput: Program implementation supported, and critical structural reforms identified Indicator: Guidance note on inclusive and gender-responsive social protection and welfare services developed, and endorsed by the government Progress/Status: TA consultants have been recruited. Data Source: 3a-d. ADB technical assistance consultant report Baseline year: 2020 Baseline value: N Baseline year: 2020 Baseline value: N Target year: 2021 Target value: YOutput: Program implementation supported, and critical structural reforms identified Indicator: Monitoring and evaluation (M&E) capacity gaps for the government's program identified and M&E systems strengthened in all delivery channels to provide timely and accurate sex-disaggregated M&E reports Progress/Status: Three consultants have been onboarded in this area; the team is working on the capacity assessment of the relevant agencies. Data Source: 3a-d. ADB technical assistance consultant report Baseline year: 2020 Baseline value: not applicable Baseline year: 2020 Baseline value: not applicable Target year: 2020 Target value: YOutput: Social safety net to vulnerable groups expanded Indicator: At least 2,000 government doctors, nurses, and medical workers engaged in treating COVID-19 patients provided with special honorarium Progress/Status: 9,579 doctors, nurses and other frontline medical workers received two months basic pay as honorarium. The payment of honorarium is ongoing, and it will continue in FY 2021-22. For this, BDT 1.50 billion has been allocated in FY 2021-22 budget. Target achieved. Data Source: 1a-e. MOF annual budget report, MOF progress reports Actual value: Output: Social safety net to vulnerable groups expanded Indicator: At least 750,000 senior citizens newly enrolled in the National Old Age Program with monetary benefit of Tk500 per month provided (of whom 40% are women) Progress/Status: Ministry of Social Welfare has started transferring the safety net allowance to the MFS account of the selected beneficiaries. The Ministry of Finance (MOF) has allocated BDT 5.10 billion in the Fiscal Year (FY) 2020-2021 and released fund BDT 3.83 billion. As of 31 May 2021, BDT 2.3 billion has been disbursed against Old Aged Allowance and Widow & Husband Deserted Women Allowance program. The detail number of beneficiaries will be available by early July 2021. Data Source: 1a-e. MOF annual budget report, MOF progress reports Actual value: Output: Social safety net to vulnerable groups expanded Indicator: At least 250,000 eligible women newly enrolled in the National Allowance Scheme for Widowed and Husband-deserted Distressed Women provided with monetary benefit of Tk500 per month Progress/Status: Ministry of Social Welfare has started transferring the safety net allowance to the MFS account of the selected beneficiaries. As of May 2021, BDT 2.3 billion has been disbursed against Old Aged Allowance and Widow & Husband Deserted Women Allowance program. The detail number of beneficiaries will be available in two weeks. Data Source: 1a-e. MOF annual budget report, MOF progress reports Actual value: Output: Social safety net to vulnerable groups expanded Indicator: Tk2,000 transferred to at least 2 million poor families across the country with a collection and reporting of beneficiary data disaggregated by sex (of whom 20% are families are headed by women) Progress/Status: 3.50 million poor families (2.64 million male and 0.86 million female-headed households) received Tk.2,500 one-time cash transfer among the selected 5 million families (25% families are headed by women). Target achieved and program closed. Data Source: 1a-e. MOF annual budget report, MOF progress reports Actual value: Output: Social safety net to vulnerable groups expanded Indicator: At least 1 million poor and vulnerable families provided with food support of 20 kilograms per month during the pandemic emergency period Progress/Status: 12.93 million vulnerable families (70% male and 30 % female-headed households) with 20 kg rice per month per family under the Special Gracious Relief (GR) program. Target achieved and program closed. Data Source: 1a-e. MOF annual budget report, MOF progress reports Actual value: Effect of the reform Adverse socioeconomic impact to vulnerable groups reducedNational poverty incidence maintained at the 2019 level of 20.5% Achievement: 25 Progress/Status: test Data Source: a. Bangladesh Bureau of Statistics15 million poor and vulnerable people (of whom at least 40% are women) benefited from at least one economic assistance program under the government's coronavirus disease (COVID-19) response plan Data Source: b-c. Ministry of Finance (MOF) annual budget report, MOF progress reports Actual value: At least 1.5 million workers (of whom at least 50% are women) in export-oriented industries benefited from extended salary support through the program Data Source: b-c. Ministry of Finance (MOF) annual budget report, MOF progress reports Actual value: XM-DAC-46004-54173-001-LN3918Asian Development BankThe Project will support the Government of Bangladesh (the government) in addressing immediate and urgent needs for financial, logistical, and systemic support to respond to the COVID-19 outbreak. The Project will support the procurement of equipment and supplies, the upgrading of health and testing facilities, and build system and community capacities for surveillance, prevention, and response to COVID-19.Asian Development BankMinistry of Health and Family WelfareAsian Development BankAsian Development BankS.M. Ebadur Rahmanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=54173-001 (Active)&officer= ruiliu@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh23.89507 90.29226Accelerating progress in gender equalityStrengthening governance and institutional capacityAddressing remaining poverty and reducing inequalitiesFostering regional cooperation and integrationInclusive economic growthGovernance and capacity developmentRegional integrationEffective gender mainstreaming (EGM)100000000Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare10000000.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family 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Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare340008.71Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare340008.71Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare361134.11Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare358202.84Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare365334.46Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare366827.63Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family WelfarePerformanceFiduciaryOutput/s as listed by the project staff.Output: Health system and community capacities in combatting COVID-19 strengthened. Indicator: By 2023, at least 200 health professionals and technical staff recruited/contracted (including at least 30% eligible women) (Baseline: 0, March 2020) Achievement: N Progress/Status: Achieved. By April 2024, 11,040 health professionals and technical staff recruited on an emergency basis to combat COVID-19 pandemic. Of them, 7,311 (66%) were women and 3,729 (34%) were men. - Out of 2000 doctors 600 [30%] were women and 1,400 [70%]) were men; - Out of 6,000 nurses 5,700 [95%] were women and 300 [5%] were men; - Out of 386 medical technologists 135 [35%] were women and 251 [65%] men; - Out of 2,654 lab attendants 876 [33%] were women and 1,778 [67%] were men. Source: PIU. Data Source: MOHFW/DGHS and PIU Actual value: NOutput: Health system and community capacities in combatting COVID-19 strengthened. Indicator: By October 2023, at least 2 operational research completed on COVID-19 testing and case treatment. (Baseline: not in place, March 2020) Achievement: 0 Progress/Status: Not Achieved. Procurement was Open tender method according to procurement plan which was not practicable as no firm was available for the research. PIU proposed direct procurement method for recruitment. The time the proposal was approved and contacted to the relevant medical hospitals, they refused to conduct the research for lack of time needed for the research. Source: PIU. Data Source: MOHFW/ IEDCR and PIUOutput: Health system and community capacities in combatting COVID-19 strengthened. Indicator: By October 2023, inclusive and gender responsive COVID-19 risk communication strategy and plan reviewed and disseminated among the relevant stakeholders. Achievement: Y Progress/Status: Achieved. By October 2023, inclusive and gender responsive COVID-19 risk communication strategy and plan reviewed in November 2023 and disseminated 29 2024 at IPH (Institute of Public Health among the relevant stakeholders (DGHS, DGFP, MOH&FW, NGOs, DPs). Source: PIU. Data Source: MOHFW/ DGHS and PIU Baseline year: 2020 Baseline value: Y Baseline year: 2020 Baseline value: Y Target year: 2023 Target value: Y Actual value: YOutput: Immediate and medium-term equipment needs for testing and managing COVID-19 met. Indicator: By May 2023, emergency equipment and personal protective equipment for men and women for managing COVID-19 outbreak procured and distributed to national and district health facilities (March 2020 baseline: 0). Achievement: Y Progress/Status: Achieved. By April 2024, total 20 packages were contracted (9 by PIU and 11 by CMSD consisting of emergency equipment and PPE respectively. Of them, procurement of 19 packages completed (9 for PIU, and 10 for CMSD). Procurement of 1 contract for 8 oxygen generator plants could not be completed for failure from supplier side in due time (on or before 30 April 2024). Emergency equipment was distributed to 10 MCHs and PPEs were distributed to 2,300,000 health workers and emergency response team workers in national and district-level health facilities (1,380,000 women (60%). Source: PIU and CMSD. Data Source: MOHFW/ DGHS and PIU Baseline year: 2020 Baseline value: N Baseline year: 2020 Baseline value: N Target year: 2023 Target value: Y Actual value: YOutput: Infrastructure and related equipment for supporting and sustaining prevention and management of COVID-19 delivered. Indicator: By October 2023, at least 3 of 12 points-of-entry upgraded (with separate screening booths for women) and fully functional for screening and identifying cases of COVID-19 as per MOHFW guidelines/standards. (Baseline: 0 points-of-entry, March 2020) Achievement: Y Progress/Status: Not Achieved. Construction works completed for one medical center at points-of-entry at Akhaura land port. Construction of remaining 2 land ports (Tamabil and Benapole) was dropped due to unavailability of suitable land. Source: PIU. Data Source: MOHFW/MOHA/NBR/BLPA/BR/DGHS/PWD and PIU Actual value: YOutput: Infrastructure and related equipment for supporting and sustaining prevention and management of COVID-19 delivered. Indicator: By October 2023, at least 10 of 37 medical college hospitals equipped with isolation units. (All units have provision for segregated space for women patients) (Baseline: 0 facilities, March 2020) Achievement: Y Progress/Status: Achieved. Well-equipped Isolation units were constructed and handed over that was used for treatment of COVID-19 patients. The centers were constructed in 10 public MCHs in 5 divisions. The constructed isolation centers were used for different purposes when COVID-19 was over like converting to ward, extended ICU, extended emergency service, hall room are functional Source: PIU backed by PCR survey. Data Source: MOHFW/DGHS/PWD and PIU Actual value: YOutput: Infrastructure and related equipment for supporting and sustaining prevention and management of COVID-19 delivered. Indicator: By October 2023, at least 10 of 37 medical college hospitals equipped with intensive care units. (Baseline: 0 facilities, March 2020) Achievement: Y Progress/Status: Achieved. Setting up of ICUs in 10 MCHs mentioned in output 2b were completed and are functional. Source: PIU backed by PCR survey. Data Source: MOHFW/DGHS/PWD and PIU Actual value: YOutput: Infrastructure and related equipment for supporting and sustaining prevention and management of COVID-19 delivered. Indicator: By October 2023, at least 22 hospitals are equipped with oxygen generator plants. (Baseline: 0 facilities, March 2020) Achievement: N Progress/Status: Achieved. All 22 Oxygen Generator Plants were supplied in 22 hospitals. Source: PIU. Data Source: MOHFW/CMSD/DGHS and PIU Actual value: NOutput: Infrastructure and related equipment for supporting and sustaining prevention and management of COVID-19 delivered. Indicator: By October 2023, at least 19 laboratories upgraded with COVID-19 microbiological diagnostic facilities with testing capacity of 180 per day per facility, as per MOHFW guidelines (Baseline: 16 laboratories for testing but not upgraded, March 2020) Achievement: Y Progress/Status: Achieved. By April 2024, total 19 laboratories were upgraded or constructed with a capacity of 345 tests per day per facility totaling 6,555 tests per day. Source: PIU. Data Source: MOHFW/IEDCR and PIU Actual value: YOutput: Infrastructure and related equipment for supporting and sustaining prevention and management of COVID-19 delivered. Indicator: By October 2023, at least 300 staff (including 90% of all relevant women) reported increased knowledge on intensive care operation and management. Achievement: N Progress/Status: Achieved. By April 2024, 338 staff (doctors and nurses) imparted training on ICU operation and management of which 171 were female. All available relevant female staff (100%) of ICU were included in the training. Source: PIU. Data Source: MOHFW/ IEDCR and PIU Actual value: NOutput: Infrastructure and related equipment for supporting and sustaining prevention and management of COVID-19 delivered. Indicator: By October 2023, at least 40 staff (including 90% of all relevant women) reported increased knowledge on laboratory skills. Achievement: N Progress/Status: Achieved. By April 2024, 276 staff (doctors and medical technologists) imparted training on laboratory skills of which 121 were female. All available relevant female staff (100%) were included in the training. Source: PIU. Data Source: DGHS and PIU Actual value: NHealth and wellbeing of COVID-19 affected persons improved.By 2023, 65% of suspected domestic COVID-19 cases reported and investigated as per MOHFW guidelines, with sex- and age disaggregated data (March 2020 baseline: 0) Achievement: Y Progress/Status: Achieved. 100% of all the suspected domestic cases have been reported and investigated as per Ministry guidelines, with sex and age disaggregated data. As of 30 April 2024, the total number of investigated cases were 1,28,67,329 (Male: 94,10,011; Female: 34,55,909 and Others: 1409). Total positive cases: 17,47,425 (Male: 10,75,047; Female: 6,72,102 and Others: 276). Total negative cases: 1,11,19,904 (Male: 83,34,964; Female: 27,83,807; and Others: 1133); Data source: Management Information System of DGHS. It should be noted that no data on sample collection is received from MIS, DGHS during this reporting quarter. Data source: https://dghs-dashboard.com/pages/covid19.php. Data Source: MOHFW/ DGHS/IEDCR and PIU Actual value: Y XM-DAC-46004-54180-001-LN3919Asian Development BankThe CARES program will provide the government with budget support to mitigate the severe social and economic impact of COVID-19 in Bangladesh. The program will fund government expenditures and programs in critical areas such as the expansion of social safety nets for vulnerable women and other groups and support critical labor-intensive industries, SMEs and microenterprises in order to preserve jobs. The government programs will assist the worst-hit industries such as the RMG and service industries.Asian Development BankFinance Division, Ministry of FinanceAsian Development BankAsian Development BankDongdong Zhanghttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=54180-001 (Active)&officer= malhasan@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh23.89507 90.29226Addressing remaining poverty and reducing inequalitiesStrengthening governance and institutional capacityFostering regional cooperation and integrationAccelerating progress in gender equalityInclusive economic growthRegional integrationPartnershipsGovernance and capacity developmentEffective gender mainstreaming (EGM)250000000Asian Development BankFinance Division, Ministry of Finance250000000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance 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Division, Ministry of Finance2500000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2500000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2500000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2500000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2500000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2500000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2500000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2500000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance2437500.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of FinancePolicyPerformanceFiduciaryOutput/s as listed by the project staff.Output: Employment opportunities protected Indicator: At least Tk30 billion provided as wage subsidies to workers in export-oriented industries (of whom at least 50% are women) Progress/Status: Tk. 49.45 billion utilized to provide wage subsidies to 3.8 million workers in export-oriented industries (53% women). Target achieved. Data Source: 2a-b. MOF annual budget report, MOF progress reports Actual value: Output: Employment opportunities protected Indicator: At least Tk170 billion in loans with subsidized interest provided to the affected industries and sectors and micro, small, and medium-sized enterprises Progress/Status: Tk. 471.89 billion loans provided to the affected industries and micro, small, and medium-sized enterprises (SMEs). Tk. 325.91 billion loans provided to 3,166 businesses in affected industries and Tk. 145.98 billion loans provided to 92,828 SMEs. Target achieved. Data Source: 2a-b. MOF annual budget report, MOF progress reports Actual value: Output: Program implementation supported, and critical structural reforms identified Indicator: 150 staff from relevant agenciesc with improved knowledge and skills in delivery and better targeting of social protection services and welfare programs to poor and vulnerable population Progress/Status: TA consultants have been recruited. Data Source: 3a-d. ADB technical assistance consultant report Actual value: Output: Program implementation supported, and critical structural reforms identified Indicator: New tools and solutions to improve poverty targeting and service delivery, including digital financial services and banking channels piloted Progress/Status: TA consultants have been recruited. Data Source: 3a-d. ADB technical assistance consultant report Baseline year: 2020 Baseline value: not applicable Baseline year: 2020 Baseline value: not applicable Target year: 2021 Target value: YOutput: Program implementation supported, and critical structural reforms identified Indicator: Guidance note on inclusive and gender-responsive social protection and welfare services developed, and endorsed by the government Progress/Status: TA consultants have been recruited. Data Source: 3a-d. ADB technical assistance consultant report Baseline year: 2020 Baseline value: N Baseline year: 2020 Baseline value: N Target year: 2021 Target value: YOutput: Program implementation supported, and critical structural reforms identified Indicator: Monitoring and evaluation (M&E) capacity gaps for the government's program identified and M&E systems strengthened in all delivery channels to provide timely and accurate sex-disaggregated M&E reports Progress/Status: Three consultants have been onboarded in this area; the team is working on the capacity assessment of the relevant agencies. Data Source: 3a-d. ADB technical assistance consultant report Baseline year: 2020 Baseline value: not applicable Baseline year: 2020 Baseline value: not applicable Target year: 2020 Target value: YOutput: Social safety net to vulnerable groups expanded Indicator: At least 2,000 government doctors, nurses, and medical workers engaged in treating COVID-19 patients provided with special honorarium Progress/Status: 9,579 doctors, nurses and other frontline medical workers received two months basic pay as honorarium. The payment of honorarium is ongoing, and it will continue in FY 2021-22. For this, BDT 1.50 billion has been allocated in FY 2021-22 budget. Target achieved. Data Source: 1a-e. MOF annual budget report, MOF progress reports Actual value: Output: Social safety net to vulnerable groups expanded Indicator: At least 750,000 senior citizens newly enrolled in the National Old Age Program with monetary benefit of Tk500 per month provided (of whom 40% are women) Progress/Status: Ministry of Social Welfare has started transferring the safety net allowance to the MFS account of the selected beneficiaries. The Ministry of Finance (MOF) has allocated BDT 5.10 billion in the Fiscal Year (FY) 2020-2021 and released fund BDT 3.83 billion. As of 31 May 2021, BDT 2.3 billion has been disbursed against Old Aged Allowance and Widow & Husband Deserted Women Allowance program. The detail number of beneficiaries will be available by early July 2021. Data Source: 1a-e. MOF annual budget report, MOF progress reports Actual value: Output: Social safety net to vulnerable groups expanded Indicator: At least 250,000 eligible women newly enrolled in the National Allowance Scheme for Widowed and Husband-deserted Distressed Women provided with monetary benefit of Tk500 per month Progress/Status: Ministry of Social Welfare has started transferring the safety net allowance to the MFS account of the selected beneficiaries. As of May 2021, BDT 2.3 billion has been disbursed against Old Aged Allowance and Widow & Husband Deserted Women Allowance program. The detail number of beneficiaries will be available in two weeks. Data Source: 1a-e. MOF annual budget report, MOF progress reports Actual value: Output: Social safety net to vulnerable groups expanded Indicator: Tk2,000 transferred to at least 2 million poor families across the country with a collection and reporting of beneficiary data disaggregated by sex (of whom 20% are families are headed by women) Progress/Status: 3.50 million poor families (2.64 million male and 0.86 million female-headed households) received Tk.2,500 one-time cash transfer among the selected 5 million families (25% families are headed by women). Target achieved and program closed. Data Source: 1a-e. MOF annual budget report, MOF progress reports Actual value: Output: Social safety net to vulnerable groups expanded Indicator: At least 1 million poor and vulnerable families provided with food support of 20 kilograms per month during the pandemic emergency period Progress/Status: 12.93 million vulnerable families (70% male and 30 % female-headed households) with 20 kg rice per month per family under the Special Gracious Relief (GR) program. Target achieved and program closed. Data Source: 1a-e. MOF annual budget report, MOF progress reports Actual value: Effect of the reform Adverse socioeconomic impact to vulnerable groups reducedNational poverty incidence maintained at the 2019 level of 20.5% Achievement: 25 Progress/Status: test Data Source: a. Bangladesh Bureau of Statistics15 million poor and vulnerable people (of whom at least 40% are women) benefited from at least one economic assistance program under the government's coronavirus disease (COVID-19) response plan Data Source: b-c. Ministry of Finance (MOF) annual budget report, MOF progress reports Actual value: At least 1.5 million workers (of whom at least 50% are women) in export-oriented industries benefited from extended salary support through the program Data Source: b-c. Ministry of Finance (MOF) annual budget report, MOF progress reports Actual value: XM-DAC-46004-50333-001-LN6030Asian Development BankThe project readiness financing (PRF) loan is proposed to advance project preparation of priority transport projects by financing feasibility study, detailed design and other preparatory works. Ensuing projects will be formed from a list of identified necessary investments which the Government has agreed, subject to agreed project selection criteria. Asian Development BankBangladesh RailwayRoads and Highways DepartmentAsian Development BankAsian Development BankKaoru Kasaharahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=50333-001 (Active)&officer= kkasahara@adb.org&division= Transport Sector Office (SG-TRA)&projectcountry= BangladeshBangladesh23.89507 90.29226Tackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityFostering regional cooperation and integrationRegional integrationPrivate sector developmentInclusive economic growthEnvironmentally sustainable growth42000000Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway395730.00Asian Development BankBangladesh Railway835162.87Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway8791.98Asian Development BankBangladesh Railway468157.71Asian Development BankBangladesh Railway468766.64Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1083513.15Asian Development BankBangladesh Railway21952.49Asian Development BankBangladesh Railway864387.42Asian Development BankBangladesh Railway425538.24Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway42507.99Asian Development BankBangladesh Railway387473.78Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway446044.06Asian Development BankBangladesh Railway557516.78Asian Development BankBangladesh Railway936830.20Asian Development BankBangladesh Railway2534320.62Asian Development BankBangladesh Railway1579571.70Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway159550.87Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway399190.68Asian Development BankBangladesh Railway383274.49Asian Development BankBangladesh Railway606313.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway544971.77Asian Development BankBangladesh Railway488695.87Asian Development BankBangladesh Railway2827997.01Asian Development BankBangladesh Railway717885.76Asian Development BankBangladesh Railway1050000.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1050000.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway1050000.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway8791.98Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway21952.49Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway42507.99Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway53113.88Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway95841.79Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway106246.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh RailwayPerformanceFiduciaryOutput/s as listed by the project staff.Output: Feasibility studies and detailed design of multimodal projects completed Indicator: Feasibility studies, detailed design, and other preparatory works for ensuing projects completed. Progress/Status: Contracts for CS1, CS3, and CS4 have been signed in July, February, and April 2023. Consultant recruitment for CS2 is ongoing. Data Source: Consultants' progress reports Actual value: Output: Implementation support for multimodal transport projects provided (during pre-construction stage) Indicator: At least 60% of bidding documents ready for tendering before loan fact-finding of three ensuing projects Data Source: Prepared bidding documents Actual value: Output: Implementation support for multimodal transport projects provided (during pre-construction stage) Indicator: Necessary safeguard documentation completed before project commencement of at least three projects Data Source: Prepared safeguard documents Actual value: Preparation of multimodal transport projects advancedAt least three projects with contracts ready for award before project approval Data Source: Prepared bidding documents, evaluation reports Actual value: XM-DAC-46004-51311-001-LN3958Asian Development BankThe proposed project is a financial intermediation loan in an amount up to $50 million from Asian Development Bank (ADB)'s ordinary capital resources to Ministry of Finance for relending to Bangladesh Infrastructure Finance Fund Limited (BIFFL), for onlending to PPP infrastructure subprojects screened by Bangladesh Public Private Partnership (PPP) Authority and advised by ADB Office of Public Private Partnership (OPPP). The associated transaction technical assistance (TRTA) will strengthen BIFFL's institutional capacity and support project implementation. The objective of the proposed project is to facilitate long-term infrastructure finance and sustain infrastructure development in Bangladesh.Asian Development BankFinance Division, Ministry of FinanceAsian Development BankAsian Development BankDongdong Zhanghttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=51311-001 (Active)&officer= mhossain@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh23.89507 90.29226Accelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityAddressing remaining poverty and reducing inequalitiesStrengthening governance and institutional capacityInclusive economic growthEnvironmentally sustainable growthPartnershipsKnowledge solutionsGovernance and capacity developmentPrivate sector developmentSome gender elements (SGE)50000000Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance5000000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance18000000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance22000000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance5000000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1250000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1250000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance26250.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance37500.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance45276.94Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance202528.33Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance576385.71Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1058921.44Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1432936.91Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1450241.66Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1340875.21Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1362471.05Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance1203823.58Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of FinancePerformanceFiduciaryOutput/s as listed by the project staff.Output: BIFFL?s institutional capacity to finance PPP infrastructure projects improved Indicator: Key policy documents including (i) Risk Appetite Framework and Risk Mapping, (ii) Risk Management Policy, (iii) Comprehensive HR policy; (iv) Treasury Policy, and (iv) Procurement Policy developed and approved by BIFFL board by 2027 Progress/Status: In progress. Consultants are working with BIFFL to accomplish related activities. Data Source: ADB project review missions, BIFFL project monitoring and review reports, and/or ADB TA consultant reports Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2027 Target value: YOutput: BIFFL?s institutional capacity to finance PPP infrastructure projects improved Indicator: Capacity development training in line with the capacity development plan conducted on key and emerging operational areas such as climate financing and corporate governance, including a study tour Progress/Status: Ongoing. Training on climate financing has been conducted. Data Source: ADB project review missions, BIFFL project monitoring and review reports, and/or ADB TA consultant reports Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2028 Target value: YOutput: BIFFL?s institutional capacity to finance PPP infrastructure projects improved Indicator: At least 80% of all BIFFL staff engaged in operations and safeguards (including at least 90% relevant female staff in operations and safeguards) have knowledge of GESI, and safeguard compliance increased by 2026 (TI 6.2.3) Progress/Status: In progress. Data Source: ADB project review missions, BIFFL project monitoring and review reports, and/or ADB TA consultant reports Actual value: Output: BIFFL?s institutional capacity to finance PPP infrastructure projects improved Indicator: A functioning GESI and safeguards unit to screen, appraise, and categorize subprojects established by August 2020 September 2025 Progress/Status: A functioning GESI and safeguards unit is established. Data Source: ADB project review missions, BIFFL project monitoring and review reports, and/or ADB TA consultant reports Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2025 Target value: YOutput: BIFFL?s institutional capacity to finance PPP infrastructure projects improved Indicator: At least 30% of all operational staff with increased awareness in gender-responsive infrastructure by 2028 Progress/Status: In progress. Data Source: ADB project review missions, BIFFL project monitoring and review reports, and/or ADB TA consultant reports Actual value: Output: BIFFL?s institutional capacity to finance PPP infrastructure projects improved Indicator: At least one independent director elected to the board by 2026 Progress/Status: In progress. Data Source: ADB project review missions, BIFFL project monitoring and review reports, and/or ADB TA consultant reports Actual value: Output: BIFFL?s institutional capacity to finance PPP infrastructure projects improved Indicator: Institution-wide GESI strategy developed and approved by 2026 Progress/Status: In progress. Data Source: ADB project review missions, BIFFL project monitoring and review reports, and/or ADB TA consultant reports Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2026 Target value: YOutput: Long-term debt to infrastructure subprojects provided Indicator: Up to $150 million funding provided to qualified infrastructure subprojects by BIFFL during 2020-2029 (TI 1.3.1) Progress/Status: As of June 2026, ADB disbursed $104.53 million to BIFFL for supporting two eligible PPP subprojects. Data Source: ADB project review and related disbursement data, BIFFL project monitoring and review reports, and BIFFL annual reports Baseline year: 2019 Baseline value: 0 Target year: 2029 Target value: $150000000Output: Long-term debt to infrastructure subprojects provided Indicator: At least two PPP projects supported by BIFFL by 2029 (TI 1.3.1) Progress/Status: BIFFL is supporting two eligible PPP subprojects. They are exploring at least one additional eligible PPP subprojects to be financed under the project. Data Source: ADB project review and related disbursement data, BIFFL project monitoring and review reports, and BIFFL annual reports Actual value: Output: Long-term debt to infrastructure subprojects provided Indicator: Gender screening of at least one subproject funded by ADB by 2029 Progress/Status: The national gender expert is working with BIFFL to accomplish this indicator. Data Source: ADB project review and related disbursement data, BIFFL project monitoring and review reports, and BIFFL annual reports Actual value: Availability of long-term financing for PPP infrastructure projects increased, and new employment opportunities createdAt least $100 million private sector equity (in ADB-financed PPP subprojects) leveraged by BIFFL during 2020-2029 to expand PPP projects (TI 1.3.1) Progress/Status: As of June 2025, approximately $56.40 million private sector equity (in ADB-financed PPP subprojects) leveraged by BIFFL. Data Source: Annual audited statement of the utilization of funds, BIFFL project monitoring and review reports and BIFFL annual reports, Government of Bangladesh reports, ADB project review missions, and consultant reviews Actual value: At least $200 million private sector commercial debt (in ADB-financed PPP subprojects) leveraged by BIFFL during 2020-2029 to expand PPP projects (2019 baseline: 0) (TI 1.3.1) Progress/Status: As of June 2025, $234.50 million private sector commercial debt (in ADB-financed PPP subprojects) leveraged by BIFFL. Data Source: Annual audited statement of the utilization of funds, BIFFL project monitoring and review reports and BIFFL annual reports, Government of Bangladesh reports, ADB project review missions, and consultant reviews Actual value: About 3,500 jobs in PPP subprojects supported by BIFFL, throughout the full PPP subproject cycle, created during 2020-2029 (RFI 1.2) Progress/Status: A significant number of jobs has been created in PPP subprojects supported by BIFFL. The number will be assessed at the time of project closing. Data Source: Annual audited statement of the utilization of funds, BIFFL project monitoring and review reports and BIFFL annual reports, Government of Bangladesh reports, ADB project review missions, and consultant reviews Actual value: XM-DAC-46004-49329-007-LN3978Asian Development BankThe proposed Khulna Sewerage System Development Project (KSSDP) will develop a new sewerage system in Khulna, covering commercial and densely populated areas with about 850,000 population by 2027. The project will specifically support (i) establishment of two sewage treatment plants with a capacity of 80,000 cubic meter (m3) per day and one fecal sludge treatment plant of 160 m3 per day; (ii) construction of 269 kilometers of sewer network; (iii) around 27,000 property level sewer connections; (iv) capacity development of the Khulna Water Supply and Sewerage Authority; and (v) awareness-raising on sanitation and hygiene.Asian Development BankKhulna Water Supply and Sewerage AuthorityAsian Development BankAsian Development BankJaemin Namhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=49329-007 (Active)&officer= salmamun@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshKhulna22.80979 89.56439Strengthening governance and institutional capacityPromoting rural development and food securityMaking cities more livableAccelerating progress in gender equalityFostering regional cooperation and integrationTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityAddressing remaining poverty and reducing inequalitiesPartnershipsGovernance and capacity developmentInclusive economic growthKnowledge solutionsPrivate sector developmentEnvironmentally sustainable growthEffective gender mainstreaming (EGM)50000000Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority493238.11Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority122799.35Asian Development BankKhulna Water Supply and Sewerage Authority1746.42Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority4136995.72Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority128497.92Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority55439.93Asian Development BankKhulna Water Supply and Sewerage Authority347822.46Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority97586.39Asian Development BankKhulna Water Supply and Sewerage Authority139217.82Asian Development BankKhulna Water Supply and Sewerage Authority226756.98Asian Development BankKhulna Water Supply and Sewerage Authority2200245.40Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority181092.59Asian Development BankKhulna Water Supply and Sewerage Authority2491318.52Asian Development BankKhulna Water Supply and Sewerage Authority239617.10Asian Development BankKhulna Water Supply and Sewerage Authority3980830.28Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority191004.08Asian Development BankKhulna Water Supply and Sewerage Authority389978.73Asian Development BankKhulna Water Supply and Sewerage Authority1623740.27Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority187167.57Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority476408.68Asian Development BankKhulna Water Supply and Sewerage Authority269809.54Asian Development BankKhulna Water Supply and Sewerage Authority1820997.25Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority179251.36Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority272752.72Asian Development BankKhulna Water Supply and Sewerage Authority2180124.86Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority137178.00Asian Development BankKhulna Water Supply and Sewerage Authority864990.09Asian Development BankKhulna Water Supply and Sewerage Authority1358764.52Asian Development BankKhulna Water Supply and Sewerage Authority2768538.49Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority577366.38Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority708891.19Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority65000.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority38946.90Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority91286.84Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority172947.14Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority272434.99Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority471290.46Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority579325.01Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority556665.59Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority639623.34Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority655957.29Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage AuthorityPerformanceFiduciaryOutput/s as listed by the project staff.Output: Climate resilient centralized and organized sewerage system for Khulna city established Indicator: By 2027: Two sewerage treatment plants (STPs) with combined capacity of 80,000 m3/day, partly run by 1.65-megawatt solar power system, with climate-resilient and gender-responsive features and compliant with national effluent standards commissioned (2019 baseline: 0) Progress/Status: All civil works are almost completed and electro - mechanical equipment installation works are on going. Data Source: Quarterly project progress reports, and KWASA project completion report Actual value: Output: Climate resilient centralized and organized sewerage system for Khulna city established Indicator: 256-kilometer sewer network with climate-resilient features constructed and connected to 27,000 properties/120,000 households, including free sewer connections to 100% of poor and vulnerable households (2019 baseline: 0) Achievement: 201 Progress/Status: 207 km of sewer network with climate resilient features constructed, including Manholes, IPs, etc. Data Source: Quarterly project progress reports, and KWASA project completion reportOutput: Climate resilient centralized and organized sewerage system for Khulna city established Indicator: Six sewage pumping stations commissioned (2019 baseline: 0) Progress/Status: All Civil works are started and it will be completed within Dec 2026 Data Source: Quarterly project progress reports, and KWASA project completion report Actual value: Output: Climate resilient centralized and organized sewerage system for Khulna city established Indicator: FSTP with 160m3/day capacity commissioned (2019 baseline: 0) Progress/Status: All civil works are almost completed and electro - mechanical equipment installation works are ongoing. Data Source: Quarterly project progress reports, and KWASA project completion report Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2027 Target value: YOutput: Community awareness on safe sanitation and institutional capacity of KWASA in delivering sustainable sewerage services improved Indicator: By 2027: Training and skills development programs on sewerage system and project management for KWASA developed (2019 baseline: 0) Progress/Status: Safeguard, environment, and gender related skills development programs conducted. Data Source: Quarterly project progress reports, and KWASA project completion report Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2027 Target value: YOutput: Community awareness on safe sanitation and institutional capacity of KWASA in delivering sustainable sewerage services improved Indicator: Facility-specific O&M manual with gender responsive features developed and adopted by KWASA (2019 baseline: not applicable) Progress/Status: Not yet due. Data Source: Quarterly project progress reports, and KWASA project completion report Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2027 Target value: YOutput: Community awareness on safe sanitation and institutional capacity of KWASA in delivering sustainable sewerage services improved Indicator: SCADA system for sewerage system commissioned (2019 baseline: not applicable) Progress/Status: Not yet due. Data Source: Quarterly project progress reports, and KWASA project completion report Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2027 Target value: YOutput: Community awareness on safe sanitation and institutional capacity of KWASA in delivering sustainable sewerage services improved Indicator: Sanitation plan with sex-disaggregated targets completed and submitted to KWASA and KCC for adoption(2019 baseline: not applicable) Progress/Status: Not yet due. Data Source: Quarterly project progress reports, and KWASA project completion report Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2027 Target value: YOutput: Community awareness on safe sanitation and institutional capacity of KWASA in delivering sustainable sewerage services improved Indicator: New sewerage tariff policy formulated and adopted by KWASA (2019 baseline: not applicable) (OP 4.2, 4.2.2) Progress/Status: Preparation ongoing Data Source: Notification of approved tariff policy Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2027 Target value: YOutput: Community awareness on safe sanitation and institutional capacity of KWASA in delivering sustainable sewerage services improved Indicator: At least 2 project proposals using PPP modality (1 for water supply and 1 for sewerage services for Khulna) prepared and submitted to KWASA (2019 baseline: 0) Progress/Status: Preparation ongoing Data Source: Quarterly project progress reports, and KWASA project completion report Actual value: Output: Community awareness on safe sanitation and institutional capacity of KWASA in delivering sustainable sewerage services improved Indicator: Detailed engineering designs and bidding documents for future investment project (water supply phase 2) completed and submitted to KWASA (2019 baseline: 0) Progress/Status: on going Data Source: Quarterly project progress reports, and KWASA project completion report Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2027 Target value: YOutput: Community awareness on safe sanitation and institutional capacity of KWASA in delivering sustainable sewerage services improved Indicator: At least 70% KWASA staff (including all female staff) reported knowledge on O&M of sewerage system and safeguards implementation including occupational health and safety issues (2019 baseline:0) Progress/Status: Not yet due. Data Source: Pre-and post-training assessment (through data collected from questionnaire) Actual value: Output: Community awareness on safe sanitation and institutional capacity of KWASA in delivering sustainable sewerage services improved Indicator: At least 70% of residents (including at least 30% women) in project areas reported knowledge of the benefits of safe sanitation services (2019 baseline:0) Progress/Status: Not yet due. Data Source: Pre-and post-training assessment (through data collected from questionnaire) Actual value: Project areas in Khulna city gained access to sustainable sewerage servicesBy 2028: Service coverage of sewage collection and treatment through the centralized sewerage system reached 50% of households (27000 properties connection/120,000 households) in the urban area of Khulna city (2019 baseline: Not applicable) [note: def. of property and connection to be added) Progress/Status: Not yet due. Data Source: KWASA annual reports and survey data Actual value: Service coverage of fecal sludge treatment in FSTP increased to 15% of households (approximately 30,000 household) in the urban area of Khulna city (2019 baseline: 2% or approximately 4,000 households) (OP 3.2, 4.1) Progress/Status: Not yet due. Data Source: KWASA annual reports and survey data Actual value: 100% of KWASA's O&M costs financed by user charges (2019 baseline: 0) (OP 4.2) Progress/Status: Not yet due. Data Source: KWASA annual reports and survey data Actual value: XM-DAC-46004-49329-007-LN3979Asian Development BankThe proposed Khulna Sewerage System Development Project (KSSDP) will develop a new sewerage system in Khulna, covering commercial and densely populated areas with about 850,000 population by 2027. The project will specifically support (i) establishment of two sewage treatment plants with a capacity of 80,000 cubic meter (m3) per day and one fecal sludge treatment plant of 160 m3 per day; (ii) construction of 269 kilometers of sewer network; (iii) around 27,000 property level sewer connections; (iv) capacity development of the Khulna Water Supply and Sewerage Authority; and (v) awareness-raising on sanitation and hygiene.Asian Development BankKhulna Water Supply and Sewerage AuthorityAsian Development BankAsian Development BankJaemin Namhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=49329-007 (Active)&officer= salmamun@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshKhulna22.80979 89.56439Strengthening governance and institutional capacityPromoting rural development and food securityMaking cities more livableAccelerating progress in gender equalityFostering regional cooperation and integrationTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityAddressing remaining poverty and reducing inequalitiesPartnershipsGovernance and capacity developmentInclusive economic growthKnowledge solutionsPrivate sector developmentEnvironmentally sustainable growthEffective gender mainstreaming (EGM)110000000Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority4783790.65Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority17923.09Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority2493482.64Asian Development BankKhulna Water Supply and Sewerage Authority3084502.15Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority71021.71Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority5216317.64Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority137651.13Asian Development BankKhulna Water Supply and Sewerage Authority3452525.49Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority1544732.08Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority4736274.71Asian Development BankKhulna Water Supply and Sewerage Authority201327.51Asian Development BankKhulna Water Supply and Sewerage Authority1874123.21Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority271780.87Asian Development BankKhulna Water Supply and Sewerage Authority4486733.63Asian Development BankKhulna Water Supply and Sewerage Authority2920365.74Asian Development BankKhulna Water Supply and Sewerage Authority1159822.41Asian Development BankKhulna Water Supply and Sewerage Authority779294.12Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority341711.79Asian Development BankKhulna Water Supply and Sewerage Authority5724227.95Asian Development BankKhulna Water Supply and Sewerage Authority579835.31Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority604834.56Asian Development BankKhulna Water Supply and Sewerage Authority795432.89Asian Development BankKhulna Water Supply and Sewerage Authority5573785.26Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority42213.62Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority498845.82Asian Development BankKhulna Water Supply and Sewerage Authority4378660.32Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority87309.18Asian Development BankKhulna Water Supply and Sewerage Authority6151744.36Asian Development BankKhulna Water Supply and Sewerage Authority7432974.26Asian Development BankKhulna Water Supply and Sewerage Authority739976.32Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority671226.74Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority2750000.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority2750000.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority17923.09Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority71021.71Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority137651.13Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority201327.51Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority271780.87Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority341711.79Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority424582.71Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority498845.82Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority556538.64Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority671226.74Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage AuthorityPerformanceFiduciaryOutput/s as listed by the project staff.Output: Climate resilient centralized and organized sewerage system for Khulna city established Indicator: By 2027: Two sewerage treatment plants (STPs) with combined capacity of 80,000 m3/day, partly run by 1.65-megawatt solar power system, with climate-resilient and gender-responsive features and compliant with national effluent standards commissioned (2019 baseline: 0) Progress/Status: All civil works are almost completed and electro - mechanical equipment installation works are on going. Data Source: Quarterly project progress reports, and KWASA project completion report Actual value: Output: Climate resilient centralized and organized sewerage system for Khulna city established Indicator: 256-kilometer sewer network with climate-resilient features constructed and connected to 27,000 properties/120,000 households, including free sewer connections to 100% of poor and vulnerable households (2019 baseline: 0) Achievement: 201 Progress/Status: 207 km of sewer network with climate resilient features constructed, including Manholes, IPs, etc. Data Source: Quarterly project progress reports, and KWASA project completion reportOutput: Climate resilient centralized and organized sewerage system for Khulna city established Indicator: Six sewage pumping stations commissioned (2019 baseline: 0) Progress/Status: All Civil works are started and it will be completed within Dec 2026 Data Source: Quarterly project progress reports, and KWASA project completion report Actual value: Output: Climate resilient centralized and organized sewerage system for Khulna city established Indicator: FSTP with 160m3/day capacity commissioned (2019 baseline: 0) Progress/Status: All civil works are almost completed and electro - mechanical equipment installation works are ongoing. Data Source: Quarterly project progress reports, and KWASA project completion report Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2027 Target value: YOutput: Community awareness on safe sanitation and institutional capacity of KWASA in delivering sustainable sewerage services improved Indicator: By 2027: Training and skills development programs on sewerage system and project management for KWASA developed (2019 baseline: 0) Progress/Status: Safeguard, environment, and gender related skills development programs conducted. Data Source: Quarterly project progress reports, and KWASA project completion report Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2027 Target value: YOutput: Community awareness on safe sanitation and institutional capacity of KWASA in delivering sustainable sewerage services improved Indicator: Facility-specific O&M manual with gender responsive features developed and adopted by KWASA (2019 baseline: not applicable) Progress/Status: Not yet due. Data Source: Quarterly project progress reports, and KWASA project completion report Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2027 Target value: YOutput: Community awareness on safe sanitation and institutional capacity of KWASA in delivering sustainable sewerage services improved Indicator: SCADA system for sewerage system commissioned (2019 baseline: not applicable) Progress/Status: Not yet due. Data Source: Quarterly project progress reports, and KWASA project completion report Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2027 Target value: YOutput: Community awareness on safe sanitation and institutional capacity of KWASA in delivering sustainable sewerage services improved Indicator: Sanitation plan with sex-disaggregated targets completed and submitted to KWASA and KCC for adoption(2019 baseline: not applicable) Progress/Status: Not yet due. Data Source: Quarterly project progress reports, and KWASA project completion report Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2027 Target value: YOutput: Community awareness on safe sanitation and institutional capacity of KWASA in delivering sustainable sewerage services improved Indicator: New sewerage tariff policy formulated and adopted by KWASA (2019 baseline: not applicable) (OP 4.2, 4.2.2) Progress/Status: Preparation ongoing Data Source: Notification of approved tariff policy Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2027 Target value: YOutput: Community awareness on safe sanitation and institutional capacity of KWASA in delivering sustainable sewerage services improved Indicator: At least 2 project proposals using PPP modality (1 for water supply and 1 for sewerage services for Khulna) prepared and submitted to KWASA (2019 baseline: 0) Progress/Status: Preparation ongoing Data Source: Quarterly project progress reports, and KWASA project completion report Actual value: Output: Community awareness on safe sanitation and institutional capacity of KWASA in delivering sustainable sewerage services improved Indicator: Detailed engineering designs and bidding documents for future investment project (water supply phase 2) completed and submitted to KWASA (2019 baseline: 0) Progress/Status: on going Data Source: Quarterly project progress reports, and KWASA project completion report Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2027 Target value: YOutput: Community awareness on safe sanitation and institutional capacity of KWASA in delivering sustainable sewerage services improved Indicator: At least 70% KWASA staff (including all female staff) reported knowledge on O&M of sewerage system and safeguards implementation including occupational health and safety issues (2019 baseline:0) Progress/Status: Not yet due. Data Source: Pre-and post-training assessment (through data collected from questionnaire) Actual value: Output: Community awareness on safe sanitation and institutional capacity of KWASA in delivering sustainable sewerage services improved Indicator: At least 70% of residents (including at least 30% women) in project areas reported knowledge of the benefits of safe sanitation services (2019 baseline:0) Progress/Status: Not yet due. Data Source: Pre-and post-training assessment (through data collected from questionnaire) Actual value: Project areas in Khulna city gained access to sustainable sewerage servicesBy 2028: Service coverage of sewage collection and treatment through the centralized sewerage system reached 50% of households (27000 properties connection/120,000 households) in the urban area of Khulna city (2019 baseline: Not applicable) [note: def. of property and connection to be added) Progress/Status: Not yet due. Data Source: KWASA annual reports and survey data Actual value: Service coverage of fecal sludge treatment in FSTP increased to 15% of households (approximately 30,000 household) in the urban area of Khulna city (2019 baseline: 2% or approximately 4,000 households) (OP 3.2, 4.1) Progress/Status: Not yet due. Data Source: KWASA annual reports and survey data Actual value: 100% of KWASA's O&M costs financed by user charges (2019 baseline: 0) (OP 4.2) Progress/Status: Not yet due. Data Source: KWASA annual reports and survey data Actual value: XM-DAC-46004-49423-006-LN4040Asian Development BankThe proposed additional financing will yield expansion of Output 3 (distribution network in rural areas of Bangladesh improved) of the original project. Over 46,000 km (Original: 38,000 km) of 33 kV and 11 kV distribution lines and associated facilities rehabilitated, and over 16,000 km (Original: 12,000 km) of 33 kV and 11 kV distribution lines and associated facilities will be constructed. An updated design and monitoring framework is in Attachment 2. Asian Development BankBangladesh Rural Electrification BoardMinistry of Power, Energy and Mineral ResourcesAsian Development BankAsian Development BankNazmun Naharhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=49423-006 (Active)&officer= khoriguchi@adb.org&division= Energy Sector Office (SG-ENE)&projectcountry= BangladeshBangladesh23.89507 90.29226Addressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityStrengthening governance and institutional capacityPromoting rural development and food securityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityInclusive economic growthPartnershipsEnvironmentally sustainable growthGovernance and capacity developmentEffective gender mainstreaming (EGM)70000000Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board2563381.56Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board402080.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board2314279.48Asian Development BankBangladesh Rural Electrification Board661520.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board640000.00Asian Development BankBangladesh Rural Electrification Board1400779.20Asian Development BankBangladesh Rural Electrification Board2920358.40Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board74136.53Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board277647.74Asian Development BankBangladesh Rural Electrification Board44916.67Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board52500.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board52791.66Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board53666.67Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board52791.67Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board53666.66Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board118798.01Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board124481.01Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board259894.00Asian Development BankBangladesh Rural Electrification BoardPerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity in power sector agencies enhanced Indicator: At least 30% trained women employees in geographic information system and asset mapping teams (Baseline: 0) Data Source: Project progress report of BREB. Actual value: Output: Capacity in power sector agencies enhanced Indicator: Capital expenditure investment and tariff petitions by transmission and distribution utilities in accordance with approved tariff regulations annually submitted. (Baseline: Occasional filing) Progress/Status: Tariff petition has been annually submitted by PGCB, DESCO and BREB . Data Source: Tariff filing petitions received by the Bangladesh Energy Regulatory Commission Baseline year: 2016 Baseline value: n Baseline year: 2016 Baseline value: n Target year: 2025 Target value: yOutput: Capacity in power sector agencies enhanced Indicator: GIS-based mapping implemented for Northern Electricity Supply Company Limited, and al least 30% women employees in five PBS trained in GIS and asset mapping and BREB's GIS directorate strengthened with GIS equipment for future uses in all PBSs . Progress/Status: GIS mapping scope is being implemented for NESCO. Consultant recruitment process is ongoing under Loan 3523. BREB's GIS scope is being implemented under World Bank financing. Training of women employee on GIS mapping is being implemented for BREB under Grant 9190. Data Source: Annual report of BREB and PBSs Baseline year: 2016 Baseline value: n Baseline year: 2016 Baseline value: n Target year: 2025 Target value: yOutput: Capacity in power sector agencies enhanced Indicator: Detailed engineering reports for four projects completed (Baseline: 0) Progress/Status: 2 studies are ongoing for 4 solar and wind project development. Data Source: Review reports from Power Cell Actual value: Output: Capacity in power sector agencies enhanced Indicator: Measures to attract more women employees in at least five PBSs in place . (Baseline: 0) Progress/Status: Consulting firm is recruited under Grant 9190. Women friendly measures and activities are ongoing. Data Source: Review reports from BREB and PBSs Actual value: Output: Distribution network in DESCO service areas improved Indicator: Distribution automation system in Dhaka city installed Data Source: Annual Reports of BREB Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2025 Target value: YOutput: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: More than 38,000 km of 33 kV and 11 kV distribution lines and associated facilities rehabilitated (Baseline: 0) Progress/Status: Till now, 28,777 km 33 and 11 kV distribution lines and associated facilities has been rehabilitated. Data Source: Annual reports of BREB and PBSs Actual value: Output: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: Over 15,990 km of 33 kV and 11 kV distribution lines and associated facilities with EWCD designs constructed (Baseline: 0) Progress/Status: Till now, 11,388 km 33 and 11 kV distribution lines and associated facilities constructed . Data Source: Annual reports of BREB and PBSs Actual value: Output: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: 200 people trained on energy-based livelihoods with at least 30% women and 50 small businesses, including 50% led by women entrepreneurs, supported (Baseline: 0) Progress/Status: 351 BPL consumers including 35% women already trained on selected business. Data Source: Annual reports of BREB and PBSs Actual value: Output: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: At least 1,000 end-users (at least 40% women) trained on safe and efficient use of energy (Baseline: 0) Progress/Status: 1585 newly electrified consumer already trained on safe, efficient & productive use of electricity Data Source: Annual reports of BREB and PBSs Actual value: Output: National transmission network in southern Bangladesh strengthened Indicator: About 174 km of 400 kV transmission lines and associated facilities constructed Data Source: Annual Reports of PGCB Actual value: Access to efficient and reliable electricity supply in Bangladesh improvedAbout 1,100,000 new connections, including 1,025,000 rural households, connected to electricity network and benefiting at least 875,000 women (2016 baseline: 0) Progress/Status: Ongoing. Total 943,170 new connections have been provided by BREB. Data Source: Annual reports of BREB Actual value: Average system interruption duration index for DESCO-operated part of Dhaka city decreased by at least 25% (2015 baseline: 646 minutes) Progress/Status: DESCO target achieved. System Average Interruption Duration Index (SAIDI) is 394.01 which is decreased by 38.85%. Data Source: Annual reports of DESCO Target value: -25% Actual value: Average system interruption duration index for BREB decreased by at least 22% (2015 baseline: 1,990 minutes based on planned interruptions for 11 kV feeders) Progress/Status: System Average Interruption Duration Index (SAIDI) is 1,233 minutes for FY 2019, decreased by 38.04%. Data Source: Annual reports of BREB Target value: -20% Actual value: Transmission losses reduced to 2.5% (2016 baseline: 3.0%) Progress/Status: PGCB target. Overall transmission loss is 2.6%. Data Source: Annual reports of PGCB Actual value: Rural distribution losses reduced to 9.0% (2016 baseline: Losses at 12.5%) Progress/Status: System loss is 8.16% by June 2024. Data Source: Annual reports of BREB Actual value: Tariffs reviewed annually and reset to increasingly cover costs of transmission and distribution utilities as per approved regulations (2016 baseline: Occasional tariff reviews are not based on approved regulations) Progress/Status: Complied. All utilities submitted their application to increase tariff in Nov 2019. BERC approved the tariff revision in February 2024. Data Source: Annual reports of PGCB, DESCO, and BREB Base year: 2016 Baseline value: NAt least 68,727 tons of carbon emissions are avoided every year (2016 baseline: 0) Progress/Status: On going. Data Source: Annual report of BREB and PSMP Actual value: XM-DAC-46004-49423-006-LN4039Asian Development BankThe proposed additional financing will yield expansion of Output 3 (distribution network in rural areas of Bangladesh improved) of the original project. Over 46,000 km (Original: 38,000 km) of 33 kV and 11 kV distribution lines and associated facilities rehabilitated, and over 16,000 km (Original: 12,000 km) of 33 kV and 11 kV distribution lines and associated facilities will be constructed. An updated design and monitoring framework is in Attachment 2. Asian Development BankBangladesh Rural Electrification BoardMinistry of Power, Energy and Mineral ResourcesAsian Development BankAsian Development BankNazmun Naharhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=49423-006 (Active)&officer= khoriguchi@adb.org&division= Energy Sector Office (SG-ENE)&projectcountry= BangladeshBangladesh23.89507 90.29226Addressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityStrengthening governance and institutional capacityPromoting rural development and food securityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityInclusive economic growthPartnershipsEnvironmentally sustainable growthGovernance and capacity developmentEffective gender mainstreaming (EGM)130000000Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board128428.13Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board2570038.32Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board2360907.85Asian Development BankBangladesh Rural Electrification Board913644.82Asian Development BankBangladesh Rural Electrification Board231138.35Asian Development BankBangladesh Rural Electrification Board895864.75Asian Development BankBangladesh Rural Electrification Board911584.48Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board2678546.73Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board1359982.37Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board292250.00Asian Development BankBangladesh Rural Electrification Board466150.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board31087.43Asian Development BankBangladesh Rural Electrification Board637791.80Asian Development BankBangladesh Rural Electrification Board101912.00Asian Development BankBangladesh Rural Electrification Board1513136.70Asian Development BankBangladesh Rural Electrification Board3634184.70Asian Development BankBangladesh Rural Electrification Board1293790.40Asian Development BankBangladesh Rural Electrification Board5844967.94Asian Development BankBangladesh Rural Electrification Board3498187.32Asian Development BankBangladesh Rural Electrification Board4737686.30Asian Development BankBangladesh Rural Electrification Board4303920.00Asian Development BankBangladesh Rural Electrification Board7333780.95Asian Development BankBangladesh Rural Electrification Board105540.80Asian Development BankBangladesh Rural Electrification Board135180.72Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board94600.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board1178856.93Asian Development BankBangladesh Rural Electrification Board228848.80Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board8205409.30Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board3322992.29Asian Development BankBangladesh Rural Electrification Board3728384.00Asian Development BankBangladesh Rural Electrification Board2025465.00Asian Development BankBangladesh Rural Electrification Board466071.78Asian Development BankBangladesh Rural Electrification Board3626634.10Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board267117.42Asian Development BankBangladesh Rural Electrification Board2131763.57Asian Development BankBangladesh Rural Electrification Board3705012.38Asian Development BankBangladesh Rural Electrification Board4637022.55Asian Development BankBangladesh Rural Electrification Board2698160.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board3250000.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board3250000.00Asian Development BankBangladesh Rural Electrification Board9098.75Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board118304.40Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board157392.89Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board184000.64Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board297734.49Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board531254.86Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board704485.15Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board780006.98Asian Development BankBangladesh Rural Electrification BoardPerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity in power sector agencies enhanced Indicator: At least 30% trained women employees in geographic information system and asset mapping teams (Baseline: 0) Data Source: Project progress report of BREB. Actual value: Output: Capacity in power sector agencies enhanced Indicator: Capital expenditure investment and tariff petitions by transmission and distribution utilities in accordance with approved tariff regulations annually submitted. (Baseline: Occasional filing) Progress/Status: Tariff petition has been annually submitted by PGCB, DESCO and BREB . Data Source: Tariff filing petitions received by the Bangladesh Energy Regulatory Commission Baseline year: 2016 Baseline value: n Baseline year: 2016 Baseline value: n Target year: 2025 Target value: yOutput: Capacity in power sector agencies enhanced Indicator: GIS-based mapping implemented for Northern Electricity Supply Company Limited, and al least 30% women employees in five PBS trained in GIS and asset mapping and BREB's GIS directorate strengthened with GIS equipment for future uses in all PBSs . Progress/Status: GIS mapping scope is being implemented for NESCO. Consultant recruitment process is ongoing under Loan 3523. BREB's GIS scope is being implemented under World Bank financing. Training of women employee on GIS mapping is being implemented for BREB under Grant 9190. Data Source: Annual report of BREB and PBSs Baseline year: 2016 Baseline value: n Baseline year: 2016 Baseline value: n Target year: 2025 Target value: yOutput: Capacity in power sector agencies enhanced Indicator: Detailed engineering reports for four projects completed (Baseline: 0) Progress/Status: 2 studies are ongoing for 4 solar and wind project development. Data Source: Review reports from Power Cell Actual value: Output: Capacity in power sector agencies enhanced Indicator: Measures to attract more women employees in at least five PBSs in place . (Baseline: 0) Progress/Status: Consulting firm is recruited under Grant 9190. Women friendly measures and activities are ongoing. Data Source: Review reports from BREB and PBSs Actual value: Output: Distribution network in DESCO service areas improved Indicator: Distribution automation system in Dhaka city installed Data Source: Annual Reports of BREB Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2025 Target value: YOutput: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: More than 38,000 km of 33 kV and 11 kV distribution lines and associated facilities rehabilitated (Baseline: 0) Progress/Status: Till now, 28,777 km 33 and 11 kV distribution lines and associated facilities has been rehabilitated. Data Source: Annual reports of BREB and PBSs Actual value: Output: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: Over 15,990 km of 33 kV and 11 kV distribution lines and associated facilities with EWCD designs constructed (Baseline: 0) Progress/Status: Till now, 11,388 km 33 and 11 kV distribution lines and associated facilities constructed . Data Source: Annual reports of BREB and PBSs Actual value: Output: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: 200 people trained on energy-based livelihoods with at least 30% women and 50 small businesses, including 50% led by women entrepreneurs, supported (Baseline: 0) Progress/Status: 351 BPL consumers including 35% women already trained on selected business. Data Source: Annual reports of BREB and PBSs Actual value: Output: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: At least 1,000 end-users (at least 40% women) trained on safe and efficient use of energy (Baseline: 0) Progress/Status: 1585 newly electrified consumer already trained on safe, efficient & productive use of electricity Data Source: Annual reports of BREB and PBSs Actual value: Output: National transmission network in southern Bangladesh strengthened Indicator: About 174 km of 400 kV transmission lines and associated facilities constructed Data Source: Annual Reports of PGCB Actual value: Access to efficient and reliable electricity supply in Bangladesh improvedAbout 1,100,000 new connections, including 1,025,000 rural households, connected to electricity network and benefiting at least 875,000 women (2016 baseline: 0) Progress/Status: Ongoing. Total 943,170 new connections have been provided by BREB. Data Source: Annual reports of BREB Actual value: Average system interruption duration index for DESCO-operated part of Dhaka city decreased by at least 25% (2015 baseline: 646 minutes) Progress/Status: DESCO target achieved. System Average Interruption Duration Index (SAIDI) is 394.01 which is decreased by 38.85%. Data Source: Annual reports of DESCO Target value: -25% Actual value: Average system interruption duration index for BREB decreased by at least 22% (2015 baseline: 1,990 minutes based on planned interruptions for 11 kV feeders) Progress/Status: System Average Interruption Duration Index (SAIDI) is 1,233 minutes for FY 2019, decreased by 38.04%. Data Source: Annual reports of BREB Target value: -20% Actual value: Transmission losses reduced to 2.5% (2016 baseline: 3.0%) Progress/Status: PGCB target. Overall transmission loss is 2.6%. Data Source: Annual reports of PGCB Actual value: Rural distribution losses reduced to 9.0% (2016 baseline: Losses at 12.5%) Progress/Status: System loss is 8.16% by June 2024. Data Source: Annual reports of BREB Actual value: Tariffs reviewed annually and reset to increasingly cover costs of transmission and distribution utilities as per approved regulations (2016 baseline: Occasional tariff reviews are not based on approved regulations) Progress/Status: Complied. All utilities submitted their application to increase tariff in Nov 2019. BERC approved the tariff revision in February 2024. Data Source: Annual reports of PGCB, DESCO, and BREB Base year: 2016 Baseline value: NAt least 68,727 tons of carbon emissions are avoided every year (2016 baseline: 0) Progress/Status: On going. Data Source: Annual report of BREB and PSMP Actual value: XM-DAC-46004-49074-001-LN3278Asian Development BankADB will provide a 5-year senior unsecured term loan to BRAC Bank of up to $30 million. The proceeds will be used to finance socially and environmentally sustainable projects, which include (i) the construction or expansion of RMG factories that meet the high structural, fire, and electrical safety standards required by the accord or the alliance; and (ii) improvement of existing factories to meet any of the above standards. The loan will also fund construction of wastewater and ETPs in the industry sector, primarily in the textile and garment industry.Asian Development BankBRAC BANK LIMITEDAsian Development BankAsian Development BankDoukas Doukidishttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=49074-001 (Active)&officer= ddoukidis@adb.org&division= Portfolio Management Division, PSOD&projectcountry= BangladeshBangladesh23.89507 90.29226Inclusive economic growthEnvironmentally sustainable growthPrivate sector developmentEffective gender mainstreaming (EGM)15000000Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED8571428.58Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED221727.50Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITED0.00Asian Development BankBRAC BANK LIMITEDPerformanceFiduciaryOutput/s as listed by the project staff.Output: BRAC Bank?s lending to safe garment factories and wastewater treatment plants expanded Indicator: BRAC Bank's lending program for sustainable projects increases to $46 million in 2018 (2014 baseline: $16 million) Data Source: Annual development effectiveness monitoring reports from BRAC Bank Actual value: Output: BRAC Bank?s lending to safe garment factories and wastewater treatment plants expanded Indicator: 10 RMG factories are upgraded or expanded to the standards required by the accord or the alliance by 2018 (2014 baseline: not applicable) Actual value: Output: BRAC Bank?s lending to safe garment factories and wastewater treatment plants expanded Indicator: One new RMG factory that meets the accord or alliance standards is constructed by 2018 (2014 baseline: not applicable) Actual value: Output: BRAC Bank?s lending to safe garment factories and wastewater treatment plants expanded Indicator: Development of five effluent or wastewater treatment plants in industry sector by 2018 (2014 baseline: not applicable) Actual value: Output: BRAC Bank?s lending to safe garment factories and wastewater treatment plants expanded Indicator: Improve working conditions for 22,000 women workers by 2018 (2014 baseline: not applicable) Actual value: BRAC Bank?s lending operations for social and environment projects sustained100% of BRAC Bank's clients in the RMG industry completed the safety remediation work required by the accord or the alliance Data Source: BRAC Bank's annual audited financial reports; Annual development effectiveness monitoring reports from BRAC Bank Baseline value: 0100% of BRAC Bank's RMG clients with dyeing and/or washing facilities have operational effluent treatment plant Baseline value: 0Nonperforming loan ratio for the portfolio in the RMG industry is less than 2% Actual value: Nonperforming loan ratio for the entire portfolio is less than the baseline Actual value: XM-DAC-46004-50197-001-LN3480Asian Development BankADB will provide a 5-year senior unsecured term loan to Eastern Bank of up to $20 million. The proceeds will be used to finance socially and environmentally sustainable projects in the textile and garment sector. In particular, the proposed loan will finance the construction or expansion of textile and garment factories that meet the high structural, fire, and electrical safety standards required by the accord or the alliance. All sub-borrowers will be required to consider energy efficiency and be encouraged to select energy efficient designs and equipment for the sub-projects.Asian Development BankEASTERN BANK LTD.Asian Development BankAsian Development BankDoukas Doukidishttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=50197-001 (Active)&officer= ddoukidis@adb.org&division= Portfolio Management Division, PSOD&projectcountry= BangladeshBangladesh23.89507 90.29226Inclusive economic growthPrivate sector developmentEffective gender mainstreaming (EGM)20000000Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK 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LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.1176470.59Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.1176470.59Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.1176470.59Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.1176470.59Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.1176470.59Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.1176470.59Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.1176470.59Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.1176470.59Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.1176470.59Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.1176470.59Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.1176470.59Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.1176470.59Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.1176470.56Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.192090.93Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.164081.21Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.132857.56Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.90684.64Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.78726.97Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.70771.83Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.61155.12Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.51754.51Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.42222.50Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.35463.71Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.33723.05Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.30767.52Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.19802.05Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.0.00Asian Development BankEASTERN BANK LTD.PerformanceFiduciaryOutput/s as listed by the project staff.Output: Expansion of EBL?s lending to textile and garment factories meeting adequate social and environmental standards. Indicator: To be filled out Data Source: to be provided Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2021 Target value: YSustainable growth of EBL?s lending for social and environmental projects.to be provided in the RRP Data Source: to be provided in the RRP Base year: 2016 Baseline value: N XM-DAC-46004-46904-014-LN2883Asian Development BankPRAN Agribusiness Project ADB will support the development of new agribusiness production facilities by PRAN, the largest food and agribusiness group in Bangladesh. As part of its vertical integration and import substitution strategy, PRAN will invest in a liquid glucose plant and a flour mill. The project also includes a frozen food processing plant. Frozen food produced will be mainly flat breads made from flour. Maize and wheat will be procured from local farmers to produce liquid glucose and flour. ADB will provide a $25.1 million loan to the new project company, which will be guaranteed by several existing group companies. This is ADB's first non-sovereign agribusiness project since 1985. It reflects PSOD's strategy of being more active in sectors with high development impact potential, particularly in Asian Development Fund countries such as BangladeshAsian Development BankSylvan Agriculture LimitedAsian Development BankAsian Development BankAvesh Prakash Patilhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=46904-014 (Active)&officer= aveshpatil@adb.org&division= Portfolio Management Division, PSOD&projectcountry= BangladeshBangladesh24 90Private sector developmentInclusive economic growth25100000Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited1215000.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited26850.84Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture LimitedPerformanceFiduciaryOutput/s as listed by the project staff.Output: Agribusiness project components completed and operated Indicator: Liquid glucose plant with annual capacity of 45,000 tons of glucose and 90,000 tons of starch in operation by 2015 Progress/Status: Not yet applicable Data Source: SAL reports Baseline value: 0 Baseline value: 0 Target year: 2015 Target value: 45000Output: Agribusiness project components completed and operated Indicator: Flour mill with annual capacity of 90,000 tons in operation by 2015 Progress/Status: Not yet applicable Data Source: SAL reports Baseline value: 0 Baseline value: 0 Target year: 2015 Target value: 90000Output: Agribusiness project components completed and operated Indicator: Frozen food plant with annual capacity of 180 million units in operation by 2015 Progress/Status: Not yet applicable Data Source: SAL reports Baseline value: 0 Baseline value: 0 Target year: 2015 Target value: 180000000Output: Agribusiness project components completed and operated Indicator: All corrective actions identified in EMP, PRAN group's ESMS, and CAP implemented by 2015 Progress/Status: Not yet applicable Data Source: SAL reports Baseline value: N Baseline value: N Target year: 2015 Target value: YHigh-value food products processed with inputs from local farmersSales of SAL reaching at least $50 million by 2016 Progress/Status: Not yet applicable Data Source: SAL reports Baseline value: 0Agricultural products sourced from Bangladesh farmers reaching $30 million by 2016 Progress/Status: Not yet applicable Data Source: SAL reports Baseline value: 0The project's direct employment reaching 1,000 by 2016, including at least 30% women Progress/Status: Not yet applicable Data Source: SAL reports Baseline value: 0Number of maize and wheat farmers benefiting from the project's guaranteed purchase reaching 50,000 by 2016 Progress/Status: Not yet applicable Data Source: SAL reports Baseline value: 0 XM-DAC-46004-44951-014-LN3236Asian Development BankThe Project involves design, engineering, construction and operation of a 341MW combined cycle gas-fired power plant. The Project will alleviate a severe power shortage adversely impacting the country's economic growth and poverty reduction efforts by adding 341 MW of greenfield power capacity generating cleaner, efficient, reliable and affordable electricity. The Project will also stimulate the economy by purchasing local goods and services and creating jobs for qualified locals in the Project area and in the country. The Project will also catalyze, private sector investment in power generation in Bangladesh, using a public-private partnership framework.Asian Development BankSummit Bibiyana II Power Company LimitedAsian Development BankAsian Development BankHelen Carnecerhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=44951-014 (Active)&officer= zmosnier@adb.org&division= Portfolio Management Division, PSOD&projectcountry= BangladeshBangladesh24 90Private sector developmentEnvironmentally sustainable growthInclusive economic growth74999384Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company 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Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited2587479.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company 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Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited1976416.21Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited10000.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited1877603.45Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company 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Company Limited1604475.44Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited10000.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited1497490.80Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited1399266.74Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited10000.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited1306943.83Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited1174777.67Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited10000.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited1063805.19Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited956659.34Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited10464.88Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company Limited849513.49Asian Development BankSummit Bibiyana II Power Company Limited0.00Asian Development BankSummit Bibiyana II Power Company LimitedPerformanceFiduciaryOutput/s as listed by the project staff.Output: Construction and operation of a power plant running on indegenous gas Indicator: 341 MW of additional combined cycle capacity commissioned in 2016 Data Source: Development effectiveness monitoring reports Actual value: Output: Construction and operation of a power plant running on indegenous gas Indicator: 900 people locally employed during construction from 2014 to 2016 Data Source: Project construction report and completion certification by lenders's technical advisor Actual value: Operation of low cost and low carbon emission power generation sustainedThe gas combined cycle generation dispatches an estimated power generation of about 2,500 GWh annually Data Source: Development Effectiveness monitoring reports Actual value: 70 people locally employed during the combined cycle operation from 2016 onwards Data Source: Development Effectiveness monitoring reports Actual value: The net average tariff from the project is lower than for plants running on imported fuel from 2015 to 2018 Data Source: BPDB and Ministry of Power, Energy & Mineral Resources statistics Base year: 2015 Baseline value: YAbout $60 million of corporate income tax paid to the geovernment for the entire project period Data Source: Audited Financial Statements XM-DAC-46004-51152-001-LN3763Asian Development BankThe project will support the construction of a manufacturing plant and the purchase of machinery and equipment to produce potato chips, potato flakes, and pasta. The manufacturing facilities will be located in Habiganj Industrial Park, 120 kilometers from Dhaka, where the starch and liquid glucose plant is also located. The project will promote inclusive and sustainable agricultural value chains with higher local value addition of farm produce.Asian Development BankSylvan Agriculture LimitedAsian Development BankAsian Development BankMartin Philippe Bernard Lemoinehttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=51152-001 (Approved)&officer= zmosnier@adb.org&division= Office of the Director General, PSOD&projectcountry= BangladeshBangladesh23.89507 90.29226Inclusive economic growthPrivate sector developmentEffective gender mainstreaming (EGM)14200000Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited5000000.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited9200000.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited500000.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited1420000.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited1420000.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited1420000.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited1420000.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited1420000.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited1420000.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited1420000.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited3760000.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited117615.12Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited122719.02Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited265222.68Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited234771.08Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited203960.09Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited172381.65Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited145036.81Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited113290.98Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited103499.92Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture Limited0.00Asian Development BankSylvan Agriculture LimitedPerformanceFiduciaryOutput/s as listed by the project staff.Output: Food processing operations increased Indicator: Food processing plant with a capacity to process 3,600 MT of potato chips per annum commissions (baseline, N/A) Data Source: PRAN annual monitoring report Actual value: Output: Food processing operations increased Indicator: Food processing plant with a capacity to process 1,500 MT of pasta per annum commissions (baseline, N/A) Data Source: PRAN annual monitoring report Actual value: Output: Food processing operations increased Indicator: Food processing plant with a capacity to process 3,000 MT of potato flakes per annum commissions (baseline, N/A) Data Source: PRAN annual monitoring report Actual value: Production of foodstuffs increased leading improved rural livelihoodsNumber of contract farmers linked to PRAN increased to [x] (2016 baseline: [x]) Data Source: PRAN annual monitoring report Actual value: Number of jobs provided to women during operation amount to at least [x] (baseline: 0, [year]) Data Source: PRAN annual monitoring report Actual value: Annual purchases from contract farmers increase to $[x] (2016 baseline: [x]) Data Source: PRAN annual monitoring report Actual value: Total domestic sales during the lifetime of the project $US[x] (2016 baseline: [x]) Data Source: PRAN annual monitoring report Actual value: Total export sales during the lifetime of the project $US[x] (2016 baseline: [x]) Data Source: PRAN annual monitoring report Actual value: XM-DAC-46004-50253-001-LN3608Asian Development BankThe proposed Project will include a natural gas fired power plant (CCPP). The 718 MW CCPP, utilizing re-gasified LNG (RLNG) as fuel, is proposed to be located on land allotted by Bangladesh Power Development Board (BPDB), in Meghnaghat, Narayanganj District. The project initially also included an LNG terminal located near Kutubdia Island but since ADB's Board approval, the Project scope has been reduced. The project will only consist of the CCPP and the ADB loan and guarantee amounts will be reduced accordingly.Asian Development BankReliance Bangladesh LNG and Power LimitedAsian Development BankAsian Development BankHaroun Khawajahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=50253-001 (Active)&officer= zmosnier@adb.org&division= Portfolio Management Division, PSOD&projectcountry= BangladeshMeghnaghat23.60972 90.60139Private sector developmentPartnershipsEnvironmentally sustainable growthRegional integrationInclusive economic growthSome gender elements (SGE)100000000Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited43445182.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited9070823.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited14715765.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited6851273.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited6751394.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited5835812.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited3688061.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited9639490.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited300000.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited1800000.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited2300000.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited2800000.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited2900000.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited3000000.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited3000000.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited5000.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited3000000.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited231111.11Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited10000.00Asian Development BankReliance Bangladesh LNG and Power Limited5000.00Asian Development BankReliance Bangladesh LNG and Power Limited10000.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited1043996.57Asian Development BankReliance Bangladesh LNG and Power Limited20000.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited5000.00Asian Development BankReliance Bangladesh LNG and Power Limited10000.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited1564867.51Asian Development BankReliance Bangladesh LNG and Power Limited5000.00Asian Development BankReliance Bangladesh LNG and Power Limited5000.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited5000.00Asian Development BankReliance Bangladesh LNG and Power Limited1892812.51Asian Development BankReliance Bangladesh LNG and Power Limited20000.00Asian Development BankReliance Bangladesh LNG and Power Limited5000.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited5000.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited2225861.98Asian Development BankReliance Bangladesh LNG and Power Limited10000.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited26560.61Asian Development BankReliance Bangladesh LNG and Power Limited2431305.23Asian Development BankReliance Bangladesh LNG and Power Limited20000.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited2782057.60Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited2682480.29Asian Development BankReliance Bangladesh LNG and Power Limited25000.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited2720783.95Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited2486579.80Asian Development BankReliance Bangladesh LNG and Power Limited20000.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited5000.00Asian Development BankReliance Bangladesh LNG and Power Limited2544981.23Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power Limited2341677.05Asian Development BankReliance Bangladesh LNG and Power Limited0.00Asian Development BankReliance Bangladesh LNG and Power LimitedPerformanceFiduciaryOutput/s as listed by the project staff.Output: CCPP installed and commissioned Indicator: Total installed electricity generation capacity of project increased to 745MW (2017 baseline: zero) Data Source: RBLPL and RBLTL annual monitoring reports Actual value: Output: Growth of local economy supported Indicator: Total domestic purchases during construction (2017 baselines: zero) amount to (i) at least US$30 million by the combined cycle power plant Data Source: RBLPL and RBLTL annual monitoring reports Baseline year: 2017 Baseline value: 0 Target year: 2020 Target value: 30,000,000Output: Growth of local economy supported Indicator: Total domestic purchases during construction (2017 baselines: zero) amount to (ii) at least US$11 million by the LNG terminal Data Source: RBLPL and RBLTL annual monitoring reports Baseline year: 2017 Baseline value: 0 Target year: 2020 Target value: 11,000,000Output: LNG terminal installed and commissioned Indicator: Total installed LNG regasification capacity increased to 500 mmscfd (2017 baseline: zero) Data Source: RBLPL and RBLTL annual monitoring reports Actual value: Output: Local employment generated Indicator: Number of jobs provided during construction phase (2017 baselines: zero) amount to (i) at least [500] by the power plant (ii) at least [500] by the LNG terminal Data Source: RBLPL and RBLTL annual monitoring reports Actual value: Ability of Bangladesh?s electricity and gas systems to respond to demand improvedElectricity generated and delivered to offtaker increased to 5,300GWh per year (2017baseline: zero) Data Source: RBLPL and RBLTL annual monitoring reports Target value: 5,300 Actual value: 1,016,962 tons of CO2 avoided annually (2017 baseline: 0) Data Source: RBLPL and RBLTL annual monitoring reports Target value: 1,016,962 Actual value: 185 million mmBtu of gas processed per year (2017 baseline: zero) Data Source: RBLPL and RBLTL annual monitoring reports Target value: 185,000,000 Actual value: Number of jobs provided during operation (2017 baselines: zero) amount to: at least [160] by the combined cycle power plant Data Source: RBLPL and RBLTL annual monitoring reports Actual value: Number of jobs provided during operation (2017 baselines: zero) amount to: at least [70] by the LNG terminal Data Source: RBLPL and RBLTL annual monitoring reports Actual value: Total payments to government provided during operations at least US$8 million by the LNG terminal (baseline: zero) Data Source: RBLPL and RBLTL annual monitoring reports Target value: 8,000,000 Actual value: XM-DAC-46004-54236-001-LN3953Asian Development BankThe transaction involves a loan of up to $10,000,000 to Pran Dairy Limited (PDL). The project will help PDL sustain its operations during the COVID-19 crisis, by providing financing for working capital and operational expenditure. It will enable PDL to step up the procurement of milk and other raw materials and thereby build enough buffer inventory to cope with supply chain disruptions. The liquidity support will also help finance longer accounts receivable periods and advances to farmers, increases in operating expenses, and the continuation of timely payments to farmers, employees, and agents.Asian Development BankPran Dairy LimitedAsian Development BankAsian Development BankEdwin Davidhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=54236-001 (Active)&officer= zmosnier@adb.org&division= Portfolio Management Division, PSOD&projectcountry= BangladeshBangladesh23.89507 90.29226Addressing remaining poverty and reducing inequalitiesPromoting rural development and food securityAccelerating progress in gender equalityInclusive economic growthPrivate sector developmentEffective gender mainstreaming (EGM)10000000Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited10000000.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited2000000.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited2000000.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited2000000.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited2000000.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited2000000.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited100000.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited341.63Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited69125.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited113057.78Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited83410.83Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited5000.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited56712.21Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited27803.61Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy Limited0.00Asian Development BankPran Dairy LimitedPerformanceFiduciaryOutput/s as listed by the project staff.Output: Gender equality of PDL?s work environment improved Indicator: At least five women per year are being prepared through mentorship or other professional development opportunities to move into more senior management roles, starting in Q4 2021 (2019 baseline: 0) Data Source: Development effectiveness monitoring reports Actual value: Output: Gender equality of PDL?s work environment improved Indicator: Annual training by a third-party expert for PRAN's anti-sexual harassment committee on effective implementation of the anti-sexual harassment policy, including the development of an effective reporting mechanism, investigative procedure, and redress mechanism by Q4 2021d (2019 baseline: 0) Data Source: Development effectiveness monitoring reports Actual value: Output: Gender responsiveness of PDL?s corporate social responsibility program enhanced Indicator: At least 30% of farmers trained by the PRAN Academy from Q1 2021 are women (2019 baseline: less than 10%) Data Source: Development effectiveness monitoring reports Actual value: Output: Gender responsiveness of PDL?s corporate social responsibility program enhanced Indicator: PDL donates dairy products to at least one women's organization each month, and at least until Q2 2021, which benefits at least 500 women and their families (2019 baseline: not applicable) Data Source: Development effectiveness monitoring reports Actual value: Output: Livelihoods for contract farmers and factory workers retained, including the number of women contract farmers and factory workers Indicator: Ratio of female contract farmers to total contract farmers retained at 25% by 2023 (2019 baseline: 25%) Data Source: Development effectiveness monitoring reports Actual value: Output: Livelihoods for contract farmers and factory workers retained, including the number of women contract farmers and factory workers Indicator: Ratio of female factory workers to total factory workers retained at 39% by 2023 (2019 baseline: 39%) Data Source: Development effectiveness monitoring reports Actual value: Output: Operations and processing of milk and milk products increased Indicator: Annual average capacity utilization of milk processing plants increased to 80% in 2020-2021 (2019 baseline: 60%) Data Source: Development effectiveness monitoring reports Actual value: Output: Operations and processing of milk and milk products increased Indicator: Total amount of raw milk procured from contract farmers increased to 54,000,000 liters per year in 2020-2021 (2019 baseline: 49,275,000 liters per year) Data Source: Development effectiveness monitoring reports Actual value: Production of milk and milk products increased, and economic situation of farmers and workers improved.Total annual sales of milk and milk products increased to Tk17.0 billion by 2023 (2019 baseline: Tk12.7 billion) Data Source: Annual financial statements and development effectiveness monitoring reports Actual value: Average annual per capita income of dairy contract farmers' households increased to Tk70,471 by 2023 (2019 baseline: Tk50,850) Data Source: Annual financial statements and development effectiveness monitoring reports Actual value: Average annual income of factory workers increased to Tk60,978 by 2023 (2019 baseline: Tk44,000) Data Source: Annual financial statements and development effectiveness monitoring reports Actual value: Number of contract farmers maintained at 12,000, of whom 3,000 are women, up to 2023 (2019 baseline: 12,000, of whom 3,000 are women) Data Source: Annual financial statements and development effectiveness monitoring reports Actual value: Number of factory workers maintained at 6,153, of whom 2,384 are women, up to 2023 (2019 baseline: 6,153, of whom 2,384 are women) Data Source: Annual financial statements and development effectiveness monitoring reports Actual value: XM-DAC-46004-53382-002-LN4108Asian Development BankThe investment project will finance improvement of the approximately 210 kilometers Dhaka-Sylhet section of the existing National Highway No. 2 from a two-lane road into four lanes, with slow moving vehicular traffic lanes on both sides. The project road connects to the borders with India via the Sylhet-Tamabil section and is designed with features for elderly, women, children and differently-abled inclusion, and disaster and climate risks. This will improve efficiency, connectivity and safety of the Dhaka-Sylhet international corridor. The investment project will also improve the geometric design of the existing alignment at major control points such as sharp curves and commercial and residential centers, in line with best engineering practice. The Investment Project will also assist the Roads and Highways Department (RHD) in strengthening its capacity for road safety and road asset maintenance, partly through the attached transaction technical assistance funded by the Japan Fund for Poverty Reduction (subject to the approval of the Government of Japan) and the ADB's Technical Assistance Special Fund.Asian Development BankMinistry of Road Transport and BridgesAsian Development BankAsian Development BankSatomi Sakaguchihttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=53382-002 (Active)&officer= ssakaguchi@adb.org&division= Transport Sector Office (SG-TRA)&projectcountry= BangladeshSylhet24.89904 91.87198Dhaka23.7104 90.40744Addressing remaining poverty and reducing inequalitiesFostering regional cooperation and integrationStrengthening governance and institutional capacityAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityGovernance and capacity developmentPartnershipsInclusive economic growthRegional integrationEnvironmentally sustainable growthEffective gender mainstreaming (EGM)400000000Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges146666.67Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges5218.59Asian Development BankMinistry of Road Transport and Bridges10089.63Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges307950.87Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges29913435.65Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges9912115.90Asian Development BankMinistry of Road Transport and Bridges14306363.67Asian Development BankMinistry of Road Transport and Bridges21005043.53Asian Development BankMinistry of Road Transport and Bridges2616583.00Asian Development BankMinistry of Road Transport and Bridges15162126.29Asian Development BankMinistry of Road Transport and Bridges1992251.32Asian Development BankMinistry of Road Transport and Bridges3513051.18Asian Development BankMinistry of Road Transport and Bridges723307.62Asian Development BankMinistry of Road Transport and Bridges290750.56Asian Development BankMinistry of Road Transport and Bridges41240064.72Asian Development BankMinistry of Road Transport and Bridges3252172.19Asian Development BankMinistry of Road Transport and Bridges2230143.66Asian Development BankMinistry of Road Transport and Bridges7234121.55Asian Development BankMinistry of Road Transport and Bridges13750822.52Asian Development BankMinistry of Road Transport and Bridges6008212.27Asian Development BankMinistry of Road Transport and Bridges19280072.70Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges266303.13Asian Development BankMinistry of Road Transport and Bridges6244697.47Asian Development BankMinistry of Road Transport and Bridges4869768.48Asian Development BankMinistry of Road Transport and Bridges2953466.19Asian Development BankMinistry of Road Transport and Bridges22143525.73Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges3323615.63Asian Development BankMinistry of Road Transport and Bridges17170323.10Asian Development BankMinistry of Road Transport and Bridges3074318.79Asian Development BankMinistry of Road Transport and Bridges12069243.58Asian Development BankMinistry of Road Transport and Bridges12217619.61Asian Development BankMinistry of Road Transport and Bridges1133208.58Asian Development BankMinistry of Road Transport and Bridges11627047.87Asian Development BankMinistry of Road Transport and Bridges12066582.60Asian Development BankMinistry of Road Transport and Bridges11834643.25Asian Development BankMinistry of Road Transport and Bridges5222464.41Asian Development BankMinistry of Road Transport and Bridges28703015.32Asian Development BankMinistry of Road Transport and Bridges10771.38Asian Development BankMinistry of Road Transport and Bridges4191599.95Asian Development BankMinistry of Road Transport and Bridges13000873.27Asian Development BankMinistry of Road Transport and Bridges5714132.75Asian Development BankMinistry of Road Transport and Bridges8830625.52Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges7459224.51Asian Development BankMinistry of Road Transport and Bridges146666.67Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges307950.87Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges604356.80Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges2306498.07Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges3928650.48Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges3086877.11Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges6520295.87Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges7386775.71Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges8387784.94Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and BridgesPerformanceFiduciaryOutput/s as listed by the project staff.Output: The Dhaka-Sylhet corridor road upgraded with enhanced road safety, elderly, women, children, and differently abled- responsive, and climate- and disaster-resilient features Indicator: An information technology-based road accident data collection and management system operationalized at the Roads and Highways Department Achievement: 0 Progress/Status: Initial findings on crash data, road maintenance and management system, and road safety submitted. Data Source: Consultant's annual progress reports Baseline year: 2021 Baseline value: N Baseline year: 2021 Baseline value: N Target year: 2025 Target value: Y Actual value: 0Output: Indicator Indicator: A road safety road map for the Roads and Highways Department completed with institutional reform plans on the use of road accident data and a safety audit and/or inspection program Achievement: 0 Progress/Status: Initial findings on crash data, road maintenance and management system, and road safety submitted. Data Source: Final road safety road map for the Roads and Highways Department Baseline year: 2021 Baseline value: N Baseline year: 2021 Baseline value: N Target year: 2025 Target value: Y Actual value: 0Output: Indicator Indicator: A new system for assessing road maintenance investment needs operationalized and/or adopted at the Roads and Highways Department as supplementary to the existing system Achievement: 0 Progress/Status: Review and assessment of the road network and asset management in Bangladesh and proposed improvements submitted. Data Source: Consultant's annual progress reports Baseline year: 2021 Baseline value: N Baseline year: 2021 Baseline value: N Target year: 2025 Target value: Y Actual value: 0Output: Indicator Indicator: A gender equality and social inclusion strategy developed for the Roads and Highways Department Achievement: 0 Progress/Status: Not yet due. Data Source: A gender equality and social inclusion strategy document received by Roads and Highways Department Baseline year: 2021 Baseline value: N Baseline year: 2021 Baseline value: N Target year: 2025 Target value: Y Actual value: 0Output: Indicator Indicator: 15% progress towards at least 210 km of road upgraded to four lanes with two slow-moving vehicular traffic lanes for local traffic, 60 km of new footpaths, 26 new footbridges, 13 new overpasses incorporating elderly, women, children, differently abled-responsive, and climate- and disaster-resilient features Achievement: 1 Progress/Status: 7 packages, 13 lots have been awarded. As of 30 June 2026, the overall civil work progress is 22.30%. Data Source: Data from the Roads and Highways Department's annual project progress reportsOutput: Indicator Indicator: At least 40 public education campaign signs and/or billboards that include information on road safety, COVID-19, human trafficking, social inclusiveness, and avoidance of sexual exploitation set up in strategic locations along the corridor Achievement: 22 Progress/Status: The project conducted 22 community awareness programs on road safety, gender-based violence, sexually transmitted diseases, HIV/AIDS, COVID-19, and other infectious diseases, reaching 815 community members, of whom 270 (33%) were women. Data Source: Data from the Roads and Highways Department's annual project progress reportsOutput: Indicator Indicator: At least 500 community members (30% women) reported increased knowledge and/or awareness on safe road use Achievement: 140 Progress/Status: Ongoing. Training was held for around 100 community members. Data Source: Post-training/workshop surveys conducted by consultants.Mobility, access, and regional trade along the Dhaka-Sylhet corridor road improved.Average daily vehicle-kilometers in the first full year of operation increased to 3.8 million vehicle-kilometers Achievement: 0 Progress/Status: To be measured after project completion Data Source: Annual surveys by the Roads and Highways Department consultantsTotal road fatalities per 100,000,000 vehicle-kilometers traveled along the project road reduced by 20% Achievement: 0 Progress/Status: To be measured after project completion Data Source: Annual estimates based on data from police stations and other third-party data sources as available and Roads and Highways Department's surveys on vehicle-kmRegional trade volume total at Akhaura, Sheola, and Tamabil land ports increased by 20% Achievement: 0 Progress/Status: To be measured after project completion Data Source: Annual data from the Bangladesh Land Port Authority on trade volumes of the Akhaura, Sheola, Tamabil land ports90% of the Roads and Highways Department roads assessed as in good to fair condition Achievement: 0 Progress/Status: To be measured after project completion Data Source: Data from the Annual Maintenance and Rehabilitation Needs Report published by the Roads and Highways Department XM-DAC-46004-54336-001-LN4142Asian Development BankWith the onset of the COVID-19 pandemic, government's efforts took on increased urgency and many short-term measures were put in place to provide immediate support for social protection and job protection. While most of the social protection measures were through direct cash or in-kind transfer and expansion of welfare programs, the support for industry and job protection will mostly be carried out through credit lines and liquidity support through financial sector. The total amount of credit lines, refinance programs, and credit protection schemes announced, has reached Tk1 trillion. But the retrenchment of the financial sector and capacity constraints present a challenge to deliver the funds timely and efficiently especially to reach certain highly vulnerable sectors.Asian Development BankMinistry of FinanceAsian Development BankAsian Development BankDongdong Zhanghttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=54336-001 (Active)&officer= malhasan@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh23.89507 90.29226Accelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityStrengthening governance and institutional capacityAddressing remaining poverty and reducing inequalitiesPartnershipsPrivate sector developmentEnvironmentally sustainable growthGovernance and capacity developmentInclusive economic growthEffective gender mainstreaming (EGM)150000000Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance12000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance28000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance37000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance18000000.00Asian Development BankMinistry of Finance27000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance18000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance10000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance89333.33Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance378222.23Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance796722.22Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1051000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1220000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1368000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1400000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1486666.66Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of FinancePerformanceFiduciaryOutput/s as listed by the project staff.Output: Action plan for promoting formal banking sector support for cottage, micro, and small enterprises developed Indicator: By December 2024, a gender-responsive action plan for enhancing access to finance through the banking sector developed by Bangladesh Bank. Progress/Status: Completed. Data Source: TA reports and final report Baseline year: 2021 Baseline value: Not applicable Baseline year: 2021 Baseline value: Not applicable Target year: 2024 Target value: YOutput: Action plan for promoting formal banking sector support for cottage, micro, and small enterprises developed Indicator: By December 2024, at least 400 returning migrants (including at least 150 women) report increased knowledge of accessing financial services Progress/Status: As of June 2024, the TA consulting firm has conducted 13 batches of training programs on financial literacy and business development focusing on the returning migrants in 12 districts of the country, where 428 returning migrants participated, of whom 199 (46.5%) were women. Data Source: TA reports and final report Actual value: Output: Action plan for promoting formal banking sector support for cottage, micro, and small enterprises developed Indicator: By December 2023, an internet-based training platform for small enterprises is established Progress/Status: National Internet outreach Specialist of the TA consulting firm has already developed a framework for internet-based Learning Management System (LMS) for Cottage, Micro and Small enterprises. The training modules and video presentations have already been developed and uploaded in the system. Data Source: TA reports and final report Baseline year: 2021 Baseline value: Not applicable Baseline year: 2021 Baseline value: Not applicable Target year: 2023 Target value: YOutput: Action plan for promoting formal banking sector support for cottage, micro, and small enterprises developed Indicator: By December 2024, at least 200 women entrepreneurs are supported by incubation services Progress/Status: The TA successfully completed this activity by organizing eight batches of training programs in Rajshahi, Chittagong, and Dhaka in collaboration with BRAC Learning Center, Chittagong Women Chamber of Commerce and Industry (CWCCI), SME Foundation, and Bangladesh Women Chamber of Commerce and Industry (BWCCI). During these training programs, a total of 232 people were trained, 210 of them were female. These training programs were held with incubates of CWCCI (3 batches) and SME Foundation (3 batches) in their respective incubation centers, which were built by ADB via the Second Small and Medium-Sized Enterprise Development Project (SMEDP2). Furthermore, the TA project was able to form partnerships with BWCCI and RWCCI, resulting in the organization of two additional batches for those institutions' incubates. Data Source: TA reports and final report Actual value: Output: Capacity of employment-supporting financial institutions strengthened Indicator: By December 2023, at least two financial institutions supported in enhancing their gender-responsive corporate strategy, credit guidelines, risk management, and anti-money laundering policies Progress/Status: The Technical Assistance (TA) component of the project completed the activities related to the development of gender-responsive corporate strategy, credit guidelines and risk management strategy for Karmasangsthan Bank & Probashi Kallyan Bank (PKB). The draft report has been prepared and submitted to the relevant authorities for their review and feedback. Data Source: TA reports, executing agency final report, bank letter confirmation of the policy actions taken Actual value: Output: Capacity of employment-supporting financial institutions strengthened Indicator: By December 2023, at least 100 PFI staff (40% female) have increased awareness of best practices in supporting cottage, micro, and small enterprises. Progress/Status: Achieved and exceeded targets. As of December 2024, total 167 PFI staff have increased awareness of best practices in supporting cottage, micro, and small enterprises, of whom 73 (43.71% female) were female. Data Source: TA reports, executing agency final report, bank letter confirmation of the policy actions taken Actual value: Output: Financial support to enterprises started or operated by migrants, rural enterprises, and youth from the formal banking sector increased Indicator: By June 2025, $150 million credit line to PFIs to expand financing to unemployed youth, returning migrants, and rural entrepreneurs provided Achievement: 40000000 Progress/Status: As of March 2026, an advance of $150 million has been disbursed to the IA (Bangladesh Bank) for onlending it to the PFIs, of which approximately $149.99 million have been disbursed among the target group through 11 PFIs. Data Source: Executing agency report, project periodical monitoring reports, banks' annual reports Baseline year: 2021 Baseline value: 0 Target year: 2025 Target value: $150 million Actual value: 40000000Output: Financial support to enterprises started or operated by migrants, rural enterprises, and youth from the formal banking sector increased Indicator: By June 2025, 30,000 returning migrants, unemployed youth, and rural micro and small business owners (20% women) supported with financing Progress/Status: As of March 2026, 33,451 subborrowers have been supported with financing through the PFIs, comprising 6,589 rural entrepreneurs, 26,309 unemployed youth, and 553 returning migrants. Of the 33,451 subborrowers, 12,465 (37.26%) are rural women entrepreneurs. Data Source: Executing agency report, project periodical monitoring reports, banks' annual reports Actual value: Adverse economic effects of COVID-19 on migrants, youth, and rural entrepreneurs mitigatedBy December 2025, at least 45,000 employment opportunities created among the beneficiaries of the program. Progress/Status: Surveys were conducted by the project management unit (PMU) of Bangladesh Bank, in support with the attached technical assistance. Statistical analysis reveals that a total of 54,470 direct jobs were created as of December 2025 through this project. Data Source: Business registry or project report using sample-based survey Actual value: XM-DAC-46004-44167-015-LN4107Asian Development BankThe multitranche financing facility (MFF) to the People's Republic of Bangladesh for the Flood and Riverbank Erosion Risk Management Investment Program was approved in 2014 to improve the livelihoods in the project area along the Jamuna, Padma, and Ganges rivers in central Bangladesh. It will reduce flood and riverbank erosion risks in priority erosion reaches through structural and nonstructural interventions, and institutional and knowledge-based strengthening. It will implement three subprojects comprising climate-resilient flood embankments protecting critical riparian productive areas in central Bangladesh and capacity building initiatives. It will extend successful riverbank protection technologies of the ADB-financed Jamuna-Meghna River Erosion Mitigation Project to other areas, with necessary improvements. At the government's request the originally envisaged Tranches 2 and 3 of the MFF will be combined into a single and final tranche (Tranche 2). Tranche 2 will be a continuation of the works carried out under Tranche 1 and will build upon the achievements of Tranche 1. Asian Development BankBangladesh Water Development BoardAsian Development BankAsian Development BankOlivier Drieuhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=44167-015 (Active)&officer= odrieu@adb.org&division= Agriculture, Food, Nature, and Rural Development Sector Office (SG-AFNR)&projectcountry= BangladeshChauhali24.2 89.75Harirampur24.21156 88.75037Enayetpur24.97779 88.7628Promoting rural development and food securityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityAccelerating progress in gender equalityStrengthening governance and institutional capacityAddressing remaining poverty and reducing inequalitiesGovernance and capacity developmentPartnershipsEnvironmentally sustainable growthKnowledge solutionsInclusive economic growthEffective gender mainstreaming (EGM)157000000Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board16928724.82Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board295349.10Asian Development BankBangladesh Water Development Board1391461.83Asian Development BankBangladesh Water Development Board1435322.17Asian Development BankBangladesh Water Development Board10412773.50Asian Development BankBangladesh Water Development Board2978351.51Asian Development BankBangladesh Water Development Board592718.09Asian Development BankBangladesh Water Development Board7661938.43Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board3213404.64Asian Development BankBangladesh Water Development Board3441551.46Asian Development BankBangladesh Water Development Board2854730.49Asian Development BankBangladesh Water Development Board4574826.49Asian Development BankBangladesh Water Development Board8777818.65Asian Development BankBangladesh Water Development Board3914609.13Asian Development BankBangladesh Water Development Board2780799.74Asian Development BankBangladesh Water Development Board8469155.46Asian Development BankBangladesh Water Development Board8821254.28Asian Development BankBangladesh Water Development Board479332.22Asian Development BankBangladesh Water Development Board180535.03Asian Development BankBangladesh Water Development Board291398.95Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board-1277.35Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board72851.22Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board238768.62Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board449095.72Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board729250.88Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board909930.34Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board894951.41Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board894947.78Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development BoardPerformanceFiduciaryOutput/s as listed by the project staff.Output: Flood and riverbank erosion risk mitigation functioning at priority reaches improved Indicator: 30 km of riverbank protected by applying appropriate technology and methodology Progress/Status: Exceeded. 60.1 km of riverbank protection were built (16.8 km of adaptation works and 43.3 km of new riverbank protections); to maximize the utilization of the loan proceeds, some savings under Project 2 were used in 2023-24 to construct approximately 30 km of additional riverbank protections in the subprojects with the same technology and methodology. Data Source: BWDB project progress and completion reports Actual value: Output: Flood and riverbank erosion risk mitigation functioning at priority reaches improved Indicator: 7.9 km of climate-resilient flood embankment constructed, rehabilitated, or upgraded against 100-year probable floods (200-year flood along the main rivers) Progress/Status: Partly Achieved. Due to government budget constraints to allocate sufficient counterpart funds for timely acquiring the required land, the length of constructed embankment was reduced to 1.7 km; the remaining 6.2 km have been deferred to the follow-on project. Data Source: BWDB project progress and completion reports Actual value: Output: Flood and riverbank erosion risk mitigation functioning at priority reaches improved Indicator: 2 regulators and other hydraulic structures (i.e., fish passes) installed Progress/Status: Not Achieved. No regulators (with fish passes) were constructed due to time constraints; hydraulic structures, including regulators will be incorporated in the follow-on project as appropriate. Data Source: BWDB project progress and completion reports Actual value: Output: Flood and riverbank erosion risk mitigation functioning at priority reaches improved Indicator: 1 channel closure with “building with nature” approach Progress/Status: Achieved. One channel closure (North Dhaleswari) completed with “building with nature” approach (use of vetiver grass). Data Source: BWDB project progress and completion reports Actual value: Output: Flood and riverbank erosion risk mitigation functioning at priority reaches improved Indicator: 160 community-based disaster management units established (minimum of 35% women-led) and developing of their capacity Progress/Status: Partly Achieved. 55 CDMUs have been established and their capacity have been developed, including 40 under from Project 1 (49 units (89%) are women-led); establishing the remaining CDMUs will be part of the community activities under the follow-on project. Data Source: implementation NGOs reports BWDB project progress reports Actual value: Output: Flood and riverbank erosion risk mitigation functioning at priority reaches improved Indicator: 14 community groups established and livelihood training program conducted (50% women participants) Progress/Status: Achieved. 14 community groups were established and livelihood training programs conducted (41% were women participants). Data Source: implementation NGOs reports BWDB project progress reports Actual value: Output: Flood and riverbank erosion risk mitigation functioning at priority reaches improved Indicator: 12 fish sanctuaries established Progress/Status: Not Achieved. A revisited approach shows that beels are leased out for productive use; this makes this activity not feasible to achieve (and also not feasible under any follow-on projects). Data Source: implementation NGOs reports BWDB project progress reports Actual value: Output: Institutional system for flood and riverbank erosion risk management strengthened Indicator: Office of the CE-River Management operational. Progress/Status: Achieved. CE-River Management has been appointed and assumed office since 28 May 2023. Trainings were conducted to staff of the office. Data Source: BWDB project progress reports Baseline year: 2020 Baseline value: established Baseline year: 2020 Baseline value: established Target year: 2024 Target value: operationalOutput: Institutional system for flood and riverbank erosion risk management strengthened Indicator: Information and management systems refined and piloted including: (i) project website and database with sex-disaggregated data as appropriate in use; (ii) web-based asset database developed and piloted; (iii) project monitoring system in use; and (iv) guideline for river stabilization prepared. Progress/Status: Achieved. The information and management systems have been refined and are operational: (i) project website and database with sex-disaggregated data as appropriate are in use; (ii) web-based asset database developed and piloted (the BWDB Scheme Database Inventory and Mapping System was replaced and enhanced by 4 databases (River Survey, ADCP, Float Tracking, and Water Levels) were developed to support the CE River Management Office; (iii) project monitoring system in use to help monitor project progress; Planning Commission is developing a similar system; and (iv) guideline for river stabilization prepared supported by information in the River Survey, ADCP, Float Tracking, and Water Levels databases. Data Source: BWDB project progress reports Baseline year: 2020 Baseline value: outlined Baseline year: 2020 Baseline value: outlined Target year: 2024 Target value: refined & pilotedOutput: Institutional system for flood and riverbank erosion risk management strengthened Indicator: 5-year budgetary plan for riverbank protection O&M and emergency work for the main rivers submitted for endorsement by BWDB. Progress/Status: Achieved. Plan has been updated and submitted to BWDB for endorsement. Data Source: BWDB annual budgetary plan BWDB construction material stockade plan Baseline year: 2020 Baseline value: draft submitted Baseline year: 2020 Baseline value: draft submitted Target year: 2024 Target value: for endorsementOutput: Institutional system for flood and riverbank erosion risk management strengthened Indicator: Long-term river stabilization and river management master plans refined to include char lands development and submitted for endorsement by BWDB . Progress/Status: Achieved. The comprehensive program focused on sediment loads, river regimes, effects of riverbank protection on the rivers and river management principles; five research papers published in scientific journals; the 2020 River Stabilization Plan has been refined. All documents have been submitted to BWDB for endorsement. Data Source: BWDB project progress reports Baseline year: 2020 Baseline value: initial endorsed Baseline year: 2020 Baseline value: initial endorsed Target year: 2024 Target value: for endorsementOutput: Institutional system for flood and riverbank erosion risk management strengthened Indicator: Gender responsive guideline for river management (focus Lower Jamuna) submitted for endorsement to BWDB. Progress/Status: Achieved. Gender responsive guideline for river management prepared and submitted to BWDB for endorsement (the guideline is a supplementary annex to the BWDB 2021 Design Guideline for Riverbank Protection Work). Data Source: BWDB project progress reports Baseline year: 2020 Baseline value: studies initiated Baseline year: 2020 Baseline value: studies initiated Target year: 2024 Target value: for endorsementOutput: Institutional system for flood and riverbank erosion risk management strengthened Indicator: Project website updated. Progress/Status: Achieved. Project website updated and operational. Data Source: BWDB project reports and webpage Baseline year: 2020 Baseline value: developed Baseline year: 2020 Baseline value: developed Target year: 2024 Target value: updatedOutput: Program management systems operational Indicator: Management information system, quality control systems, accountability measures, and gender-sensitive project monitoring toolsi established and used by PMO and SMOs Progress/Status: Achieved. MIS, quality control systems, accountability measures, and gender sensitive project monitoring tools have been established and are used by the PMO and SMOs. Data Source: BWDB financial records and progress reports Baseline year: 2020 Baseline value: Not applicable Baseline year: 2020 Baseline value: Not applicable Target year: 2024 Target value: establishedOutput: Program management systems operational Indicator: At least 60% of Office of the Chief Engineer River Management staff (including a minimum of 60% of female staff) with increased knowledge on Adaptive Approach. Progress/Status: Achieved. 67% (4/6 of the Office of the CE River Management staff have been trained on the Adaptive Approach; 100% of the women in the Office received training (1/1). Data Source: BWDB annual reports and facility completion report Actual value: Output: Program management systems operational Indicator: Follow-on project in line with Bangladesh Delta Plan 2100 and approved River Stabilization Plan (2020), expanding innovative technologies developed under this MFF prepared for the Government of Bangladesh and ADB approval. Progress/Status: Achieved. Feasibility study for the follow-on project has been prepared. Data Source: Government of Bangladesh and ADB draft loan processing documents Baseline year: 2020 Baseline value: Not applicable Baseline year: 2020 Baseline value: Not applicable Target year: 2024 Target value: developedFlood and riverbank erosion risks in the subproject areas reduced.15,400 ha of land protected from inundation damages Progress/Status: Partly Achieved. A total of 4,000 ha of land have been protected against inundation damages. Data Source: Districts' flood damage records Actual value: About 0.5 million people protected from inundation damages Progress/Status: Partly Achieved. Approximately 0.378 million people are protected against inundation damages; out of which 0.268 million people are also protected from risk of riverbank erosion. Data Source: Districts' flood damage records Actual value: 3,000 ha of lands with assets protected from riverbank erosion Progress/Status: Exceeded. Approximately 8,600 ha of land are protected against riverbank erosion. Data Source: BWDB's dry season satellite image analysis (outsourced to CEGIS) Actual value: 8,000 ha of char land recovered from the river for development Progress/Status: Achieved. The original plan to close the Salimabad channel and reclaim land in the area was adjusted due to morphologic changes in the river. Hence, another channel was closed by the North Dhaleswari instead. Considering this and the additional riverbank protections constructed along Enayetpur and Belkuchi approximately 8,200 ha of land have been recovered from the river corridor for further development. Data Source: BWDB's dry season satellite image analysis (outsourced to CEGIS) Target value: 8,000 Actual value: XM-DAC-46004-53260-001-LN4177Asian Development BankThe proposed SDP will improve the volume, efficiency, predictability, and security of cross-border trade in Bangladesh, which will contribute to the national goals of accelerating growth with industrialization and trade, and expanding subregional trade and commerce. To achieve this, the SDP will introduce policy reforms and complement these with upgraded infrastructure at border crossing points (BCPs). The program part of the SDP will support policy reforms to help Bangladesh comply with the World Trade Organization (WTO) Trade Facilitation Agreement (TFA), and implement the Customs Modernization Strategic Action Plan, 2019-2022. The program part will support three reform areas: (i) compliance of customs legal framework with international standards, (ii) improvement of cargo clearance processes, and (iii) strengthening the capacity of customs agencies. The PBL has two tranches: (i) tranche 1 involves formulating policies to strengthen regulatory and institutional arrangements, and capacities of customs agencies; and (ii) tranche 2 will implement the policies formulated under tranche 1. The project part of the SDP will upgrade infrastructure by (i) building integrated land customs stations (LCSs) and land ports (LPs); (ii) installing facilities and equipment for customs clearance and cargo transshipment operations; and (iii) operationalizing the facilities following the improved regulatory and institutional arrangements supported under the program part at Akhaura, Sonamasjid, and Tamabil BCPs. The project part will also design central customs facilities in Dhaka, and integrated trade facilities at Bibirbazar, Birol, Darshana, Sheora, Sonahat, and Teknaf BCPs for future investments. The SDP will contribute to climate adaptation and mitigation through climate-resilient infrastructure, streamlined cargo clearance processes, and facilitated transit arrangements.Asian Development BankBangladesh Land Port AuthorityMinistry of CommerceNational Board of RevenueAsian Development BankAsian Development BankTadateru Hayashihttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=53260-001 (Active)&officer= ssunayama@adb.org&division= Public Sector Management and Governance Sector Office (SG-PSMG)&projectcountry= BangladeshBangladesh23.89507 90.29226Fostering regional cooperation and integrationTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityEnvironmentally sustainable growthRegional integrationInclusive economic growthPrivate sector developmentGovernance and capacity developmentKnowledge solutionsSome gender elements (SGE)90000000Asian Development BankBangladesh Land Port Authority50000000.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority40000000.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority550000.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority500000.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority500000.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority500000.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority900000.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority900000.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority900000.00Asian Development BankBangladesh Land Port AuthorityPolicyPerformanceFiduciaryOutput/s as listed by the project staff.Output: Cargo clearance processes improved Indicator: E-payment at the three BCPs implemented. Progress/Status: Achieved. E-payment was implemented by 2023 (100% in Sonamasjid and Tamabil, and 93% in Akhaura). Data Source: Customs Report (NBR) Baseline year: 2021 Baseline value: Not applicable Baseline year: 2021 Baseline value: Not applicable Target year: 2026 Target value: 3Output: Cargo clearance processes improved Indicator: Pre-arrival process implemented at the three BCPsc Progress/Status: Achieved. The RIA was conducted, and the amended SRO extending the pre-arrival processing to land BCPs was issued. Data Source: Customs report (NBR) Baseline year: 2021 Baseline value: Not applicable Baseline year: 2021 Baseline value: Not applicable Target year: 2026 Target value: YOutput: Cargo clearance processes improved Indicator: Administrative order on electronic cargo tracking system (ECTS) modified based on pilots of transit cargo, and implementation plan to introduce regular operation of ECTS for transit cargo in at least two of the three BCPs prepared. Progress/Status: Achieved. ECTS pilots were conducted; the revised SRO on ECTS was issued; and the NBR issued a time-bound implementation plan to introduce regular ECTS operation, including in Akhaura and Tamabil. Data Source: Customs Report (NBR) Baseline year: 2021 Baseline value: Not applicable Baseline year: 2021 Baseline value: Not applicable Target year: 2026 Target value: 2Output: Cargo clearance processes improved Indicator: Streamlined and expedited procedures to resolve bottlenecks at the three BCPs implemented. Progress/Status: Achieved. A new Time Release Study and Business Process Analysis were conducted, based on whose findings, a new order was issued to standardize and expedite the processes access all BCPs in the country. Data Source: Customs Report (NBR) Baseline year: 2021 Baseline value: Not applicable Baseline year: 2021 Baseline value: Not applicable Target year: 2026 Target value: YOutput: Customs legal framework complied with international standards. Indicator: Trade Facilitation Agreement measures implemented Progress/Status: Achieved. The Ministry of Commerce, as the nodal ministry for the Trade Facilitation Agreement, notified the WTO on the completed implementation of measures (i), (ii), (iii) and (v). The notification was posted on the WTO website. Data Source: Notification by the Government of Bangladesh to the WTO including documentary requirements Actual value: Output: Customs legal framework complied with international standards. Indicator: A road map for the implementation of the substantive provisions in the Framework Agreement on Facilitation of Cross-Border Paperless Trade in Asia and the Pacific adopted. Progress/Status: Achieved. The Ministry of Commerce adopted the roadmap and issued it. Data Source: Road map issued by Ministry of Commerce Baseline year: 2021 Baseline value: N Baseline year: 2021 Baseline value: N Target year: 2026 Target value: YOutput: Customs legal framework complied with international standards. Indicator: SRO to facilitate and monitor flow of international transit cargo through Bangladesh pilot-tested in at least 2 BCPs,e and amended based on RIA recommendations Progress/Status: Achieved. 4 pilots were conducted on 2 BCPs; recommendations of the RIA were reflected in the amended SRO and the associated standing order. Data Source: Customs Report from the National Board of Revenue Baseline year: 2021 Baseline value: N Baseline year: 2021 Baseline value: N Target year: 2026 Target value: YOutput: Institutional capacity enhanced Indicator: At least three training modules under the capacity development plan pilot tested and 100 staff in total (at least 20% of whom are female), including customs officials stationed at the three BCPsc, trained. Progress/Status: Achieved. Three training modules were finalized after pilot-testing in workshops, with 38% of the participants being female staff and 17% from the three BCPs. The training sessions on the three topics were programmed in the training academy calendar. Data Source: Customs report (NBR) Actual value: Output: Integrated trade facilities developed Indicator: Modernized LCSs at the three BCPs with gender-responsive and climate-resilient features built Progress/Status: In progress. Data Source: Quarterly progress reports of PMC (NBR) Actual value: Output: Integrated trade facilities developed Indicator: Well-equipped land ports at Akhaura and Tamabil BCPs with gender-responsive and climate-resilient features developed Progress/Status: In progress. Data Source: Quarterly progress reports of PMC (BLPA) Actual value: Output: Integrated trade facilities developed Indicator: Central customs laboratory, central customs warehouse, and customs regional training academy designed Progress/Status: In progress. Data Source: Quarterly progress reports of DDC and a copy of the design Baseline year: 2021 Baseline value: Not applicable Baseline year: 2021 Baseline value: Not applicable Target year: 2026 Target value: YOutput: Integrated trade facilities developed Indicator: LCSs and land ports at the other six BCPs designed with gender-responsive features Progress/Status: In progress. Data Source: Quarterly progress reports of DDC and a copy of the design Baseline year: 2021 Baseline value: Not applicable Baseline year: 2021 Baseline value: Not applicable Target year: 2026 Target value: YVolume, efficiency, predictability, and security of cross-border trade in Bangladesh improved.Volume of imported and exported cargoes Progress/Status: The results against the outcome indicators are to be measured after the completion of the Sector Development Program in 2026. Data Source: Land port report (Bangladesh Land Port Authority) Actual value: International transit cargoes handled Progress/Status: The implementation of the PBL included a conduct of Time Release Study in 2023. The 2023 results are deemed to be more appropriate baseline indicators for c. and d. than the original 2021 data Data Source: Customs report (National Board of Revenue) Actual value: Average customs clearance and cargo transshipment time Data Source: Time release Study Actual value: Probability of average customs clearance and cargo transshipment time exceeds 30 minutes Data Source: Time release Study Actual value: Cargoes on trucks inspected by an X-ray scanner Data Source: Customs report (National Board of Revenue) Actual value: XM-DAC-46004-53260-001-LN4178Asian Development BankThe proposed SDP will improve the volume, efficiency, predictability, and security of cross-border trade in Bangladesh, which will contribute to the national goals of accelerating growth with industrialization and trade, and expanding subregional trade and commerce. To achieve this, the SDP will introduce policy reforms and complement these with upgraded infrastructure at border crossing points (BCPs). The program part of the SDP will support policy reforms to help Bangladesh comply with the World Trade Organization (WTO) Trade Facilitation Agreement (TFA), and implement the Customs Modernization Strategic Action Plan, 2019-2022. The program part will support three reform areas: (i) compliance of customs legal framework with international standards, (ii) improvement of cargo clearance processes, and (iii) strengthening the capacity of customs agencies. The PBL has two tranches: (i) tranche 1 involves formulating policies to strengthen regulatory and institutional arrangements, and capacities of customs agencies; and (ii) tranche 2 will implement the policies formulated under tranche 1. The project part of the SDP will upgrade infrastructure by (i) building integrated land customs stations (LCSs) and land ports (LPs); (ii) installing facilities and equipment for customs clearance and cargo transshipment operations; and (iii) operationalizing the facilities following the improved regulatory and institutional arrangements supported under the program part at Akhaura, Sonamasjid, and Tamabil BCPs. The project part will also design central customs facilities in Dhaka, and integrated trade facilities at Bibirbazar, Birol, Darshana, Sheora, Sonahat, and Teknaf BCPs for future investments. The SDP will contribute to climate adaptation and mitigation through climate-resilient infrastructure, streamlined cargo clearance processes, and facilitated transit arrangements.Asian Development BankBangladesh Land Port AuthorityMinistry of CommerceNational Board of RevenueAsian Development BankAsian Development BankTadateru Hayashihttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=53260-001 (Active)&officer= ssunayama@adb.org&division= Public Sector Management and Governance Sector Office (SG-PSMG)&projectcountry= BangladeshBangladesh23.89507 90.29226Fostering regional cooperation and integrationTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityEnvironmentally sustainable growthRegional integrationInclusive economic growthPrivate sector developmentGovernance and capacity developmentKnowledge solutionsSome gender elements (SGE)53000000Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority300000.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority1216.67Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority3446808.51Asian Development BankBangladesh Land Port Authority10863.23Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority37964.76Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority3003191.49Asian Development BankBangladesh Land Port Authority43016.06Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority68806.50Asian Development BankBangladesh Land Port Authority1216.67Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority10863.23Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority37964.76Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority43016.06Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority0.00Asian Development BankBangladesh Land Port Authority68806.50Asian Development BankBangladesh Land Port AuthorityPerformanceFiduciaryOutput/s as listed by the project staff.Output: Cargo clearance processes improved Indicator: E-payment at the three BCPs implemented. Progress/Status: Achieved. E-payment was implemented by 2023 (100% in Sonamasjid and Tamabil, and 93% in Akhaura). Data Source: Customs Report (NBR) Baseline year: 2021 Baseline value: Not applicable Baseline year: 2021 Baseline value: Not applicable Target year: 2026 Target value: 3Output: Cargo clearance processes improved Indicator: Pre-arrival process implemented at the three BCPsc Progress/Status: Achieved. The RIA was conducted, and the amended SRO extending the pre-arrival processing to land BCPs was issued. Data Source: Customs report (NBR) Baseline year: 2021 Baseline value: Not applicable Baseline year: 2021 Baseline value: Not applicable Target year: 2026 Target value: YOutput: Cargo clearance processes improved Indicator: Administrative order on electronic cargo tracking system (ECTS) modified based on pilots of transit cargo, and implementation plan to introduce regular operation of ECTS for transit cargo in at least two of the three BCPs prepared. Progress/Status: Achieved. ECTS pilots were conducted; the revised SRO on ECTS was issued; and the NBR issued a time-bound implementation plan to introduce regular ECTS operation, including in Akhaura and Tamabil. Data Source: Customs Report (NBR) Baseline year: 2021 Baseline value: Not applicable Baseline year: 2021 Baseline value: Not applicable Target year: 2026 Target value: 2Output: Cargo clearance processes improved Indicator: Streamlined and expedited procedures to resolve bottlenecks at the three BCPs implemented. Progress/Status: Achieved. A new Time Release Study and Business Process Analysis were conducted, based on whose findings, a new order was issued to standardize and expedite the processes access all BCPs in the country. Data Source: Customs Report (NBR) Baseline year: 2021 Baseline value: Not applicable Baseline year: 2021 Baseline value: Not applicable Target year: 2026 Target value: YOutput: Customs legal framework complied with international standards. Indicator: Trade Facilitation Agreement measures implemented Progress/Status: Achieved. The Ministry of Commerce, as the nodal ministry for the Trade Facilitation Agreement, notified the WTO on the completed implementation of measures (i), (ii), (iii) and (v). The notification was posted on the WTO website. Data Source: Notification by the Government of Bangladesh to the WTO including documentary requirements Actual value: Output: Customs legal framework complied with international standards. Indicator: A road map for the implementation of the substantive provisions in the Framework Agreement on Facilitation of Cross-Border Paperless Trade in Asia and the Pacific adopted. Progress/Status: Achieved. The Ministry of Commerce adopted the roadmap and issued it. Data Source: Road map issued by Ministry of Commerce Baseline year: 2021 Baseline value: N Baseline year: 2021 Baseline value: N Target year: 2026 Target value: YOutput: Customs legal framework complied with international standards. Indicator: SRO to facilitate and monitor flow of international transit cargo through Bangladesh pilot-tested in at least 2 BCPs,e and amended based on RIA recommendations Progress/Status: Achieved. 4 pilots were conducted on 2 BCPs; recommendations of the RIA were reflected in the amended SRO and the associated standing order. Data Source: Customs Report from the National Board of Revenue Baseline year: 2021 Baseline value: N Baseline year: 2021 Baseline value: N Target year: 2026 Target value: YOutput: Institutional capacity enhanced Indicator: At least three training modules under the capacity development plan pilot tested and 100 staff in total (at least 20% of whom are female), including customs officials stationed at the three BCPsc, trained. Progress/Status: Achieved. Three training modules were finalized after pilot-testing in workshops, with 38% of the participants being female staff and 17% from the three BCPs. The training sessions on the three topics were programmed in the training academy calendar. Data Source: Customs report (NBR) Actual value: Output: Integrated trade facilities developed Indicator: Modernized LCSs at the three BCPs with gender-responsive and climate-resilient features built Progress/Status: In progress. Data Source: Quarterly progress reports of PMC (NBR) Actual value: Output: Integrated trade facilities developed Indicator: Well-equipped land ports at Akhaura and Tamabil BCPs with gender-responsive and climate-resilient features developed Progress/Status: In progress. Data Source: Quarterly progress reports of PMC (BLPA) Actual value: Output: Integrated trade facilities developed Indicator: Central customs laboratory, central customs warehouse, and customs regional training academy designed Progress/Status: In progress. Data Source: Quarterly progress reports of DDC and a copy of the design Baseline year: 2021 Baseline value: Not applicable Baseline year: 2021 Baseline value: Not applicable Target year: 2026 Target value: YOutput: Integrated trade facilities developed Indicator: LCSs and land ports at the other six BCPs designed with gender-responsive features Progress/Status: In progress. Data Source: Quarterly progress reports of DDC and a copy of the design Baseline year: 2021 Baseline value: Not applicable Baseline year: 2021 Baseline value: Not applicable Target year: 2026 Target value: YVolume, efficiency, predictability, and security of cross-border trade in Bangladesh improved.Volume of imported and exported cargoes Progress/Status: The results against the outcome indicators are to be measured after the completion of the Sector Development Program in 2026. Data Source: Land port report (Bangladesh Land Port Authority) Actual value: International transit cargoes handled Progress/Status: The implementation of the PBL included a conduct of Time Release Study in 2023. The 2023 results are deemed to be more appropriate baseline indicators for c. and d. than the original 2021 data Data Source: Customs report (National Board of Revenue) Actual value: Average customs clearance and cargo transshipment time Data Source: Time release Study Actual value: Probability of average customs clearance and cargo transshipment time exceeds 30 minutes Data Source: Time release Study Actual value: Cargoes on trucks inspected by an X-ray scanner Data Source: Customs report (National Board of Revenue) Actual value: XM-DAC-46004-55041-001-LN4076Asian Development BankThe proposed program aims to support the Government of Bangladesh in strengthening the social resilience of its people. The programmatic approach, consisting of two subprograms, is proposed to design and support sequenced policy packages and to enhance the inclusiveness and responsiveness of social development in Bangladesh Asian Development BankBangladesh BankMinistry of Health and Family WelfareFinance Division, Ministry of FinanceAsian Development BankAsian Development BankHiroko Shiroishihttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=55041-001 (Active)&officer= huchimura@adb.org&division= Human and Social Development Sector Office (SG-HSD)&projectcountry= BangladeshBangladesh23.89507 90.29226Strengthening governance and institutional capacityAddressing remaining poverty and reducing inequalitiesTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityAccelerating progress in gender equalityGovernance and capacity developmentPartnershipsInclusive economic growthEffective gender mainstreaming (EGM)250000000Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank10416666.66Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank10416666.66Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank10416666.66Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank10416666.66Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank81255.78Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank6458636.01Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank7656126.34Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank7723342.81Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank7927229.26Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank6297050.88Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank6146547.06Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank5078867.31Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh Bank0.00Asian Development BankBangladesh BankPolicyPerformanceFiduciaryOutput/s as listed by the project staff.100% contracts awarded and 100% disbursed for the loan as of October 2023. For the TA, 21.08% disbursed.Management information system for social protection budget administration operationalized for improving administrative efficiency, with collection data disaggregated by sexOutputs are in the Project/Program Completion Report: https://www.adb.org/sites/default/files/project-documents/55041/55041-001-55041-003-pcr-en.pdfResponsive, inclusive, and efficient social development enhancedPoverty incidence (below upper poverty line) reduced to XX% (2020 baseline: XX%) Data Source: MOF/MOSW report Actual value: Policy Action/s as listed by the project staff. Action 1: Management information system for social protection budget administration operationalized for improving administrative efficiency, with collection data disaggregated by sex Action 1: Management information system for social protection budget administration operationalized for improving administrative efficiency, with collection data disaggregated by sexPolicy 1: Coverage and efficiency of social protection improved Outcome 2: At least 80% of social protection programs with cash-based benefits managed under a standardized and integrated management system with connection to G2P (2020 baseline: NA) Action 1: Management information system for social protection budget administration operationalized for improving administrative efficiency, with collection data disaggregated by sexPolicy 1: Coverage and efficiency of social protection improved Outcome 3: Social protection program fragmentation reduced in at least three ministriesg (2020 baseline: NA) Action 1: Management information system for social protection budget administration operationalized for improving administrative efficiency, with collection data disaggregated by sexPolicy 1: Coverage and efficiency of social protection improved Outcome 4: At least 70% of the participants in seminars reported increased knowledge on program consolidation, M&E and administration under the integrated system. Action 1: NFIS-B approved by the Cabinet to address the financial exclusion of the disadvantaged population, covering poor and vulnerable women and men (2020 baseline: NA) [OP 1.3.3]Policy 2: Financial inclusion of disadvantaged people improved Outcome 1: The number of active MFS accounts increased annually by at least 5%, disaggregated by sex, and urban and rural (2020 March baseline: 26.8 million) Action 2: Simplified documentation requirements for opening individual retail accounts adopted to improve accessibility to financial services (2020 baseline: NA) [OP 1.3.3] Action 3: Interoperable transactions of MFS adopted among all banks and MFS providers to ease MFS transactions among personal users and enterprises (2020 baseline: NA) [OP 1.3.2, OP 1.3.3] Action 1: Cross-ministerial coordination and supervision scheme for monitoring and evaluation of the NFIS-B institutionalized by establishing the national council of the NFIS-B (2020 baseline: NA) Action 2: Pricing guideline on digitalized payment adopted to promote wider acceptance of digitalized payments (2020 baseline: NA) Action 3: Policy on easing use of MFS for social protection beneficiaries approved (2020 baseline: NA) Action 1: NFIS-B approved by the Cabinet to address the financial exclusion of the disadvantaged population, covering poor and vulnerable women and men (2020 baseline: NA) [OP 1.3.3]Policy 2: Financial inclusion of disadvantaged people improved NA Action 2: Simplified documentation requirements for opening individual retail accounts adopted to improve accessibility to financial services (2020 baseline: NA) [OP 1.3.3] Action 3: Interoperable transactions of MFS adopted among all banks and MFS providers to ease MFS transactions among personal users and enterprises (2020 baseline: NA) [OP 1.3.2, OP 1.3.3] Action 1: Cross-ministerial coordination and supervision scheme for monitoring and evaluation of the NFIS-B institutionalized by establishing the national council of the NFIS-B (2020 baseline: NA) Action 2: Pricing guideline on digitalized payment adopted to promote wider acceptance of digitalized payments (2020 baseline: NA) Action 3: Policy on easing use of MFS for social protection beneficiaries approved (2020 baseline: NA) Action 1: Policy guideline on public health research that includes issues of infectious diseases in its scope adopted to strengthen health preparedness for epidemics and pandemics (2020 baseline: NA)Policy 3: Response to life cycle social and health needs strengthened NA Action 2: NUHS approved to strengthen the health response to the urban population, including the differing needs of women and men (2020 baseline: NA) Action 3: High-level policy guidance scheme institutionalized by formulating the NSSS task force for cross-ministerial issues on social protection (2020 baseline: NA) Action 1: Based on the approved NUHS, the cross-ministerial coordination and supervision scheme institutionalized (2020 baseline: NA) Action 2: Based on the approved NUHS, a policy in improving urban health care services adopted (2020 baseline: NA) Action 3: New action plan of the NSSS, guided by the established NSSS task force, approved by the government to provide the government's policy guidance on social protection system reform (2020 baseline: NA) Action 4: Framework of NSIS approved by the government to build the base for establishing a social insurance system (2020 baseline: NA) [OP 6.1.3] Action 1: Policy guideline on public health research that includes issues of infectious diseases in its scope adopted to strengthen health preparedness for epidemics and pandemics (2020 baseline: NA)Policy 3: Response to life cycle social and health needs strengthened NA Action 2: NUHS approved to strengthen the health response to the urban population, including the differing needs of women and men (2020 baseline: NA) Action 3: High-level policy guidance scheme institutionalized by formulating the NSSS task force for cross-ministerial issues on social protection (2020 baseline: NA) Action 1: Based on the approved NUHS, the cross-ministerial coordination and supervision scheme institutionalized (2020 baseline: NA) Action 2: Based on the approved NUHS, a policy in improving urban health care services adopted (2020 baseline: NA) Action 3: New action plan of the NSSS, guided by the established NSSS task force, approved by the government to provide the government's policy guidance on social protection system reform (2020 baseline: NA) Action 4: Framework of NSIS approved by the government to build the base for establishing a social insurance system (2020 baseline: NA) [OP 6.1.3] XM-DAC-46004-55041-003-LN4187Asian Development BankThe proposed subprogram supports the Government of Bangladesh in strengthening the social resilience of Bangladesh's people. Aligned with the government's medium-term reform agenda on social protection, the program aims to accelerate reforms in increasing the coverage and efficiency of the protection, improving the financial inclusion of disadvantaged people, and strengthening the response to diversified protection needs.Asian Development BankFinance Division, MOFAsian Development BankAsian Development BankHiroko Shiroishihttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=55041-003 (Closed)&officer= huchimura@adb.org&division= Human and Social Development Sector Office (SG-HSD)&projectcountry= BangladeshBangladesh23.89507 90.29226Addressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityStrengthening governance and institutional capacityPartnershipsInclusive economic growthGovernance and capacity developmentEnvironmentally sustainable growthGender Equity and Mainstreaming250000000Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF10416666.66Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF10416666.66Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF10416666.66Asian Development BankFinance Division, MOF4837499.81Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF7165502.18Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF7829713.57Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF6480540.44Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF6277216.89Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF5116556.70Asian Development BankFinance Division, MOFPolicyPerformanceFiduciaryOutput/s as listed by the project staff.100% of contracts awarded and 100% disbursed as of September 2023.a. Coverage and efficiency of social protection improvedb. Financial inclusion of disadvantaged people improvedc. Response to life cycle social and health needs strengthenedResults are in the project completion report: https://www.adb.org/sites/default/files/project-documents/55041/55041-001-55041-003-pcr-en.pdfPolicy Action/s as listed by the project staff. Action 1: MOF operationalized the management information system for social protection budget administration to improve administrative efficiency (with sex-disaggregated data of beneficiaries) Target date: 2021-06-30 Action 2: Cabinet Division issued a Directive on consolidation of social protection programs as the basis for cross-ministerial action Target date: 2021-06-30 Action 3: MOF approved to allocate budget for full coverage of eligible older people under the old age allowance program in 150 high poverty-stricken upazilas (administrative units at the subdistrict level) Target date: 2021-06-30 Action 4: MOF approved to allocate budget for full coverage of eligible women under the allowance for widow, deserted and destitute women program in 150 high poverty-stricken upazilas Target date: 2021-06-30 Action 1: The government operationalized an integrated registry system of social protection beneficiaries based on the social protection budget management system, linking to IBAS++ and G2P payment platform, to standardize and digitalize the administrative functions, including beneficiaries' registration, verification, budget allocation and benefit delivery (with sex-disaggregated data of beneficiaries) Target date: 2022-06-30Policy 1: Coverage and efficiency of social protection improved Outcome 1: By June 2023: At least 70% of the participants in seminars (sex-disaggregated data) reported increased knowledge on key protection issues, such as program consolidation, M&E, and administration under the integrated system (2020 baseline: NA) Source: Training consultant's report and survey of training participants) Action 2: MOWCA, MOSW and MODMR adopted and commenced the implementation of respective policies on specific harmonization approach and programs to be consolidated to avoid duplication and improve the efficiency of social protection program management Target date: 2022-06-30 Action 3: MOF approved an increase in the volume of subsidized grains under the open market sale program (sale of subsidized grains for urban poor), effective from 18 January 2022, to support basic needs of the urban poor Target date: 2022-06-30 Action 4: MOF approved an increase in coverage of the mother and child benefit program, effective from 9 December 2021, to strengthen support for disadvantaged women Under transaction TA (BAN: 55041-001) • Knowledge of relevant ministries on social protection program consolidation improved. • Capacity of the government on monitoring and evaluation of social protection coverage improved. • Administrative capacity of the government on social protection program management under the integrated system strengthened. Target date: 2022-06-30 Action 1: MOF operationalized the management information system for social protection budget administration to improve administrative efficiency (with sex-disaggregated data of beneficiaries) Target date: 2021-06-30Policy 1: Coverage and efficiency of social protection improved Outcome 2: By June 2023: At least 1 pilot of social insurance scheme (contribution-based protection scheme) commenced (2020 baseline: NA) Source: NSSS review report and program monitoring reports Action 2: Cabinet Division issued a Directive on consolidation of social protection programs as the basis for cross-ministerial action Target date: 2021-06-30 Action 3: MOF approved to allocate budget for full coverage of eligible older people under the old age allowance program in 150 high poverty-stricken upazilas (administrative units at the subdistrict level) Target date: 2021-06-30 Action 4: MOF approved to allocate budget for full coverage of eligible women under the allowance for widow, deserted and destitute women program in 150 high poverty-stricken upazilas Target date: 2021-06-30 Action 1: The government operationalized an integrated registry system of social protection beneficiaries based on the social protection budget management system, linking to IBAS++ and G2P payment platform, to standardize and digitalize the administrative functions, including beneficiaries' registration, verification, budget allocation and benefit delivery (with sex-disaggregated data of beneficiaries) Target date: 2022-06-30Policy 1: Coverage and efficiency of social protection improved NA Action 2: MOWCA, MOSW and MODMR adopted and commenced the implementation of respective policies on specific harmonization approach and programs to be consolidated to avoid duplication and improve the efficiency of social protection program management Target date: 2022-06-30 Action 3: MOF approved an increase in the volume of subsidized grains under the open market sale program (sale of subsidized grains for urban poor), effective from 18 January 2022, to support basic needs of the urban poor Target date: 2022-06-30 Action 4: MOF approved an increase in coverage of the mother and child benefit program, effective from 9 December 2021, to strengthen support for disadvantaged women Under transaction TA (BAN: 55041-001) • Knowledge of relevant ministries on social protection program consolidation improved. • Capacity of the government on monitoring and evaluation of social protection coverage improved. • Administrative capacity of the government on social protection program management under the integrated system strengthened. Target date: 2022-06-30 Action 1: MOF operationalized the management information system for social protection budget administration to improve administrative efficiency (with sex-disaggregated data of beneficiaries) Target date: 2021-06-30Policy 1: Coverage and efficiency of social protection improved NA Action 2: Cabinet Division issued a Directive on consolidation of social protection programs as the basis for cross-ministerial action Target date: 2021-06-30 Action 3: MOF approved to allocate budget for full coverage of eligible older people under the old age allowance program in 150 high poverty-stricken upazilas (administrative units at the subdistrict level) Target date: 2021-06-30 Action 4: MOF approved to allocate budget for full coverage of eligible women under the allowance for widow, deserted and destitute women program in 150 high poverty-stricken upazilas Target date: 2021-06-30 Action 1: The government operationalized an integrated registry system of social protection beneficiaries based on the social protection budget management system, linking to IBAS++ and G2P payment platform, to standardize and digitalize the administrative functions, including beneficiaries' registration, verification, budget allocation and benefit delivery (with sex-disaggregated data of beneficiaries) Target date: 2022-06-30Policy 1: Coverage and efficiency of social protection improved NA Action 2: MOWCA, MOSW and MODMR adopted and commenced the implementation of respective policies on specific harmonization approach and programs to be consolidated to avoid duplication and improve the efficiency of social protection program management Target date: 2022-06-30 Action 3: MOF approved an increase in the volume of subsidized grains under the open market sale program (sale of subsidized grains for urban poor), effective from 18 January 2022, to support basic needs of the urban poor Target date: 2022-06-30 Action 4: MOF approved an increase in coverage of the mother and child benefit program, effective from 9 December 2021, to strengthen support for disadvantaged women Under transaction TA (BAN: 55041-001) • Knowledge of relevant ministries on social protection program consolidation improved. • Capacity of the government on monitoring and evaluation of social protection coverage improved. • Administrative capacity of the government on social protection program management under the integrated system strengthened. Target date: 2022-06-30 Action 1: MOF operationalized the management information system for social protection budget administration to improve administrative efficiency (with sex-disaggregated data of beneficiaries) Target date: 2021-06-30Policy 1: Coverage and efficiency of social protection improved NA Action 2: Cabinet Division issued a Directive on consolidation of social protection programs as the basis for cross-ministerial action Target date: 2021-06-30 Action 3: MOF approved to allocate budget for full coverage of eligible older people under the old age allowance program in 150 high poverty-stricken upazilas (administrative units at the subdistrict level) Target date: 2021-06-30 Action 4: MOF approved to allocate budget for full coverage of eligible women under the allowance for widow, deserted and destitute women program in 150 high poverty-stricken upazilas Target date: 2021-06-30 Action 1: The government operationalized an integrated registry system of social protection beneficiaries based on the social protection budget management system, linking to IBAS++ and G2P payment platform, to standardize and digitalize the administrative functions, including beneficiaries' registration, verification, budget allocation and benefit delivery (with sex-disaggregated data of beneficiaries) Target date: 2022-06-30Policy 1: Coverage and efficiency of social protection improved NA Action 2: MOWCA, MOSW and MODMR adopted and commenced the implementation of respective policies on specific harmonization approach and programs to be consolidated to avoid duplication and improve the efficiency of social protection program management Target date: 2022-06-30 Action 3: MOF approved an increase in the volume of subsidized grains under the open market sale program (sale of subsidized grains for urban poor), effective from 18 January 2022, to support basic needs of the urban poor Target date: 2022-06-30 Action 4: MOF approved an increase in coverage of the mother and child benefit program, effective from 9 December 2021, to strengthen support for disadvantaged women Under transaction TA (BAN: 55041-001) • Knowledge of relevant ministries on social protection program consolidation improved. • Capacity of the government on monitoring and evaluation of social protection coverage improved. • Administrative capacity of the government on social protection program management under the integrated system strengthened. Target date: 2022-06-30 Action 1: MOF operationalized the management information system for social protection budget administration to improve administrative efficiency (with sex-disaggregated data of beneficiaries) Target date: 2021-06-30Policy 1: Coverage and efficiency of social protection improved NA Action 2: Cabinet Division issued a Directive on consolidation of social protection programs as the basis for cross-ministerial action Target date: 2021-06-30 Action 3: MOF approved to allocate budget for full coverage of eligible older people under the old age allowance program in 150 high poverty-stricken upazilas (administrative units at the subdistrict level) Target date: 2021-06-30 Action 4: MOF approved to allocate budget for full coverage of eligible women under the allowance for widow, deserted and destitute women program in 150 high poverty-stricken upazilas Target date: 2021-06-30 Action 1: The government operationalized an integrated registry system of social protection beneficiaries based on the social protection budget management system, linking to IBAS++ and G2P payment platform, to standardize and digitalize the administrative functions, including beneficiaries' registration, verification, budget allocation and benefit delivery (with sex-disaggregated data of beneficiaries) Target date: 2022-06-30Policy 1: Coverage and efficiency of social protection improved NA Action 2: MOWCA, MOSW and MODMR adopted and commenced the implementation of respective policies on specific harmonization approach and programs to be consolidated to avoid duplication and improve the efficiency of social protection program management Target date: 2022-06-30 Action 3: MOF approved an increase in the volume of subsidized grains under the open market sale program (sale of subsidized grains for urban poor), effective from 18 January 2022, to support basic needs of the urban poor Target date: 2022-06-30 Action 4: MOF approved an increase in coverage of the mother and child benefit program, effective from 9 December 2021, to strengthen support for disadvantaged women Under transaction TA (BAN: 55041-001) • Knowledge of relevant ministries on social protection program consolidation improved. • Capacity of the government on monitoring and evaluation of social protection coverage improved. • Administrative capacity of the government on social protection program management under the integrated system strengthened. Target date: 2022-06-30 Action 1: MOF operationalized the management information system for social protection budget administration to improve administrative efficiency (with sex-disaggregated data of beneficiaries) Target date: 2021-06-30Policy 1: Coverage and efficiency of social protection improved NA Action 2: Cabinet Division issued a Directive on consolidation of social protection programs as the basis for cross-ministerial action Target date: 2021-06-30 Action 3: MOF approved to allocate budget for full coverage of eligible older people under the old age allowance program in 150 high poverty-stricken upazilas (administrative units at the subdistrict level) Target date: 2021-06-30 Action 4: MOF approved to allocate budget for full coverage of eligible women under the allowance for widow, deserted and destitute women program in 150 high poverty-stricken upazilas Target date: 2021-06-30 Action 1: The government operationalized an integrated registry system of social protection beneficiaries based on the social protection budget management system, linking to IBAS++ and G2P payment platform, to standardize and digitalize the administrative functions, including beneficiaries' registration, verification, budget allocation and benefit delivery (with sex-disaggregated data of beneficiaries) Target date: 2022-06-30Policy 1: Coverage and efficiency of social protection improved NA Action 2: MOWCA, MOSW and MODMR adopted and commenced the implementation of respective policies on specific harmonization approach and programs to be consolidated to avoid duplication and improve the efficiency of social protection program management Target date: 2022-06-30 Action 3: MOF approved an increase in the volume of subsidized grains under the open market sale program (sale of subsidized grains for urban poor), effective from 18 January 2022, to support basic needs of the urban poor Target date: 2022-06-30 Action 4: MOF approved an increase in coverage of the mother and child benefit program, effective from 9 December 2021, to strengthen support for disadvantaged women Under transaction TA (BAN: 55041-001) • Knowledge of relevant ministries on social protection program consolidation improved. • Capacity of the government on monitoring and evaluation of social protection coverage improved. • Administrative capacity of the government on social protection program management under the integrated system strengthened. Target date: 2022-06-30 Action 1: MOF approved the NFIS-B for submission to the Cabinet to address financial exclusion of the disadvantaged population, covering the poor and vulnerable women and men Target date: 2021-06-30Policy 2: Financial inclusion of disadvantaged people improved NA Action 2: Bangladesh Bank issued a circular on simplified documentation requirements for opening individual retail accounts to improve accessibility to financial services by individuals and microbusiness operators Target date: 2021-06-30 Action 3: Bangladesh Bank issued a circular on interoperable e-transactions to cover all banks and MFS providers to increase MFS transactions among personal users and enterprises Target date: 2021-06-30 Action 1: The government operationalized the National council of NFIS-B for NFIS-B implementation to provide strategic directions and guidance, approve policy actions, and provide oversight in implementation of financial inclusion agenda Target date: 2022-06-30Policy 2: Financial inclusion of disadvantaged people improved NA Action 2: Following the existing guideline on e-payment service processing, Bangladesh Bank issued the first no-objection certificate to a nonbank entity on the deployment of digital payment devices, such as QR code readers, to improve the accessibility to a wider range of MFS in rural areas Target date: 2022-06-30 Action 3: Bangladesh Bank issued a pricing guideline on electronic transactions of digital payments, effective from 18 October 2021, to promote wider acceptance of digital payments by retailers and merchants Under transaction TA (BAN: 55041-001) • Capacity of the government to enhance MFS availability and utilization strengthened. • Capacity of the government on monitoring and evaluation of financial inclusion of disadvantaged people improved. • Knowledge on market behavior for MFS utilization and acceptance of digital payments improved. Target date: 2022-06-30 Action 1: MOF approved the NFIS-B for submission to the Cabinet to address financial exclusion of the disadvantaged population, covering the poor and vulnerable women and men Target date: 2021-06-30Policy 2: Financial inclusion of disadvantaged people improved NA Action 2: Bangladesh Bank issued a circular on simplified documentation requirements for opening individual retail accounts to improve accessibility to financial services by individuals and microbusiness operators Target date: 2021-06-30 Action 3: Bangladesh Bank issued a circular on interoperable e-transactions to cover all banks and MFS providers to increase MFS transactions among personal users and enterprises Target date: 2021-06-30 Action 1: The government operationalized the National council of NFIS-B for NFIS-B implementation to provide strategic directions and guidance, approve policy actions, and provide oversight in implementation of financial inclusion agenda Target date: 2022-06-30Policy 2: Financial inclusion of disadvantaged people improved NA Action 2: Following the existing guideline on e-payment service processing, Bangladesh Bank issued the first no-objection certificate to a nonbank entity on the deployment of digital payment devices, such as QR code readers, to improve the accessibility to a wider range of MFS in rural areas Target date: 2022-06-30 Action 3: Bangladesh Bank issued a pricing guideline on electronic transactions of digital payments, effective from 18 October 2021, to promote wider acceptance of digital payments by retailers and merchants Under transaction TA (BAN: 55041-001) • Capacity of the government to enhance MFS availability and utilization strengthened. • Capacity of the government on monitoring and evaluation of financial inclusion of disadvantaged people improved. • Knowledge on market behavior for MFS utilization and acceptance of digital payments improved. Target date: 2022-06-30 Action 1: MEFWD, MOHFW approved the policy guideline on public health and medical research, including infectious diseases, to strengthen health preparedness for epidemics and pandemics Target date: 2021-06-30Policy 3: Response to life cycle social and health needs strengthened NA Action 2: HSD, MOHFW approved the NUHS to strengthen the health response for the urban population, considering the differing health care needs of women and men Target date: 2021-06-30 Action 3: Cabinet Division issued a Directive on cross-ministerial coordination action for the selection of a type of social insurance and its scheme based on the NSIS framework Target date: 2021-06-30 Action 1: The government reformed the UHCC by specifying its authority, responsibility, and coordination mechanisms, effective from 25 November 2021, to oversee and supervise the cross-ministerial coordination for NUHS implementation Target date: 2022-06-30Policy 3: Response to life cycle social and health needs strengthened NA Action 2: Based on the approved NUHS, with allocated budget, MOHFW commenced operation of mobile clinics in ten city corporations to strengthen the provision of health services for the urban poor and vulnerable groups, taking into account the different health care needs of women, men, and others Target date: 2022-06-30 Action 3: The government commenced the implementation of the new action plan of the NSSS (2021-2026) to provide the national plan for continued reforms in social protection and a framework of reform activities to be accomplished by line ministries, with specific provisions for addressing the gendered needs voiced by disadvantaged women and communities (e.g., Bede (floating communities), third gender [trityo lingo] and persons with disabilities) Target date: 2022-06-30 Action 4: The government endorsed an employment injury insurance scheme to be piloted in ready-made garment industry and developed as an introduction of a contribution-based protection scheme in Bangladesh Under transaction TA (BAN: 55041-001) • Knowledge of the government on improvement in urban health care services strengthened. • Capacity of the government on piloting of a social insurance strengthened. • Capacity of the government on monitoring and evaluation of health preparedness and response improved. Target date: 2022-06-30 Action 1: MEFWD, MOHFW approved the policy guideline on public health and medical research, including infectious diseases, to strengthen health preparedness for epidemics and pandemics Target date: 2021-06-30Policy 3: Response to life cycle social and health needs strengthened NA Action 2: HSD, MOHFW approved the NUHS to strengthen the health response for the urban population, considering the differing health care needs of women and men Target date: 2021-06-30 Action 3: Cabinet Division issued a Directive on cross-ministerial coordination action for the selection of a type of social insurance and its scheme based on the NSIS framework Target date: 2021-06-30 Action 1: The government reformed the UHCC by specifying its authority, responsibility, and coordination mechanisms, effective from 25 November 2021, to oversee and supervise the cross-ministerial coordination for NUHS implementation Target date: 2022-06-30Policy 3: Response to life cycle social and health needs strengthened NA Action 2: Based on the approved NUHS, with allocated budget, MOHFW commenced operation of mobile clinics in ten city corporations to strengthen the provision of health services for the urban poor and vulnerable groups, taking into account the different health care needs of women, men, and others Target date: 2022-06-30 Action 3: The government commenced the implementation of the new action plan of the NSSS (2021-2026) to provide the national plan for continued reforms in social protection and a framework of reform activities to be accomplished by line ministries, with specific provisions for addressing the gendered needs voiced by disadvantaged women and communities (e.g., Bede (floating communities), third gender [trityo lingo] and persons with disabilities) Target date: 2022-06-30 Action 4: The government endorsed an employment injury insurance scheme to be piloted in ready-made garment industry and developed as an introduction of a contribution-based protection scheme in Bangladesh Under transaction TA (BAN: 55041-001) • Knowledge of the government on improvement in urban health care services strengthened. • Capacity of the government on piloting of a social insurance strengthened. • Capacity of the government on monitoring and evaluation of health preparedness and response improved. Target date: 2022-06-30 Action 1: MEFWD, MOHFW approved the policy guideline on public health and medical research, including infectious diseases, to strengthen health preparedness for epidemics and pandemics Target date: 2021-06-30Policy 3: Response to life cycle social and health needs strengthened NA Action 2: HSD, MOHFW approved the NUHS to strengthen the health response for the urban population, considering the differing health care needs of women and men Target date: 2021-06-30 Action 3: Cabinet Division issued a Directive on cross-ministerial coordination action for the selection of a type of social insurance and its scheme based on the NSIS framework Target date: 2021-06-30 Action 1: The government reformed the UHCC by specifying its authority, responsibility, and coordination mechanisms, effective from 25 November 2021, to oversee and supervise the cross-ministerial coordination for NUHS implementation Target date: 2022-06-30Policy 3: Response to life cycle social and health needs strengthened NA Action 2: Based on the approved NUHS, with allocated budget, MOHFW commenced operation of mobile clinics in ten city corporations to strengthen the provision of health services for the urban poor and vulnerable groups, taking into account the different health care needs of women, men, and others Target date: 2022-06-30 Action 3: The government commenced the implementation of the new action plan of the NSSS (2021-2026) to provide the national plan for continued reforms in social protection and a framework of reform activities to be accomplished by line ministries, with specific provisions for addressing the gendered needs voiced by disadvantaged women and communities (e.g., Bede (floating communities), third gender [trityo lingo] and persons with disabilities) Target date: 2022-06-30 Action 4: The government endorsed an employment injury insurance scheme to be piloted in ready-made garment industry and developed as an introduction of a contribution-based protection scheme in Bangladesh Under transaction TA (BAN: 55041-001) • Knowledge of the government on improvement in urban health care services strengthened. • Capacity of the government on piloting of a social insurance strengthened. • Capacity of the government on monitoring and evaluation of health preparedness and response improved. Target date: 2022-06-30 XM-DAC-46004-55077-001-LN4078Asian Development BankThe project will provide the Government of Bangladesh with timely financing for procuring safe and effective vaccines against the coronavirus disease (COVID-19) based on an agreed list of eligible expenditures. It will utilize the rapid response component (RRC) under the Asia Pacific Vaccine Access Facility (APVAX). Ongoing technical assistance (TA) will help strengthen the vaccine delivery system. The project is aligned with three operational priorities of the Asian Development Bank (ADB) Strategy 2030: (i) addressing remaining poverty and reducing inequalities, (ii) accelerating progress in gender equality, and (iii) fostering regional cooperation and integration. It is also aligned with ADB's country partnership strategy for Bangladesh, 2016-2020 in the priority areas of improving human capital and health care, and promoting gender equalityAsian Development BankFinance Division, MOFAsian Development BankAsian Development BankNishant Jainhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=55077-001 (Active)&officer= nijain@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh23.89507 90.29226Accelerating progress in gender equalityAddressing remaining poverty and reducing inequalitiesFostering regional cooperation and integrationKnowledge solutionsInclusive economic growthRegional integrationPartnershipsEffective gender mainstreaming (EGM)470000000Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF6671364.82Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF4501958.40Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF4581446.71Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF1309948.81Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF4501958.40Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF4581446.71Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF1309948.81Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF4640360.66Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF4640360.66Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF4640360.66Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF4640360.67Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF4640360.66Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOFPerformanceFiduciaryOutput/s as listed by the project staff.Output: Safe and effective COVID-19 vaccines delivered Indicator: Up to 44.7 million doses of COVID-19 and routine vaccines procured and delivered to the country Achievement: 58 Progress/Status: APVAX: Over 58 million doses of Sinopharm vaccine financed by ADB (6 million in contract no. 063 and 52.5 million in contract no. 131) have been delivered by MNCH, DGHS. EPI: As of 30 June 2026, a total of 9,572,714 vials of EPI vaccines had been procured under the APVAX Project at a total cost of USD 49.39 million. Data Source: DGHS/MOHFW updates, project progress report, and data from vaccine information management system Baseline year: 2021 Baseline value: 0 Target year: 2026 Target value: 44.7 million Actual value: 58Output: Safe and effective COVID-19 vaccines delivered Indicator: COVID-19 Vaccination Coordination Cell staffed with 12 technical experts (30% women) Achievement: 32 Progress/Status: Total resources staffed on the project are 32. Of which 11 are women (34%) Data Source: DGHS/MOHFW updates, project progress report, and data from vaccine information management systemOutput: Safe and effective COVID-19 vaccines delivered Indicator: 3,000 health staff trained in online registration and generating vaccination cards in rural and hard-to-reach areas (50% women) Achievement: 3000 Progress/Status: DGHS conducted the training activities before the initiation of the project tenure and through EPI & MIS program. DGHS has completed the training of 69,086 field health staff (male: 20,653; female: 48,429) among which 70% are female. Data Source: DGHS/MOHFW updates, project progress report, and data from vaccine information management systemOutput: Safe and effective COVID-19 vaccines delivered Indicator: Interoperability of existing vaccine-related IT systems, including features to flag gender-differentiated gaps and benefits strengthened (data disaggregated by sex, age, priority groups, and location) Achievement: Full Progress/Status: The National COVID-19 Surveillance System has already been integrated with other platforms. Additional features to flag gender-differentiated gaps and benefits strengthened (data disaggregated by sex, age, priority groups, and location) are available there (https://dashboard.dghs.gov.bd/pages/covid19-vaccination-update.php) Data Source: DGHS/MOHFW updates, project progress report, and data from vaccine information management system Baseline year: 2021 Baseline value: partial Baseline year: 2021 Baseline value: partial Target year: 2026 Target value: full Actual value: FullTarget populations vaccinated against COVID-19Up to 20.13 million Bangladeshis (11.6% of the total population) vaccinated against COVID-19 and routine vaccines, based on government's vaccine allocation plan Achievement: 11.6 Progress/Status: As of 30 March 2026, a total of 366,725,205 (about 366 million doses) vaccine doses have been administered including doses under APVAX facility. Among the doses 150,922,861 (male: 75,235,432; female: 75,687,429) were first dose, 142,193,280 (male: 70,557,366; female: 71,635,803) second dose, 68,558,519 (male: 33,924,467; female: 34,634,052) amounts of third dose & 5,050,545 (male: 2,818,043; female: 2,232,502) of fourth dose were given. It is to be mentioned that, all vaccines under APVAX facility have been inoculated during first & second dose. For EPI vaccine: As of 30 June 2026, a total of 9,572,714 vials of EPI vaccines had been procured under the APVAX Project. Of this total, 7,404,740 vials were supplied by UNICEF. Out of the vaccines received, 6,281,105 doses were administered to targeted individuals, comprising 2,831,707 males and the remaining 3,449,398 females. Data Source: DGHS Hospital Information Management System COVID-19 vaccination coverage weekly report; COVID-19 vaccination dashboard; and WHO and UNICEF immunization estimates to supplement XM-DAC-46004-55077-001-LN4079Asian Development BankThe project will provide the Government of Bangladesh with timely financing for procuring safe and effective vaccines against the coronavirus disease (COVID-19) based on an agreed list of eligible expenditures. It will utilize the rapid response component (RRC) under the Asia Pacific Vaccine Access Facility (APVAX). Ongoing technical assistance (TA) will help strengthen the vaccine delivery system. The project is aligned with three operational priorities of the Asian Development Bank (ADB) Strategy 2030: (i) addressing remaining poverty and reducing inequalities, (ii) accelerating progress in gender equality, and (iii) fostering regional cooperation and integration. It is also aligned with ADB's country partnership strategy for Bangladesh, 2016-2020 in the priority areas of improving human capital and health care, and promoting gender equalityAsian Development BankFinance Division, MOFAsian Development BankAsian Development BankNishant Jainhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=55077-001 (Active)&officer= nijain@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh23.89507 90.29226Accelerating progress in gender equalityAddressing remaining poverty and reducing inequalitiesFostering regional cooperation and integrationKnowledge solutionsInclusive economic growthRegional integrationPartnershipsEffective gender mainstreaming (EGM)470000000Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, 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Division, MOFPerformanceFiduciaryOutput/s as listed by the project staff.Output: Safe and effective COVID-19 vaccines delivered Indicator: Up to 44.7 million doses of COVID-19 and routine vaccines procured and delivered to the country Achievement: 58 Progress/Status: APVAX: Over 58 million doses of Sinopharm vaccine financed by ADB (6 million in contract no. 063 and 52.5 million in contract no. 131) have been delivered by MNCH, DGHS. EPI: As of 30 June 2026, a total of 9,572,714 vials of EPI vaccines had been procured under the APVAX Project at a total cost of USD 49.39 million. Data Source: DGHS/MOHFW updates, project progress report, and data from vaccine information management system Baseline year: 2021 Baseline value: 0 Target year: 2026 Target value: 44.7 million Actual value: 58Output: Safe and effective COVID-19 vaccines delivered Indicator: COVID-19 Vaccination Coordination Cell staffed with 12 technical experts (30% women) Achievement: 32 Progress/Status: Total resources staffed on the project are 32. Of which 11 are women (34%) Data Source: DGHS/MOHFW updates, project progress report, and data from vaccine information management systemOutput: Safe and effective COVID-19 vaccines delivered Indicator: 3,000 health staff trained in online registration and generating vaccination cards in rural and hard-to-reach areas (50% women) Achievement: 3000 Progress/Status: DGHS conducted the training activities before the initiation of the project tenure and through EPI & MIS program. DGHS has completed the training of 69,086 field health staff (male: 20,653; female: 48,429) among which 70% are female. Data Source: DGHS/MOHFW updates, project progress report, and data from vaccine information management systemOutput: Safe and effective COVID-19 vaccines delivered Indicator: Interoperability of existing vaccine-related IT systems, including features to flag gender-differentiated gaps and benefits strengthened (data disaggregated by sex, age, priority groups, and location) Achievement: Full Progress/Status: The National COVID-19 Surveillance System has already been integrated with other platforms. Additional features to flag gender-differentiated gaps and benefits strengthened (data disaggregated by sex, age, priority groups, and location) are available there (https://dashboard.dghs.gov.bd/pages/covid19-vaccination-update.php) Data Source: DGHS/MOHFW updates, project progress report, and data from vaccine information management system Baseline year: 2021 Baseline value: partial Baseline year: 2021 Baseline value: partial Target year: 2026 Target value: full Actual value: FullTarget populations vaccinated against COVID-19Up to 20.13 million Bangladeshis (11.6% of the total population) vaccinated against COVID-19 and routine vaccines, based on government's vaccine allocation plan Achievement: 11.6 Progress/Status: As of 30 March 2026, a total of 366,725,205 (about 366 million doses) vaccine doses have been administered including doses under APVAX facility. Among the doses 150,922,861 (male: 75,235,432; female: 75,687,429) were first dose, 142,193,280 (male: 70,557,366; female: 71,635,803) second dose, 68,558,519 (male: 33,924,467; female: 34,634,052) amounts of third dose & 5,050,545 (male: 2,818,043; female: 2,232,502) of fourth dose were given. It is to be mentioned that, all vaccines under APVAX facility have been inoculated during first & second dose. For EPI vaccine: As of 30 June 2026, a total of 9,572,714 vials of EPI vaccines had been procured under the APVAX Project. Of this total, 7,404,740 vials were supplied by UNICEF. Out of the vaccines received, 6,281,105 doses were administered to targeted individuals, comprising 2,831,707 males and the remaining 3,449,398 females. Data Source: DGHS Hospital Information Management System COVID-19 vaccination coverage weekly report; COVID-19 vaccination dashboard; and WHO and UNICEF immunization estimates to supplement XM-DAC-46004-54307-001-LN4115Asian Development BankThe proposed Sustainable Economic Recovery Program is a policy-based loan (PBL) to help the Government of Bangladesh implement urgent reforms for rapid economic recovery from the coronavirus disease (COVID-19) pandemic by creating: (i) fiscal space to support critical public expenditure, and (ii) a favorable environment to foster the growth of cottage, micro, small and medium-sized enterprises (CMSMEs), and thereby generate employment, one of the core agendas of the Eighth Five Year Plan, 2021?2025. The program supports Asian Development Bank (ADB) Strategy 2030 operational priority 1, addressing remaining poverty and reducing inequalities; operational priority 2, accelerating progress in gender equality; and operational priority 6, strengthening governance and institutional capacity. A programmatic approach will finance two subprograms for $250 million each to be implemented during 2021?2023, enabling some flexibility in aligning policy actions with the changing macroeconomic situation.Asian Development BankFinance Division, MOFAsian Development BankAsian Development BankSrinivasan Janardanamhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=54307-001 (Active)&officer= amrahman@adb.org&division= Public Sector Management and Governance Sector Office (SG-PSMG)&projectcountry= BangladeshBangladesh23.89507 90.29226Accelerating progress in gender equalityStrengthening governance and institutional capacityAddressing remaining poverty and reducing inequalitiesInclusive economic growthPartnershipsGovernance and capacity developmentEffective gender mainstreaming (EGM)250000000Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF10416666.66Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF10416666.66Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF10416666.66Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF2079445.55Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF5918036.14Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF7387466.41Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF7813306.87Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF7907824.04Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF6926546.44Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF6406469.12Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF5544433.97Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOF0.00Asian Development BankFinance Division, MOFPolicyPerformanceFiduciaryPolicy Action/s as listed by the project staff. Action 1: na Target date: 2021-12-31 Action 1: na Target date: 2021-12-31Policy 1: Reform Area 1: Public financial management systems strengthened Outcome 2: Objective: Expansion of the taxpayer base for income tax: Policy: The government secured parliamentary approval and has amended the Income Tax Ordinance, 1984 for all holders of TIN (except those taxpayers who do not have a taxable income but have obtained a TIN for the purpose of sale of land or acquiring a credit card) to submit an annual income tax return for FY2021 and for each year thereafter. Action 1: na Target date: 2021-12-31Policy 1: Reform Area 1: Public financial management systems strengthened Outcome 3: Objective: Enhance efficiency and improve taxpayer services: Policy: NBR has rolled out the use of a simplified income tax return form for use by marginal taxpayers to file returns for FY2021 and for each year thereafter. Action 1: na Target date: 2021-12-31Policy 1: Reform Area 1: Public financial management systems strengthened Outcome 4: Objective: Enable improved tax compliance and minimize tax avoidance through identifying discrepancies in respect of tax liabilities and payments of firms and businesses: Policy: NBR issued an order to mandate the exchange of information between its income tax and VAT division, enabling the use of data from either division's database for a more comprehensive audit of firms and business entities selected for audit by either division. Action 1: na Target date: 2021-12-31Policy 1: Reform Area 1: Public financial management systems strengthened Outcome 5: Objective: Address tax evasion, ensure due collection of VAT through digitalization, and thus facilitate improved VAT compliance: Policy: NBR completed the commissioning of at least 1,000 EFD, requiring businesses to use them for issuing electronic tax invoices for every sale transaction. Action 1: na Target date: 2021-12-31Policy 1: Reform Area 1: Public financial management systems strengthened Outcome 6: Objective: Digitalization and improved management of withholding taxes: Policy: NBR issued an order and implemented the piloting of electronic deduction of income tax at source system in 4 (of 29) tax zones. Action 1: na Target date: 2021-12-31Policy 1: Reform Area 1: Public financial management systems strengthened Outcome 7: Objective: Promote transparency and ensure accurate, efficient and timely transfer of cash assistance directly to beneficiaries: Policy: The government issued an order to expand the use of the G2P platform such that: (i) benefits transfers for all new enrolments from 1 July 2021 will only be permitted through the G2P platform; and (ii) all remaining currently enrolled beneficiaries receiving payments outside the G2P platform will be progressively migrated to the G2P platform by 30 June 2022. Action 1: na Target date: 2021-12-31Policy 1: Reform Area 1: Public financial management systems strengthened Outcome 8: Objective: Freeing up scarce public resources: Policy: The government initiated closure of SOEs in select sectors, commencing with orders to close jute mills, that were incurring losses, with effect from 1 July 2020; and allocated Tk35 billion to pay for all outstanding dues and arrears to workers who were retrenched. Action 1: na Target date: 2021-12-31Policy 1: Reform Area 1: Public financial management systems strengthened Outcome 9: Objective: Improve allocative efficiency and predictability of public expenditure, and strengthen expenditure control measures: Policy: The government, through its budget circular for FY2022, issued a policy directive to line ministries that no increases in ministry-wise Annual Development Program allocations will be permitted during the year. Action 1: Access to finance Target date: 2021-09-30Policy 2: Reform Area 2: Access to finance for underserved market segments improved Outcome 1: Objective: Mitigate liquidity constraints of CMSMEs affected by COVID-19, and ensure economic recovery: Policy: (i) The government implemented a new refinance scheme entitled "Refinance Scheme, 2020, for low-income professionals, farmers, and marginal/micro businessmen", and directed Bangladesh Bank to allocate Tk30 billion, and earmarked 25% for women borrowers; and (ii) To enhance access to credit for women CMSME entrepreneurs and restoring the sustainable economic recovery through term loans / investment, Bangladesh Bank amended the Small Enterprise Refinance Scheme by allowing up to TK15 billion (instead of Tk8.5 billion) at a concessional interest rate of 7% instead of 9%. Action 1: Access to finance Target date: 2021-09-30Policy 2: Reform Area 2: Access to finance for underserved market segments improved Outcome 2: Objective: Enhance access to credit for cottage, micro and small enterprises under the stimulus package approved in April 2020: Policy: The Bangladesh Bank (i) implemented a Credit Guarantee Scheme/Fund of Tk20 billion to launch the credit guarantee facilities under the stimulus package; and (ii) issued a circular by earmarking at least 5% of portfolio guarantee limit for participating financial institutions for women-owned units. Action 1: Access to finance Target date: 2021-09-30Policy 2: Reform Area 2: Access to finance for underserved market segments improved Outcome 3: Objective: Enhance access to finance for growth for startups: Policy: Bangladesh Bank implemented a refinancing scheme for loans to CMSME startups with relaxations to the requirements for collateral and allocated 10% for women entrepreneurs. XM-DAC-46004-42180-019-LN4254Asian Development BankThe proposed loans constitute the second tranche of a multitranche financing facility (MFF) to the People's Republic of Bangladesh for the Third Public-Private Infrastructure Development Facility (PPIDF3) which was approved on 18 July 2017 by the Asian Development Bank (ADB) Board of Directors. The tranche has two components. The first component, a $262.29 million ordinary capital resource (OCR) loan, is provided to Infrastructure Development Company Limited (IDCOL) to onlend to infrastructure projects developed under the public-private partnership (PPP) model. The project serves to provide long-term financing and catalyze private sector financing for infrastructure development, reducing pressures on public finance and enhancing value for money. The second component, a $16 million concessional OCR loan, supports investment in smaller energy efficiency, renewable energy solutions and social infrastructure projects. The project has the following two outputs: (i) available long-term debt financing for infrastructure projects increased, and (ii) take-out financing for infrastructure projects catalyzed. The PPIDF3 is a continuation of the Public-Private Infrastructure Development Facility and the Second Public-Private Infrastructure Development Facility addressing the infrastructure deficiencies in Bangladesh. The PPIDF3 will help catalyze commercial financing through IDCOL-supported infrastructure subprojects with the value addition of supporting private sector development. The MFF is expected to catalyze $789 million in private sector investments with at least eight subprojects through regular OCR financing, and at least two renewable energy subprojects through the concessional OCR financing. The project also seeks to strengthen the institutional capacity of IDCOL to fulfill its mission as a flagship financial institution supporting PPP finance in the infrastructure sector. The tranche 1 has made great progress in these fronts, supporting eight infrastructure subprojects and two renewable and energy efficiency subprojects, and catalyzing $457 million private sector investments. Tranche 2 will continue to fund at least five infrastructure subprojects and two subprojects in the renewable energy and energy efficiency areas amounting to $278.29 million.Asian Development BankMinistry of FinanceAsian Development BankAsian Development BankDongdong Zhanghttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42180-019 (Active)&officer= malhasan@adb.org&division= Finance Sector Office (SG-FIN)&projectcountry= BangladeshBangladesh23.89507 90.29226Accelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityStrengthening governance and institutional capacityAddressing remaining poverty and reducing inequalitiesPrivate sector developmentGovernance and capacity developmentPartnershipsInclusive economic growthEnvironmentally sustainable growthEffective gender mainstreaming (EGM)262290000Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance30015444.11Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance15000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance8593284.78Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance4746671.43Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance10292716.58Asian Development BankMinistry of Finance6001448.75Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance8583991.17Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance905425.22Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1467715.93Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1616976.03Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1535335.53Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1709903.67Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1852802.39Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of FinancePerformanceFiduciaryOutput/s as listed by the project staff.Output: Available long-term debt financing for infrastructure projects increased Indicator: At least five additional subprojects (including one GESI-responsive subproject) are financed using the $262.29 million ADB OCR envelope (2021 baseline: 8 subprojects financed under tranche 1) (OP1.3.1, OP2.3.2, OP2.5.2, OP3.1.3) Progress/Status: Around $103.59 million has been disbursed as of June 2026 for eight additional eligible subprojects, which includes one GESI-responsive subproject. Data Source: Audited annual statement of use of the Third Public-Private Infrastructure Development Facility funds Actual value: Output: Available long-term debt financing for infrastructure projects increased Indicator: At least two additional green financing subprojects (projects focused on climate change mitigation such as renewable energy, energy efficiency, or green transportation) supported by the project (2021 baseline: 2 in tranche 1) (OP3.1.3, OP2.3.2) Progress/Status: As of June 2026, three green financing subprojects focusing energy efficiency have been supported by the project. Data Source: Audited annual statement of use of the Third Public-Private Infrastructure Development Facility funds Actual value: Output: Available long-term debt financing for infrastructure projects increased Indicator: IDCOL gender operational plan developed based on IDCOL's gender policy and submitted for approval (2020 baseline: none) (OP2.3.2, OP6.1.2) Progress/Status: IDCOL gender operational plan developed based on IDCOL's gender policy and is in process for approval. Data Source: Project monitoring report Baseline year: 2020 Baseline value: N Baseline year: 2020 Baseline value: N Target year: 2026 Target value: YOutput: Available long-term debt financing for infrastructure projects increased Indicator: At least ten female professionals complete training on infrastructure finance and climate change initiatives, under an internship program piloted by IDCOL (2020 baseline: 0) (OP2.3.2) Progress/Status: Ongoing. 5 female professionals completed a three months' internship program piloted by IDCOL during 2024-2025. The recruitment of 02 female professionals is under process. Data Source: Project monitoring report Actual value: Output: Available long-term debt financing for infrastructure projects increased Indicator: Corporate ESSF strengthened by incorporating gender equality in project implementation and approved (2020 baseline: none) (OP2.3.2, OP6.1.2) Progress/Status: The ESSF of IDCOL addresses gender equality in project implementations. ADB gender team will confirm after review. Data Source: Project monitoring report Baseline year: 2020 Baseline value: N Baseline year: 2020 Baseline value: N Target year: 2026 Target value: YOutput: Take-out financing for infrastructure projects catalyzed Indicator: At least one additional eligible subproject refinanced by IDCOL (2020 baseline: 1 infrastructure subproject refinanced under tranche 1) (OP1.3.1) Progress/Status: IDCOL has approved one subproject for refinancing and withdrawn advance funds for onlending them to the subproject being refinanced. Data Source: Audited annual statement of use of the Third Public-Private Infrastructure Development Facility funds Actual value: Private Sector investments in infrastructure, including the financing of renewable energy and energy efficiency facilities leveraged.Additional $393 million of private sector investments in eligible infrastructure subprojects catalyzed through the regular OCR component of tranche 2 of the Third Public-Private Infrastructure Development Facility (2015 baseline: $413.8 million of private sector investments catalyzed under the Public-Private Infrastructure Development Facility and $189.5 million catalyzed under the Second Public-Private Infrastructure Development Facility; $450 million catalyzed under tranche 1 of the Third Public-Private Infrastructure Development Facility)(OP1.3.1) Progress/Status: As of June 2026, more than $428.71 million private sector investments have been catalyzed through financing eight subprojects under the regular OCR component of tranche 2. Data Source: Annual audited statements of the use of the Third Public-Private Infrastructure Development Facility funds Actual value: Additional $8 million of private sector investments for renewable energy, energy efficiency, social sector and health sector subprojects catalyzed by the concessional OCR loan component of tranche 2 (2015 baseline: no medium-sized or large-scale renewable energy subprojects; $7 million in renewable and energy efficiency projects funded under tranche 1) (OP3.1.3) Progress/Status: As of June 2026, more than $8.25 million private sector investments have been catalyzed through financing two subprojects under the concessional OCR component of tranche 2. Data Source: Annual audited statements of the use of the Third Public-Private Infrastructure Development Facility funds Base year: 2015 Baseline value: N XM-DAC-46004-42180-019-LN4255Asian Development BankThe proposed loans constitute the second tranche of a multitranche financing facility (MFF) to the People's Republic of Bangladesh for the Third Public-Private Infrastructure Development Facility (PPIDF3) which was approved on 18 July 2017 by the Asian Development Bank (ADB) Board of Directors. The tranche has two components. The first component, a $262.29 million ordinary capital resource (OCR) loan, is provided to Infrastructure Development Company Limited (IDCOL) to onlend to infrastructure projects developed under the public-private partnership (PPP) model. The project serves to provide long-term financing and catalyze private sector financing for infrastructure development, reducing pressures on public finance and enhancing value for money. The second component, a $16 million concessional OCR loan, supports investment in smaller energy efficiency, renewable energy solutions and social infrastructure projects. The project has the following two outputs: (i) available long-term debt financing for infrastructure projects increased, and (ii) take-out financing for infrastructure projects catalyzed. The PPIDF3 is a continuation of the Public-Private Infrastructure Development Facility and the Second Public-Private Infrastructure Development Facility addressing the infrastructure deficiencies in Bangladesh. The PPIDF3 will help catalyze commercial financing through IDCOL-supported infrastructure subprojects with the value addition of supporting private sector development. The MFF is expected to catalyze $789 million in private sector investments with at least eight subprojects through regular OCR financing, and at least two renewable energy subprojects through the concessional OCR financing. The project also seeks to strengthen the institutional capacity of IDCOL to fulfill its mission as a flagship financial institution supporting PPP finance in the infrastructure sector. The tranche 1 has made great progress in these fronts, supporting eight infrastructure subprojects and two renewable and energy efficiency subprojects, and catalyzing $457 million private sector investments. Tranche 2 will continue to fund at least five infrastructure subprojects and two subprojects in the renewable energy and energy efficiency areas amounting to $278.29 million.Asian Development BankMinistry of FinanceAsian Development BankAsian Development BankDongdong Zhanghttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42180-019 (Active)&officer= malhasan@adb.org&division= Finance Sector Office (SG-FIN)&projectcountry= BangladeshBangladesh23.89507 90.29226Accelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityStrengthening governance and institutional capacityAddressing remaining poverty and reducing inequalitiesPrivate sector developmentGovernance and capacity developmentPartnershipsInclusive economic growthEnvironmentally sustainable growthEffective gender mainstreaming (EGM)16000000Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance7331975.56Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of FinancePerformanceFiduciaryOutput/s as listed by the project staff.Output: Available long-term debt financing for infrastructure projects increased Indicator: At least five additional subprojects (including one GESI-responsive subproject) are financed using the $262.29 million ADB OCR envelope (2021 baseline: 8 subprojects financed under tranche 1) (OP1.3.1, OP2.3.2, OP2.5.2, OP3.1.3) Progress/Status: Around $103.59 million has been disbursed as of June 2026 for eight additional eligible subprojects, which includes one GESI-responsive subproject. Data Source: Audited annual statement of use of the Third Public-Private Infrastructure Development Facility funds Actual value: Output: Available long-term debt financing for infrastructure projects increased Indicator: At least two additional green financing subprojects (projects focused on climate change mitigation such as renewable energy, energy efficiency, or green transportation) supported by the project (2021 baseline: 2 in tranche 1) (OP3.1.3, OP2.3.2) Progress/Status: As of June 2026, three green financing subprojects focusing energy efficiency have been supported by the project. Data Source: Audited annual statement of use of the Third Public-Private Infrastructure Development Facility funds Actual value: Output: Available long-term debt financing for infrastructure projects increased Indicator: IDCOL gender operational plan developed based on IDCOL's gender policy and submitted for approval (2020 baseline: none) (OP2.3.2, OP6.1.2) Progress/Status: IDCOL gender operational plan developed based on IDCOL's gender policy and is in process for approval. Data Source: Project monitoring report Baseline year: 2020 Baseline value: N Baseline year: 2020 Baseline value: N Target year: 2026 Target value: YOutput: Available long-term debt financing for infrastructure projects increased Indicator: At least ten female professionals complete training on infrastructure finance and climate change initiatives, under an internship program piloted by IDCOL (2020 baseline: 0) (OP2.3.2) Progress/Status: Ongoing. 5 female professionals completed a three months' internship program piloted by IDCOL during 2024-2025. The recruitment of 02 female professionals is under process. Data Source: Project monitoring report Actual value: Output: Available long-term debt financing for infrastructure projects increased Indicator: Corporate ESSF strengthened by incorporating gender equality in project implementation and approved (2020 baseline: none) (OP2.3.2, OP6.1.2) Progress/Status: The ESSF of IDCOL addresses gender equality in project implementations. ADB gender team will confirm after review. Data Source: Project monitoring report Baseline year: 2020 Baseline value: N Baseline year: 2020 Baseline value: N Target year: 2026 Target value: YOutput: Take-out financing for infrastructure projects catalyzed Indicator: At least one additional eligible subproject refinanced by IDCOL (2020 baseline: 1 infrastructure subproject refinanced under tranche 1) (OP1.3.1) Progress/Status: IDCOL has approved one subproject for refinancing and withdrawn advance funds for onlending them to the subproject being refinanced. Data Source: Audited annual statement of use of the Third Public-Private Infrastructure Development Facility funds Actual value: Private Sector investments in infrastructure, including the financing of renewable energy and energy efficiency facilities leveraged.Additional $393 million of private sector investments in eligible infrastructure subprojects catalyzed through the regular OCR component of tranche 2 of the Third Public-Private Infrastructure Development Facility (2015 baseline: $413.8 million of private sector investments catalyzed under the Public-Private Infrastructure Development Facility and $189.5 million catalyzed under the Second Public-Private Infrastructure Development Facility; $450 million catalyzed under tranche 1 of the Third Public-Private Infrastructure Development Facility)(OP1.3.1) Progress/Status: As of June 2026, more than $428.71 million private sector investments have been catalyzed through financing eight subprojects under the regular OCR component of tranche 2. Data Source: Annual audited statements of the use of the Third Public-Private Infrastructure Development Facility funds Actual value: Additional $8 million of private sector investments for renewable energy, energy efficiency, social sector and health sector subprojects catalyzed by the concessional OCR loan component of tranche 2 (2015 baseline: no medium-sized or large-scale renewable energy subprojects; $7 million in renewable and energy efficiency projects funded under tranche 1) (OP3.1.3) Progress/Status: As of June 2026, more than $8.25 million private sector investments have been catalyzed through financing two subprojects under the concessional OCR component of tranche 2. Data Source: Annual audited statements of the use of the Third Public-Private Infrastructure Development Facility funds Base year: 2015 Baseline value: N XM-DAC-46004-51269-003-LN4247Asian Development BankThe Microenterprise Financing and Credit Enhancement Project will expand access to finance for unbanked and underbanked microenterprises through Palli Karma Sahayak Foundation (PKSF), a wholesale microfinance apex and its partner microfinance institutions (MFIs) - partner organizations (POs).Asian Development BankFinancial Institutions Division-MOFAsian Development BankAsian Development BankChandrasekera Mudalige Manohari Gunawardhenahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=51269-003 (Active)&officer= mgunawardhena@adb.org&division= Finance Sector Office (SG-FIN)&projectcountry= BangladeshBangladesh23.89507 90.29226Tackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityAccelerating progress in gender equalityAddressing remaining poverty and reducing inequalitiesStrengthening governance and institutional capacityEnvironmentally sustainable growthInclusive economic growthGovernance and capacity developmentPartnershipsPrivate sector developmentKnowledge solutionsGender Equity and Mainstreaming200000000Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF50000000.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF60000000.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF35000000.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF10000000.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF45000000.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF541666.67Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1180000.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1273055.55Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1513333.34Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1792500.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF2000000.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOFPerformanceFiduciaryOutput/s as listed by the project staff.Output: Commercial sources of funding to MFIs for microenterprise financing increased Indicator: PKSF CGF for partner MFIs' borrowing from commercial banks established and becomes operational Progress/Status: PKSF Credit Enhancement Scheme (CES) for partner MFIs' borrowing from commercial banks has been established and operationalized. Data Source: PKSF annual reports, implementing agency's project and TA performance monitoring reports Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2027 Target value: YOutput: PKSF's and partner MFIs' institutional capacity and viability enhanced Indicator: Financing strategy, socially and gender-inclusive business plan update, risk management framework, and digital transformation road map adopted by PKSF (Baseline: NA) (OP1.2.1, OP6.1.2) Progress/Status: A digital transformation plan and a risk management framework have been adopted by PKSF. PKSF's financing strategy, gender and socially inclusive business plan update are ongoing under the strategic plan of PKSF. Data Source: PKSF annual reports, implementing agency's project and TA performance monitoring reports Baseline year: 2019 Baseline value: N Baseline year: 2019 Baseline value: N Target year: 2027 Target value: YOutput: PKSF's and partner MFIs' institutional capacity and viability enhanced Indicator: Cost reduction recommendations developed through cost diagnosis for at least 98 partner MFIs Progress/Status: Consultants have already reviewed the cost structure of POs on a sampling basis and provided some cost reduction recommendations. Data Source: PKSF annual reports, implementing agency's project and TA performance monitoring reports Baseline year: 2019 Baseline value: Not applicable Baseline year: 2019 Baseline value: Not applicable Target year: 2027 Target value: 98Output: PKSF's and partner MFIs' institutional capacity and viability enhanced Indicator: At least 80% of milestones and performance targets of partner MFIs' annual institutional development plans, including socially and gender-inclusive targets, implemented by at least 40 partner MFIs (Baseline: NA) (OP1.2.1, OP6.1.2, OP2.3.2)d Progress/Status: Consultants have reviewed the institutional capacity of the POs on a sampling basis and recommended that there is no need for a separate institutional development plan for POs. Consultants provided some recommendations to strengthen the institutional capacity of the POs. In this regard, training on Institutional Development for the POs has been provided to the senior official of the POs. Data Source: PKSF annual reports, implementing agency's project and TA performance monitoring reports Baseline year: 2019 Baseline value: Not applicable Baseline year: 2019 Baseline value: Not applicable Target year: 2027 Target value: 80Output: PKSF's and partner MFIs' institutional capacity and viability enhanced Indicator: At least 98 partner MFIs acquired skills to conduct women entrepreneurship development training Progress/Status: 120 senior officials from 120 different POs have received training on women entrepreneurship development. Data Source: PKSF annual reports, implementing agency's project and TA performance monitoring reports Baseline year: 2019 Baseline value: Not applicable Baseline year: 2019 Baseline value: Not applicable Target year: 2027 Target value: 98Output: PKSF's and partner MFIs' institutional capacity and viability enhanced Indicator: Entrepreneurship skills of at least 60,000 women enhanced Progress/Status: Training of trainers (ToT) on women entrepreneurship development has been provided to 1,526 branch managers of POs. The women entrepreneurship development training for the 60,000 women borrowers by the above trained branch managers is ongoing. As of 3rd quarter 2026, 60,000 women borrowers have been trained on entrepreneurship development. Data Source: PKSF annual reports, implementing agency's project and TA performance monitoring reports Baseline year: 2019 Baseline value: Not applicable Baseline year: 2019 Baseline value: Not applicable Target year: 2027 Target value: 60000Output: PKSF's and partner MFIs' institutional capacity and viability enhanced Indicator: Knowledge of environmental and social safeguards and climate and disaster risk management enhanced for at least 98 partner MFIs Progress/Status: 120 senior officials from 120 different POs received training on environment and social safeguards and climate and disaster risk management. Data Source: PKSF annual reports, implementing agency's project and TA performance monitoring reports Baseline year: 2019 Baseline value: Not applicable Baseline year: 2019 Baseline value: Not applicable Target year: 2027 Target value: 98Output: PKSF's funding to MFIs for microenterprise financing expanded Indicator: Total loans to microenterprises from PKSF's partner MFIs from the credit line reached Tk27 billion, of which 80% are for women. Achievement: TK 24.6 billion Progress/Status: Loans to microenterprises from PKSF's partner Partner Organizations (POs) from the credit line have reached TK 51.65 billion of which 77% are women. Data Source: PKSF annual reports, implementing agency's project and TA performance monitoring reports Baseline year: 2019 Baseline value: Not applicable Baseline year: 2019 Baseline value: Not applicable Target year: 2027 Target value: TK 27 billion Actual value: TK 24.6 billionOutput: PKSF's funding to MFIs for microenterprise financing expanded Indicator: Additional requirement for PKSF credit line funding adopted where 40% of PKSF partner MFIs' microenterprise borrowers are from poorer areas. Achievement: 73 Progress/Status: Under the credit line, POs of PKSF disbursed 73% of the loan to microenterprise borrowers from poorer areas Data Source: PKSF annual reports, implementing agency's project and TA performance monitoring reports Baseline year: 2019 Baseline value: Not applicable Baseline year: 2019 Baseline value: Not applicable Target year: 2027 Target value: 40 Actual value: 731. Microenterprises' access to MFI financing increased 2. Commercial sources of funding to MFIs for microenterprise financing increasedAt least 100,000 new microenterprise borrowers of PKSF's partner MFIs received loans from this project. Achievement: 141421 Progress/Status: Total 202,571 microenterprise borrowers received loans from this project. Data Source: PKSF annual reports, executing or implementing agency's project completion report, project impact assessment reportAt least 80% of the new microenterprise borrowers receiving funds from this project are women. Achievement: 85 Progress/Status: About 85% of the microenterprise borrowers who received loan from this project are women. Data Source: PKSF annual reports, executing or implementing agency's project completion report, project impact assessment reportAt least 56,000 women are economically empowered by the project. Progress/Status: Women receiving support from this project are being economically empowered. The number will be known upon conducting survey on it. Data Source: PKSF annual reports, executing or implementing agency's project completion report, project impact assessment report Actual value: Partner MFIs' borrowings from commercial banks for microenterprise loans increased to TK142 billion as a result of the credit guarantee. Progress/Status: Credit Guarantee Agreement has been signed with 10 banks and 1 finance company for a total loan of BDT 41.50 billion to be disbursed to the POs in the FY 2025-2026. BDT 71,800 Crore Loan has been disbursed by the banks to the 23 POs under CES. Bank loan outstanding of partner MFIs' are BDT 186.45 billion. Data Source: TA performance monitoring reports Baseline value: TK 48 billion XM-DAC-46004-55201-001-GRNT0858Asian Development BankThe Government of Bangladesh (the government) has requested support from the Asian Development Bank (ADB) to strengthen the climate resilience of vulnerable coastal towns, thereby enhancing their ability to anticipate, absorb, accommodate, and recover from the effects of climate shocks and stresses. The proposed project will support selected coastal towns in pursuing sustainable development and enhancing the quality of life of all residents. It will also help in strengthening rural resilience, as these small towns often act as service centers for surrounding rural areas.Asian Development BankLocal Government Engineering DepartmentMinistry of Local Government, Rural Development, and Co-operativesAsian Development BankAsian Development BankLaxmi Sharmahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=55201-001 (Active)&officer= lsharma@adb.org&division= Water and Urban Development Sector Office (SG-WUD)&projectcountry= BangladeshBangladesh23.89507 90.29226Accelerating progress in gender equalityAddressing remaining poverty and reducing inequalitiesStrengthening governance and institutional capacityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityMaking cities more livableKnowledge solutionsInclusive economic growthEnvironmentally sustainable growthGovernance and capacity developmentGender Equity and Mainstreaming4000000Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department15000.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: Institutional capacity, governance, and climate awareness strengthened. Indicator: 3a. Risk-informed urban development plan and poverty reduction action plan of each town submitted to pourashava council, and development activities controlled (OP 3.2.4, OP4.2, OP 6.2.1) Progress/Status: As of April 2026: The ICCDC team prepared the “Integration of Climate and Disaster Risk Assessment to Formulate and Update the Risk-Informed Master Plans” report of Muladi, Mehendiganj, Banaripara, Gouranadi, Swarupkathi, Lalmohan, Borhanuddin, and Morelganj Pourashavas in accordance with GCA guidelines. The documents were shared with the GCA team in Bangladesh and will subsequently be submitted to the PMU. PMU provide the feedback and all reports will be completed in Q4 2026. All reports will be finalized through respective pourashava vetting.  ICCDC team prepared PRAP and GAP guidelines and sent to PIU for preparation of pourashava-specific PRAP and GAP. All pourashavas have prepared their individual PRAP and GAP which are under review by ICCDC team.  20 pourashavas formed Building Construction Committee (BCC). Remaining Bakerganj Pourashava formation of BCC is under process. Kuakata Pourashava Building Construction Committee exists in divisional level. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: YOutput: Institutional capacity, governance, and climate awareness strengthened. Indicator: At least 225 staff of LGED and pourashavas, including 90% of eligible female staff, reported increased knowledge on climate and disaster risk assessment to inform urban development planning (OP2.3.2, OP 6.1.1) Progress/Status: As of April 2026:  A capacity-building program was conducted in October 2025 for 76 PMU and PIU participants, of whom 69 were male and 7 were female (representing 87% of 8 eligible female members). Remaining will be conducted by Q4 2027. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: 225Output: Institutional capacity, governance, and climate awareness strengthened. Indicator: At least 225 staff of LGED and pourashavas, including 90% of eligible female staff, reported increased knowledge on NbS and green solutions (OP 6.1.1) Progress/Status: As of April 2026:  Capacity building workshop on nature-based solutions was held on 4-6 December 2024 by GCA-BUET with PMU and PIU staff. Total participants were 25, out of which 4 are female (16%) and 21 are male (84%). Remaining will be conducted by Q4 2028. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: 225Output: Institutional capacity, governance, and climate awareness strengthened. Indicator: Disaster management committee on disaster preparedness measures and cyclone shelter management committees operationalized in each project pourashava (OP 6.2.4) Progress/Status: As of April 2026:  SCDM is formed in 22 pourashavas.  CSMC is formed in Mehendiganj, Swarupkahti, Muladi, Jhalokathi, and Nalchity Pourashava. Remaining 17 pourashavas will be formed after the construction work. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: 22Output: Institutional capacity, governance, and climate awareness strengthened. Indicator: Standing committees on women's and children's affairs, poverty reduction, and slum improvement operationalized in each project pourashava (OP 6.2.4) Progress/Status: As of April 2026:  SCWCA is formed in 22 pourashavas.  SC PR&SI is formed 22 pourashava.  GESI progress report (Q1 2026) is prepared and submitted to PMU. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: 22Output: Institutional capacity, governance, and climate awareness strengthened. Indicator: Revenue enhancement plan approved by each project pourashava (2022 baseline: No plan exists (OP 6.1) Progress/Status: As of April 2026:  Prepared a Plan for Revenue Enhancement in PIU level and submitted to PMU for approval.  The average holding tax collection rate was 62% in FY 2023-24 (base line data) and 64% in FY 2024-25.  The average non-holding tax collection rate was 72% in FY 2023-24 (base line data) and 73% in FY 2024-25.  Holding tax, non-tax tax, and water tariff collection monitoring by ICCDC and reported in QPR. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: YOutput: Institutional capacity, governance, and climate awareness strengthened. Indicator: Computerized tax records and billings systems made functional in each project pourashava (OP 6.1) Progress/Status: As of April 2026:  16 pourashavas generate computerized tax bill and remaining 6 pourashavas (Banaripara, Swarupkathi, Kuakata, Kolaroa, Jajira, and Bhederganj) generate manually.  Computerized tax bill monitoring by ICCDC and reported in QPR. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: 22Output: Institutional capacity, governance, and climate awareness strengthened. Indicator: Annual gender-responsive O&M plans approved and annual budget allocated by each project pourashava(OP 6.1) Progress/Status: As of April 2026:  A guideline is prepared on gender responsive O&M plan and sent to PIU for sharing. O&M plan is prepared in 20 pourashavas and other pourashava (Banaripara and Swarupkathi) is under process.  Allocated budget in 21 pourashava except Morelganj. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: 22Output: Institutional capacity, governance, and climate awareness strengthened. Indicator: Gender-responsive and socially inclusive urban space design guidelines incorporated in the design of urban open spaces of two project pourashavas (OP 6.2.1) Progress/Status: As of April 2026:  The guideline about GESI-sensitive and socially inclusive urban space design will be done during design by DDC (Detail Design Consultants). Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: YOutput: Municipal infrastructure for resilience improved. Indicator: 25 EWCD-friendly cyclone shelters constructed with early warning system (OP 2.5.2, OP 3.2.5) Progress/Status: As of April 2026: 17 EWCD-friendly cyclone shelters contracts were awarded and works are ongoing: Mehendiganj, Lalmohan, Borhanuddin (CS-01 & 02), Charfassion, Muladi, Jhalokathi, Betagi, Swarupkathi, Nalchity, Banaripara, Bakerganj, Chalna, Kuakata (CS-01 & 02), Kolaroa, and Gouranadi. Physical progress: 66%. 1 cyclone shelter at Swarupkathi completed. EWCD- friendly ramp and features have been incorporated in the design. Early warning system vendor selection in process. Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: 9.7 km of emergency access roads to cyclone shelters upgraded or constructed (OP 3.2.5, OP 4.1.2) Progress/Status: As of April 2026: Emergency access roads to cyclone shelters works are ongoing. Completed: 0.090 km. Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: 200 km of stormwater drainage constructed or rehabilitated (OP 3.2.5, OP 4.1.2) Progress/Status: As of April 2026: Drainage Structure Total drainage works of 4 packages are ongoing: Bagerhat (1 pkg, 5.13 km) and Patuakhali (3 pkgs, 12.46 km). Completed: 15.007 km out of 17.59 km. Physical progress of 4 packages: 85%. Roadside drain included in Road package Completed: 3.038 km out of 3.561 km. Total drainage structure length completed: 18.045 km out of 21.51 km. Total of 60 km drain has been designed and estimated. Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: NbS piloted in at least three towns (OP 3.2.5) Progress/Status: As of April 2026: GCA already submitted the selection scheme for 4 towns (Bagerhat, Chalna, Morrelganj, and Kuakata). Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: Three integrated waste management subprojects completed (OP 4.3.1) Progress/Status: As of April 2026: Environmental impact assessment (EIA) required and O&M inclusion for Bagerhat and Patuakhali in process. Draft design of Patuakhali and Bagerhat was prepared by CTEIP.    Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: 238 km of roads with stormwater drainage, bridges, and culverts rehabilitated or constructed (OP 3.2.5, OP 4.1.2) Progress/Status: As of April 2026: Road with Stormwater Drainage:  27 road packages works are ongoing: Bakerganj (3 pkgs), Charfassion (2 pkgs), Betagi, Jhalokathi, Patharghata (2 pkgs), Patuakhali (2 pkgs), Kuakata, Janjira (2 pkgs), Paikgacha, Muladi (2 pkgs), Lalmohan (2 pkgs), Borhanuddin, Bagerhat (2 pkgs), Morelganj (2 pkgs), Kolaroa, Bhedorganj, and Gouranadi are ongoing. Completed: 88.85 km out of 193.277 km. Physical progress of ongoing 27 packages: 55% 28 packages design, dawning, and estimate have been prepared which are in different stages. These packages include about 85 km road, 60 km drain, 340 m bridge, and 270 m culvert. Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: At least two gender-responsive and socially inclusive urban open spaces constructed (OP1.3.1) Progress/Status: As of April 2026: Selection process and design is ongoing for 2 (two) gender-responsive and socially inclusive urban public spaces. Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: 150 EWCD-friendly sanitation facilities, including community latrines, constructed serving poor households (OP 1.3.1) Progress/Status: As of April 2026: The selection of community/public latrines with EWCD-friendly sanitation facilities is under process. Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: Slum improvement program implemented in at least 90% of project pourashavas that have slums (2021 baseline: Not implemented) Progress/Status: As of April 2026: Slum is identified in 20 pourashava except Jajira and Bhederganj Pourashava. Primary Group (PG), Slum Improvement Committee (SIC), and Community Action Plan (CAP) preparation is under process. Implementation of slum improvement programme will be started from September 2026. Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: At least six local EWCD-friendly socioeconomic infrastructures developed (OP1.3.1) Progress/Status: As of April 2026: Survey for Chalna, Morrelgonj, Banaripara, Bakergonj, Mehendigonj, Muladi, Gournadi, Charfassion, Lalmohon, Jhalokathi, Nalchity, Kolaroa, and Paikgacha multipurpose market is completed. Review of architectural design for Chalna, Kolaroa, and Morrelgonj is in progress. Data Source: Project quarterly progress reports. Actual value: Output: Resilient livelihoods enhanced Indicator: 60% of vulnerable households (including 50% female beneficiaries) covered in the graduation program in six project pourashavas (OP 2.5.1) Progress/Status: As of April 2026: Selection of NGO is under process. Data Source: Project quarterly progress reports. Actual value: Output: Resilient livelihoods enhanced Indicator: 50% women, including persons with disabilities, reported increased skills for resilient livelihoods in six project pourashavas (OP2.1.1, OP 2.5.1) Progress/Status: As of April 2026: Selection of NGO is under process. Data Source: Post-training survey reports Actual value: Output: Resilient livelihoods enhanced Indicator: Inventory of productive assets of 70% of low-income households documented and insured (OP 2.5.1) Progress/Status: As of April 2026: Selection of NGO is under process. Inventory of productive asset of low-income household will be started after selection of target beneficiary. Deliverable to be completed at project period. Data Source: Project quarterly progress reports. Actual value: Climate and disaster resilience of coastal towns strengthened, including benefiting the poor and womenCapacity of EWCD-friendly cyclone shelter increased for 10,000 people with enhanced safety features and spaces for 5000 women (2022 baseline: 0) (OP2.5.2, OP3.2, OP4.1) Progress/Status: To be assessed after completion of the project. EWCD-friendly features incorporated in the design of cyclone shelters. Construction of 16 cyclone shelters is ongoing; 1 cyclone shelter is completed. Physical Progress of ongoing packages: 66% Data Source: LGED annual reports and project quarterly progress reports Actual value: At least 75% of households in project areas reported reduced inundation for less than 3 days (2022 baseline: 43%) (OP3.2, OP4.1) Progress/Status: To be assessed after completion of the project. Construction of 4 drainage packages for a total of 29.49 kms in 2 pourashavas is ongoing. Completed: 23.87 km. Inundation reduced by 9%. Data Source: LGED annual reports and project quarterly progress reports Actual value: Livelihood improved for 1,500 women in six project pourashavas (2022 baseline: 0) (OP 4.1) Progress/Status: To be assessed after completion of the project. Graduation approach to be implemented in six project pourashavas. Data Source: Baseline and endline survey for graduation program Actual value: 85% holding tax collection efficiency achieved in 20 pourashavas (2022 baseline: 0 towns) Progress/Status: To be assessed after completion of the project.  The average holding tax collection rate was 62% in FY 2023-24 (baseline survey).  The average holding tax collection efficiency rate achieved in FY 2024-25 is 64%. Data Source: LGED annual reports and project quarterly progress reports Actual value: XM-DAC-46004-55201-001-LN4237Asian Development BankThe Government of Bangladesh (the government) has requested support from the Asian Development Bank (ADB) to strengthen the climate resilience of vulnerable coastal towns, thereby enhancing their ability to anticipate, absorb, accommodate, and recover from the effects of climate shocks and stresses. The proposed project will support selected coastal towns in pursuing sustainable development and enhancing the quality of life of all residents. It will also help in strengthening rural resilience, as these small towns often act as service centers for surrounding rural areas.Asian Development BankLocal Government Engineering DepartmentMinistry of Local Government, Rural Development, and Co-operativesAsian Development BankAsian Development BankLaxmi Sharmahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=55201-001 (Active)&officer= lsharma@adb.org&division= Water and Urban Development Sector Office (SG-WUD)&projectcountry= BangladeshBangladesh23.89507 90.29226Accelerating progress in gender equalityAddressing remaining poverty and reducing inequalitiesStrengthening governance and institutional capacityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityMaking cities more livableKnowledge solutionsInclusive economic growthEnvironmentally sustainable growthGovernance and capacity developmentGender Equity and Mainstreaming150000000Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2186187.21Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department7610714.57Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department5469347.81Asian Development BankLocal Government Engineering Department89007.28Asian Development BankLocal Government Engineering Department21782.52Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department8819876.01Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department31110.08Asian Development BankLocal Government Engineering Department26725.14Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department24776.79Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department77250.96Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department97969.02Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department136420.36Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department212542.64Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: Institutional capacity, governance, and climate awareness strengthened. Indicator: 3a. Risk-informed urban development plan and poverty reduction action plan of each town submitted to pourashava council, and development activities controlled (OP 3.2.4, OP4.2, OP 6.2.1) Progress/Status: As of April 2026: The ICCDC team prepared the “Integration of Climate and Disaster Risk Assessment to Formulate and Update the Risk-Informed Master Plans” report of Muladi, Mehendiganj, Banaripara, Gouranadi, Swarupkathi, Lalmohan, Borhanuddin, and Morelganj Pourashavas in accordance with GCA guidelines. The documents were shared with the GCA team in Bangladesh and will subsequently be submitted to the PMU. PMU provide the feedback and all reports will be completed in Q4 2026. All reports will be finalized through respective pourashava vetting.  ICCDC team prepared PRAP and GAP guidelines and sent to PIU for preparation of pourashava-specific PRAP and GAP. All pourashavas have prepared their individual PRAP and GAP which are under review by ICCDC team.  20 pourashavas formed Building Construction Committee (BCC). Remaining Bakerganj Pourashava formation of BCC is under process. Kuakata Pourashava Building Construction Committee exists in divisional level. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: YOutput: Institutional capacity, governance, and climate awareness strengthened. Indicator: At least 225 staff of LGED and pourashavas, including 90% of eligible female staff, reported increased knowledge on climate and disaster risk assessment to inform urban development planning (OP2.3.2, OP 6.1.1) Progress/Status: As of April 2026:  A capacity-building program was conducted in October 2025 for 76 PMU and PIU participants, of whom 69 were male and 7 were female (representing 87% of 8 eligible female members). Remaining will be conducted by Q4 2027. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: 225Output: Institutional capacity, governance, and climate awareness strengthened. Indicator: At least 225 staff of LGED and pourashavas, including 90% of eligible female staff, reported increased knowledge on NbS and green solutions (OP 6.1.1) Progress/Status: As of April 2026:  Capacity building workshop on nature-based solutions was held on 4-6 December 2024 by GCA-BUET with PMU and PIU staff. Total participants were 25, out of which 4 are female (16%) and 21 are male (84%). Remaining will be conducted by Q4 2028. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: 225Output: Institutional capacity, governance, and climate awareness strengthened. Indicator: Disaster management committee on disaster preparedness measures and cyclone shelter management committees operationalized in each project pourashava (OP 6.2.4) Progress/Status: As of April 2026:  SCDM is formed in 22 pourashavas.  CSMC is formed in Mehendiganj, Swarupkahti, Muladi, Jhalokathi, and Nalchity Pourashava. Remaining 17 pourashavas will be formed after the construction work. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: 22Output: Institutional capacity, governance, and climate awareness strengthened. Indicator: Standing committees on women's and children's affairs, poverty reduction, and slum improvement operationalized in each project pourashava (OP 6.2.4) Progress/Status: As of April 2026:  SCWCA is formed in 22 pourashavas.  SC PR&SI is formed 22 pourashava.  GESI progress report (Q1 2026) is prepared and submitted to PMU. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: 22Output: Institutional capacity, governance, and climate awareness strengthened. Indicator: Revenue enhancement plan approved by each project pourashava (2022 baseline: No plan exists (OP 6.1) Progress/Status: As of April 2026:  Prepared a Plan for Revenue Enhancement in PIU level and submitted to PMU for approval.  The average holding tax collection rate was 62% in FY 2023-24 (base line data) and 64% in FY 2024-25.  The average non-holding tax collection rate was 72% in FY 2023-24 (base line data) and 73% in FY 2024-25.  Holding tax, non-tax tax, and water tariff collection monitoring by ICCDC and reported in QPR. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: YOutput: Institutional capacity, governance, and climate awareness strengthened. Indicator: Computerized tax records and billings systems made functional in each project pourashava (OP 6.1) Progress/Status: As of April 2026:  16 pourashavas generate computerized tax bill and remaining 6 pourashavas (Banaripara, Swarupkathi, Kuakata, Kolaroa, Jajira, and Bhederganj) generate manually.  Computerized tax bill monitoring by ICCDC and reported in QPR. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: 22Output: Institutional capacity, governance, and climate awareness strengthened. Indicator: Annual gender-responsive O&M plans approved and annual budget allocated by each project pourashava(OP 6.1) Progress/Status: As of April 2026:  A guideline is prepared on gender responsive O&M plan and sent to PIU for sharing. O&M plan is prepared in 20 pourashavas and other pourashava (Banaripara and Swarupkathi) is under process.  Allocated budget in 21 pourashava except Morelganj. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: 22Output: Institutional capacity, governance, and climate awareness strengthened. Indicator: Gender-responsive and socially inclusive urban space design guidelines incorporated in the design of urban open spaces of two project pourashavas (OP 6.2.1) Progress/Status: As of April 2026:  The guideline about GESI-sensitive and socially inclusive urban space design will be done during design by DDC (Detail Design Consultants). Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: YOutput: Municipal infrastructure for resilience improved. Indicator: 25 EWCD-friendly cyclone shelters constructed with early warning system (OP 2.5.2, OP 3.2.5) Progress/Status: As of April 2026: 17 EWCD-friendly cyclone shelters contracts were awarded and works are ongoing: Mehendiganj, Lalmohan, Borhanuddin (CS-01 & 02), Charfassion, Muladi, Jhalokathi, Betagi, Swarupkathi, Nalchity, Banaripara, Bakerganj, Chalna, Kuakata (CS-01 & 02), Kolaroa, and Gouranadi. Physical progress: 66%. 1 cyclone shelter at Swarupkathi completed. EWCD- friendly ramp and features have been incorporated in the design. Early warning system vendor selection in process. Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: 9.7 km of emergency access roads to cyclone shelters upgraded or constructed (OP 3.2.5, OP 4.1.2) Progress/Status: As of April 2026: Emergency access roads to cyclone shelters works are ongoing. Completed: 0.090 km. Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: 200 km of stormwater drainage constructed or rehabilitated (OP 3.2.5, OP 4.1.2) Progress/Status: As of April 2026: Drainage Structure Total drainage works of 4 packages are ongoing: Bagerhat (1 pkg, 5.13 km) and Patuakhali (3 pkgs, 12.46 km). Completed: 15.007 km out of 17.59 km. Physical progress of 4 packages: 85%. Roadside drain included in Road package Completed: 3.038 km out of 3.561 km. Total drainage structure length completed: 18.045 km out of 21.51 km. Total of 60 km drain has been designed and estimated. Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: NbS piloted in at least three towns (OP 3.2.5) Progress/Status: As of April 2026: GCA already submitted the selection scheme for 4 towns (Bagerhat, Chalna, Morrelganj, and Kuakata). Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: Three integrated waste management subprojects completed (OP 4.3.1) Progress/Status: As of April 2026: Environmental impact assessment (EIA) required and O&M inclusion for Bagerhat and Patuakhali in process. Draft design of Patuakhali and Bagerhat was prepared by CTEIP.    Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: 238 km of roads with stormwater drainage, bridges, and culverts rehabilitated or constructed (OP 3.2.5, OP 4.1.2) Progress/Status: As of April 2026: Road with Stormwater Drainage:  27 road packages works are ongoing: Bakerganj (3 pkgs), Charfassion (2 pkgs), Betagi, Jhalokathi, Patharghata (2 pkgs), Patuakhali (2 pkgs), Kuakata, Janjira (2 pkgs), Paikgacha, Muladi (2 pkgs), Lalmohan (2 pkgs), Borhanuddin, Bagerhat (2 pkgs), Morelganj (2 pkgs), Kolaroa, Bhedorganj, and Gouranadi are ongoing. Completed: 88.85 km out of 193.277 km. Physical progress of ongoing 27 packages: 55% 28 packages design, dawning, and estimate have been prepared which are in different stages. These packages include about 85 km road, 60 km drain, 340 m bridge, and 270 m culvert. Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: At least two gender-responsive and socially inclusive urban open spaces constructed (OP1.3.1) Progress/Status: As of April 2026: Selection process and design is ongoing for 2 (two) gender-responsive and socially inclusive urban public spaces. Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: 150 EWCD-friendly sanitation facilities, including community latrines, constructed serving poor households (OP 1.3.1) Progress/Status: As of April 2026: The selection of community/public latrines with EWCD-friendly sanitation facilities is under process. Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: Slum improvement program implemented in at least 90% of project pourashavas that have slums (2021 baseline: Not implemented) Progress/Status: As of April 2026: Slum is identified in 20 pourashava except Jajira and Bhederganj Pourashava. Primary Group (PG), Slum Improvement Committee (SIC), and Community Action Plan (CAP) preparation is under process. Implementation of slum improvement programme will be started from September 2026. Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: At least six local EWCD-friendly socioeconomic infrastructures developed (OP1.3.1) Progress/Status: As of April 2026: Survey for Chalna, Morrelgonj, Banaripara, Bakergonj, Mehendigonj, Muladi, Gournadi, Charfassion, Lalmohon, Jhalokathi, Nalchity, Kolaroa, and Paikgacha multipurpose market is completed. Review of architectural design for Chalna, Kolaroa, and Morrelgonj is in progress. Data Source: Project quarterly progress reports. Actual value: Output: Resilient livelihoods enhanced Indicator: 60% of vulnerable households (including 50% female beneficiaries) covered in the graduation program in six project pourashavas (OP 2.5.1) Progress/Status: As of April 2026: Selection of NGO is under process. Data Source: Project quarterly progress reports. Actual value: Output: Resilient livelihoods enhanced Indicator: 50% women, including persons with disabilities, reported increased skills for resilient livelihoods in six project pourashavas (OP2.1.1, OP 2.5.1) Progress/Status: As of April 2026: Selection of NGO is under process. Data Source: Post-training survey reports Actual value: Output: Resilient livelihoods enhanced Indicator: Inventory of productive assets of 70% of low-income households documented and insured (OP 2.5.1) Progress/Status: As of April 2026: Selection of NGO is under process. Inventory of productive asset of low-income household will be started after selection of target beneficiary. Deliverable to be completed at project period. Data Source: Project quarterly progress reports. Actual value: Climate and disaster resilience of coastal towns strengthened, including benefiting the poor and womenCapacity of EWCD-friendly cyclone shelter increased for 10,000 people with enhanced safety features and spaces for 5000 women (2022 baseline: 0) (OP2.5.2, OP3.2, OP4.1) Progress/Status: To be assessed after completion of the project. EWCD-friendly features incorporated in the design of cyclone shelters. Construction of 16 cyclone shelters is ongoing; 1 cyclone shelter is completed. Physical Progress of ongoing packages: 66% Data Source: LGED annual reports and project quarterly progress reports Actual value: At least 75% of households in project areas reported reduced inundation for less than 3 days (2022 baseline: 43%) (OP3.2, OP4.1) Progress/Status: To be assessed after completion of the project. Construction of 4 drainage packages for a total of 29.49 kms in 2 pourashavas is ongoing. Completed: 23.87 km. Inundation reduced by 9%. Data Source: LGED annual reports and project quarterly progress reports Actual value: Livelihood improved for 1,500 women in six project pourashavas (2022 baseline: 0) (OP 4.1) Progress/Status: To be assessed after completion of the project. Graduation approach to be implemented in six project pourashavas. Data Source: Baseline and endline survey for graduation program Actual value: 85% holding tax collection efficiency achieved in 20 pourashavas (2022 baseline: 0 towns) Progress/Status: To be assessed after completion of the project.  The average holding tax collection rate was 62% in FY 2023-24 (baseline survey).  The average holding tax collection efficiency rate achieved in FY 2024-25 is 64%. Data Source: LGED annual reports and project quarterly progress reports Actual value: XM-DAC-46004-55201-001-LN4238Asian Development BankThe Government of Bangladesh (the government) has requested support from the Asian Development Bank (ADB) to strengthen the climate resilience of vulnerable coastal towns, thereby enhancing their ability to anticipate, absorb, accommodate, and recover from the effects of climate shocks and stresses. The proposed project will support selected coastal towns in pursuing sustainable development and enhancing the quality of life of all residents. It will also help in strengthening rural resilience, as these small towns often act as service centers for surrounding rural areas.Asian Development BankLocal Government Engineering DepartmentMinistry of Local Government, Rural Development, and Co-operativesAsian Development BankAsian Development BankLaxmi Sharmahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=55201-001 (Active)&officer= lsharma@adb.org&division= Water and Urban Development Sector Office (SG-WUD)&projectcountry= BangladeshBangladesh23.89507 90.29226Accelerating progress in gender equalityAddressing remaining poverty and reducing inequalitiesStrengthening governance and institutional capacityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityMaking cities more livableKnowledge solutionsInclusive economic growthEnvironmentally sustainable growthGovernance and capacity developmentGender Equity and Mainstreaming96000000Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1409400.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department4754441.30Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department3434820.20Asian Development BankLocal Government Engineering Department32477.27Asian Development BankLocal Government Engineering Department7948.08Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department5758666.45Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department16227.33Asian Development BankLocal Government Engineering Department4875.78Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department93200.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department122081.75Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department224184.77Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department236944.67Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department302739.63Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department385790.54Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: Institutional capacity, governance, and climate awareness strengthened. Indicator: 3a. Risk-informed urban development plan and poverty reduction action plan of each town submitted to pourashava council, and development activities controlled (OP 3.2.4, OP4.2, OP 6.2.1) Progress/Status: As of April 2026: The ICCDC team prepared the “Integration of Climate and Disaster Risk Assessment to Formulate and Update the Risk-Informed Master Plans” report of Muladi, Mehendiganj, Banaripara, Gouranadi, Swarupkathi, Lalmohan, Borhanuddin, and Morelganj Pourashavas in accordance with GCA guidelines. The documents were shared with the GCA team in Bangladesh and will subsequently be submitted to the PMU. PMU provide the feedback and all reports will be completed in Q4 2026. All reports will be finalized through respective pourashava vetting.  ICCDC team prepared PRAP and GAP guidelines and sent to PIU for preparation of pourashava-specific PRAP and GAP. All pourashavas have prepared their individual PRAP and GAP which are under review by ICCDC team.  20 pourashavas formed Building Construction Committee (BCC). Remaining Bakerganj Pourashava formation of BCC is under process. Kuakata Pourashava Building Construction Committee exists in divisional level. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: YOutput: Institutional capacity, governance, and climate awareness strengthened. Indicator: At least 225 staff of LGED and pourashavas, including 90% of eligible female staff, reported increased knowledge on climate and disaster risk assessment to inform urban development planning (OP2.3.2, OP 6.1.1) Progress/Status: As of April 2026:  A capacity-building program was conducted in October 2025 for 76 PMU and PIU participants, of whom 69 were male and 7 were female (representing 87% of 8 eligible female members). Remaining will be conducted by Q4 2027. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: 225Output: Institutional capacity, governance, and climate awareness strengthened. Indicator: At least 225 staff of LGED and pourashavas, including 90% of eligible female staff, reported increased knowledge on NbS and green solutions (OP 6.1.1) Progress/Status: As of April 2026:  Capacity building workshop on nature-based solutions was held on 4-6 December 2024 by GCA-BUET with PMU and PIU staff. Total participants were 25, out of which 4 are female (16%) and 21 are male (84%). Remaining will be conducted by Q4 2028. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: 225Output: Institutional capacity, governance, and climate awareness strengthened. Indicator: Disaster management committee on disaster preparedness measures and cyclone shelter management committees operationalized in each project pourashava (OP 6.2.4) Progress/Status: As of April 2026:  SCDM is formed in 22 pourashavas.  CSMC is formed in Mehendiganj, Swarupkahti, Muladi, Jhalokathi, and Nalchity Pourashava. Remaining 17 pourashavas will be formed after the construction work. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: 22Output: Institutional capacity, governance, and climate awareness strengthened. Indicator: Standing committees on women's and children's affairs, poverty reduction, and slum improvement operationalized in each project pourashava (OP 6.2.4) Progress/Status: As of April 2026:  SCWCA is formed in 22 pourashavas.  SC PR&SI is formed 22 pourashava.  GESI progress report (Q1 2026) is prepared and submitted to PMU. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: 22Output: Institutional capacity, governance, and climate awareness strengthened. Indicator: Revenue enhancement plan approved by each project pourashava (2022 baseline: No plan exists (OP 6.1) Progress/Status: As of April 2026:  Prepared a Plan for Revenue Enhancement in PIU level and submitted to PMU for approval.  The average holding tax collection rate was 62% in FY 2023-24 (base line data) and 64% in FY 2024-25.  The average non-holding tax collection rate was 72% in FY 2023-24 (base line data) and 73% in FY 2024-25.  Holding tax, non-tax tax, and water tariff collection monitoring by ICCDC and reported in QPR. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: YOutput: Institutional capacity, governance, and climate awareness strengthened. Indicator: Computerized tax records and billings systems made functional in each project pourashava (OP 6.1) Progress/Status: As of April 2026:  16 pourashavas generate computerized tax bill and remaining 6 pourashavas (Banaripara, Swarupkathi, Kuakata, Kolaroa, Jajira, and Bhederganj) generate manually.  Computerized tax bill monitoring by ICCDC and reported in QPR. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: 22Output: Institutional capacity, governance, and climate awareness strengthened. Indicator: Annual gender-responsive O&M plans approved and annual budget allocated by each project pourashava(OP 6.1) Progress/Status: As of April 2026:  A guideline is prepared on gender responsive O&M plan and sent to PIU for sharing. O&M plan is prepared in 20 pourashavas and other pourashava (Banaripara and Swarupkathi) is under process.  Allocated budget in 21 pourashava except Morelganj. Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: 22Output: Institutional capacity, governance, and climate awareness strengthened. Indicator: Gender-responsive and socially inclusive urban space design guidelines incorporated in the design of urban open spaces of two project pourashavas (OP 6.2.1) Progress/Status: As of April 2026:  The guideline about GESI-sensitive and socially inclusive urban space design will be done during design by DDC (Detail Design Consultants). Data Source: Project quarterly progress reports. Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2029 Target value: YOutput: Municipal infrastructure for resilience improved. Indicator: 25 EWCD-friendly cyclone shelters constructed with early warning system (OP 2.5.2, OP 3.2.5) Progress/Status: As of April 2026: 17 EWCD-friendly cyclone shelters contracts were awarded and works are ongoing: Mehendiganj, Lalmohan, Borhanuddin (CS-01 & 02), Charfassion, Muladi, Jhalokathi, Betagi, Swarupkathi, Nalchity, Banaripara, Bakerganj, Chalna, Kuakata (CS-01 & 02), Kolaroa, and Gouranadi. Physical progress: 66%. 1 cyclone shelter at Swarupkathi completed. EWCD- friendly ramp and features have been incorporated in the design. Early warning system vendor selection in process. Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: 9.7 km of emergency access roads to cyclone shelters upgraded or constructed (OP 3.2.5, OP 4.1.2) Progress/Status: As of April 2026: Emergency access roads to cyclone shelters works are ongoing. Completed: 0.090 km. Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: 200 km of stormwater drainage constructed or rehabilitated (OP 3.2.5, OP 4.1.2) Progress/Status: As of April 2026: Drainage Structure Total drainage works of 4 packages are ongoing: Bagerhat (1 pkg, 5.13 km) and Patuakhali (3 pkgs, 12.46 km). Completed: 15.007 km out of 17.59 km. Physical progress of 4 packages: 85%. Roadside drain included in Road package Completed: 3.038 km out of 3.561 km. Total drainage structure length completed: 18.045 km out of 21.51 km. Total of 60 km drain has been designed and estimated. Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: NbS piloted in at least three towns (OP 3.2.5) Progress/Status: As of April 2026: GCA already submitted the selection scheme for 4 towns (Bagerhat, Chalna, Morrelganj, and Kuakata). Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: Three integrated waste management subprojects completed (OP 4.3.1) Progress/Status: As of April 2026: Environmental impact assessment (EIA) required and O&M inclusion for Bagerhat and Patuakhali in process. Draft design of Patuakhali and Bagerhat was prepared by CTEIP.    Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: 238 km of roads with stormwater drainage, bridges, and culverts rehabilitated or constructed (OP 3.2.5, OP 4.1.2) Progress/Status: As of April 2026: Road with Stormwater Drainage:  27 road packages works are ongoing: Bakerganj (3 pkgs), Charfassion (2 pkgs), Betagi, Jhalokathi, Patharghata (2 pkgs), Patuakhali (2 pkgs), Kuakata, Janjira (2 pkgs), Paikgacha, Muladi (2 pkgs), Lalmohan (2 pkgs), Borhanuddin, Bagerhat (2 pkgs), Morelganj (2 pkgs), Kolaroa, Bhedorganj, and Gouranadi are ongoing. Completed: 88.85 km out of 193.277 km. Physical progress of ongoing 27 packages: 55% 28 packages design, dawning, and estimate have been prepared which are in different stages. These packages include about 85 km road, 60 km drain, 340 m bridge, and 270 m culvert. Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: At least two gender-responsive and socially inclusive urban open spaces constructed (OP1.3.1) Progress/Status: As of April 2026: Selection process and design is ongoing for 2 (two) gender-responsive and socially inclusive urban public spaces. Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: 150 EWCD-friendly sanitation facilities, including community latrines, constructed serving poor households (OP 1.3.1) Progress/Status: As of April 2026: The selection of community/public latrines with EWCD-friendly sanitation facilities is under process. Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: Slum improvement program implemented in at least 90% of project pourashavas that have slums (2021 baseline: Not implemented) Progress/Status: As of April 2026: Slum is identified in 20 pourashava except Jajira and Bhederganj Pourashava. Primary Group (PG), Slum Improvement Committee (SIC), and Community Action Plan (CAP) preparation is under process. Implementation of slum improvement programme will be started from September 2026. Data Source: Project quarterly progress reports. Actual value: Output: Municipal infrastructure for resilience improved. Indicator: At least six local EWCD-friendly socioeconomic infrastructures developed (OP1.3.1) Progress/Status: As of April 2026: Survey for Chalna, Morrelgonj, Banaripara, Bakergonj, Mehendigonj, Muladi, Gournadi, Charfassion, Lalmohon, Jhalokathi, Nalchity, Kolaroa, and Paikgacha multipurpose market is completed. Review of architectural design for Chalna, Kolaroa, and Morrelgonj is in progress. Data Source: Project quarterly progress reports. Actual value: Output: Resilient livelihoods enhanced Indicator: 60% of vulnerable households (including 50% female beneficiaries) covered in the graduation program in six project pourashavas (OP 2.5.1) Progress/Status: As of April 2026: Selection of NGO is under process. Data Source: Project quarterly progress reports. Actual value: Output: Resilient livelihoods enhanced Indicator: 50% women, including persons with disabilities, reported increased skills for resilient livelihoods in six project pourashavas (OP2.1.1, OP 2.5.1) Progress/Status: As of April 2026: Selection of NGO is under process. Data Source: Post-training survey reports Actual value: Output: Resilient livelihoods enhanced Indicator: Inventory of productive assets of 70% of low-income households documented and insured (OP 2.5.1) Progress/Status: As of April 2026: Selection of NGO is under process. Inventory of productive asset of low-income household will be started after selection of target beneficiary. Deliverable to be completed at project period. Data Source: Project quarterly progress reports. Actual value: Climate and disaster resilience of coastal towns strengthened, including benefiting the poor and womenCapacity of EWCD-friendly cyclone shelter increased for 10,000 people with enhanced safety features and spaces for 5000 women (2022 baseline: 0) (OP2.5.2, OP3.2, OP4.1) Progress/Status: To be assessed after completion of the project. EWCD-friendly features incorporated in the design of cyclone shelters. Construction of 16 cyclone shelters is ongoing; 1 cyclone shelter is completed. Physical Progress of ongoing packages: 66% Data Source: LGED annual reports and project quarterly progress reports Actual value: At least 75% of households in project areas reported reduced inundation for less than 3 days (2022 baseline: 43%) (OP3.2, OP4.1) Progress/Status: To be assessed after completion of the project. Construction of 4 drainage packages for a total of 29.49 kms in 2 pourashavas is ongoing. Completed: 23.87 km. Inundation reduced by 9%. Data Source: LGED annual reports and project quarterly progress reports Actual value: Livelihood improved for 1,500 women in six project pourashavas (2022 baseline: 0) (OP 4.1) Progress/Status: To be assessed after completion of the project. Graduation approach to be implemented in six project pourashavas. Data Source: Baseline and endline survey for graduation program Actual value: 85% holding tax collection efficiency achieved in 20 pourashavas (2022 baseline: 0 towns) Progress/Status: To be assessed after completion of the project.  The average holding tax collection rate was 62% in FY 2023-24 (baseline survey).  The average holding tax collection efficiency rate achieved in FY 2024-25 is 64%. Data Source: LGED annual reports and project quarterly progress reports Actual value: XM-DAC-46004-56339-001-LN4305Asian Development BankThe project is aligned with the following impact: a green, inclusive, and resilient recovery achieved. The project will have the following outcome: living conditions, livelihoods, and climate resilience in the flood-affected northeast region of Bangladesh improved. The outputs of the project are as follows:??Output 1. Rural transport and connectivity infrastructure rehabilitated and reconstructed. This output will rehabilitate and reconstruct vital transport and connectivity infrastructure to flood-affected communities. LGED and BR will jointly deliver the output.??Output 2. River embankments and irrigation infrastructure rehabilitated and reconstructed. Under this output, the project will rehabilitate and reconstruct flood fuses, submersible embankment with cement concrete armoring, river protection work, flood control embankment, regulators and sluices with village platforms with climate resilient design for irrigation infrastructure and protect productive crop areas in the affected districts. The river embankments will be raised and enforced to make them resilient to severe floods. BWDB will deliver output 2. ??Output 3: Water supply and sanitation facilities rehabilitated and reconstructed. The output will deliver improved water supply and sanitation facilities to enable continued and undisrupted supply of basic human needs to the residents during future floods. DPHE will deliver output 2??Output 4: Rural livelihoods and agriculture farming enhanced and transformed. The project will support local farmers livelihood enhancement and agricultural transformation. Improvement of agriculture value chains of crops and fisheries will improve food security, nutrition, employment, poverty reduction, and rural livelihoods in the Haor region. The DAE will implement the output.??Output 5: Institutional capacity strengthened. The output will support the design, cost estimates, implementation of the project and capacity development through national and international firms and individual consultants, and NGOs. ??Asian Development BankLocal Government Engineering DepartmentAsian Development BankAsian Development BankMarjana Chowdhuryhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=56339-001 (Active)&officer= adas@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshSylhet Division24.66667 91.66667Tackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityStrengthening governance and institutional capacityAddressing remaining poverty and reducing inequalitiesPromoting rural development and food securityAccelerating progress in gender equalityInclusive economic growthEnvironmentally sustainable growthKnowledge solutionsPrivate sector developmentGovernance and capacity developmentEffective gender mainstreaming (EGM)230000000Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2500000.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department6000000.00Asian Development BankLocal Government Engineering Department2500000.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department32722.22Asian Development BankLocal Government Engineering Department1262078.85Asian Development BankLocal Government Engineering Department3000000.00Asian Development BankLocal Government Engineering Department4188435.24Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department7146771.39Asian Development BankLocal Government Engineering Department3792670.96Asian Development BankLocal Government Engineering Department3098963.40Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department11598470.58Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department6862563.47Asian Development BankLocal Government Engineering Department7363202.15Asian Development BankLocal Government Engineering Department7483632.84Asian Development BankLocal Government Engineering Department3579467.46Asian Development BankLocal Government Engineering Department73012.19Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department318118.76Asian Development BankLocal Government Engineering Department12638292.22Asian Development BankLocal Government Engineering Department3078023.49Asian Development BankLocal Government Engineering Department10385715.33Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department20532.88Asian Development BankLocal Government Engineering Department648003.63Asian Development BankLocal Government Engineering Department275803.45Asian Development BankLocal Government Engineering Department14680289.81Asian Development BankLocal Government Engineering Department812406.79Asian Development BankLocal Government Engineering Department3767454.79Asian Development BankLocal Government Engineering Department32722.22Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department78553.55Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department186844.66Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department318118.76Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department434178.63Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: Institutional capacity strengthened Indicator: At least 90% of women staff employed by the project with increased knowledge in project implementation, monitoring, and reporting Progress/Status: Project Implementing Consulting firms are recruiting who will provide support for this component. Data Source: Executing agencies' quarterly progress reports and completion report Actual value: Output: River embankments and irrigation infrastructure rehabilitated and reconstructed Indicator: 80 km of river embankment with associated slope protection and flood prevention walls rehabilitated and reconstructed with climate resilient design Achievement: 65 Progress/Status: 65 km of river embankment rehabilitation has been completed and 34 km partially completed (Work Progress 78%) and 6 flood fuses have been completed and 9 Nos partially completed (work Progress 85.80%). Data Source: Executing agencies' quarterly progress reports and completion reportOutput: River embankments and irrigation infrastructure rehabilitated and reconstructed Indicator: 4 irrigation regulators and sluices rehabilitated and reconstructed Achievement: 32 Progress/Status: Out of 18.41 km, 15.91 km of submersible embankment has been completed and 2 km is partially completed, 85% of the work has been completed. Construction on one regulator is completed, with progress at 100%. Out of 34 regulator/sluices, 22 nos regulator rehabilitation completed and 12 nos partially completed, 84.51% of the work is completed. Data Source: Executing agencies' quarterly progress reports and completion reportOutput: River embankments and irrigation infrastructure rehabilitated and reconstructed Indicator: 100,000 trees planted along the affected rivers and irrigation channels (20% women employed) Achievement: 20 Progress/Status: A total of 97,907 trees has been planted along affected rivers and irrigation channels. Notably, women comprise 20% of the labor force engaged in these plantation efforts. Data Source: Executing agencies' quarterly progress reports and completion reportOutput: Rural livelihoods and agriculture farming enhanced and transformed Indicator: 5 Agriculture Multipurpose Centers constructed with designated toilets for women and operationalized Achievement: 0 Progress/Status: 5 agricultural multipurpose center is omitted from RDPP with the decision of Ministry of Agriculture. Data Source: Executing agencies' quarterly progress reports and completion report.Output: Rural livelihoods and agriculture farming enhanced and transformed Indicator: 7,000 agricultural machines provided to farmers groups (comprising at least 30% women) for rural farmers' production, harvest, and postharvest activities Achievement: 8082 Progress/Status: 8,082 no of agricultural machineries have been provided among farmers groups (comprising 30% women) for rural farmer's production and post-harvest activities. Data Source: Executing agencies' quarterly progress reports and completion report.Output: Rural livelihoods and agriculture farming enhanced and transformed Indicator: 200,000 farmers, of which 40% women, with enhanced skills in modern crops, new agriculture technologies, and nutritional awareness Achievement: 167400 Progress/Status: 174300 farmers have been trained on Modern Production Technology, climates smart agriculture technology of whom 30% women with enhanced skills in modern crops, new agriculture technologies and nutritional awareness. Data Source: Executing agencies' quarterly progress reports and completion report.Output: Rural transport and connectivity infrastructure rehabilitated and reconstructed Indicator: 757 km of rural roads with associated culverts and bridges rehabilitated and reconstructed with climate resilience and safety features Progress/Status: - Road Rehabilitation 48 Packages out of 48 packages have been awarded. - Moreover, reconstruction / construction of Bridges and Culverts 18 Packages out of 20 have been awarded. - Approved Road 636.71 km, Bridge 1774.30 m and Culvert 489.88 m. - Out of 636.71 km, 366.39 km have been completed, 166.00 m of Bridge, and 325.00 m of Culvert has been completed. - Some roads and bridge culvert packages will not be completed within the extended loan period, 21 March 2027. These roads and bridge culverts are proposed to be cancelled/ dropped due to slow progress and/ or time constraints. Contracted road length is 636.71 km. 757 km from DMF should be revised as 636.71 km according to mid-term review mission aide memoire. Data Source: Executing agencies' quarterly progress reports and completion report Actual value: Output: Rural transport and connectivity infrastructure rehabilitated and reconstructed Indicator: 34 km of rail track with associated culverts and bridges rehabilitated and reconstructed with climate resilience and safety features Progress/Status: - 15 KM embarkment construction completed. - 70% of the 10 Nos. new culvert completed. - Remaining works ongoing. Data Source: Executing agencies' quarterly progress reports and completion report Actual value: Output: Rural transport and connectivity infrastructure rehabilitated and reconstructed Indicator: EWCD-friendly features integrated in the designs of the project-reconstructed railway stations and platforms Progress/Status: - Pile driving work has been completed for all the station buildings. - Pile Cap and column casting ongoing. - Remaining works ongoing. Data Source: Executing agencies' quarterly progress reports and completion report Baseline year: 2022 Baseline value: N Baseline year: 2022 Baseline value: N Target year: 2026 Target value: YOutput: Water supply and sanitation facilities rehabilitated and reconstructed Indicator: 11,900 tube-wells rehabilitated and reconstructed with flood resistant design (raised platform, submersible pump, etc.) Achievement: 8200 Progress/Status: All tube well (TW) contracts have been awarded. Additionally, 1668 TWs installed, remaining work is ongoing in Sylhet, Sunamganj, Habiganj, Kishoreganj, Netrokona and Moulvibazar. Data Source: Executing agencies' quarterly progress reports and completion reportOutput: Water supply and sanitation facilities rehabilitated and reconstructed Indicator: 100 mobile toilets with separate space for women deployed and maintained Achievement: 220 Progress/Status: A total of 220 mobile toilets has been procured, with dedicated spaces allocated for women. Data Source: Executing agencies' quarterly progress reports and completion reportOutput: Water supply and sanitation facilities rehabilitated and reconstructed Indicator: Gender sensitive and climate resilient WASH adopting community-based approach implemented in 20 affected communities Achievement: 10 Progress/Status: Gender-sensitive and climate-resilient infrastructure are in progress. In this reporting quarter, only fourteen out of twenty flood affected community has been primarily selected where WASH facilities have been installing. Data Source: Executing agencies' quarterly progress reports and completion reportLiving conditions, livelihoods, and climate resilience in the flood-affected northeast region of Bangladesh improved.Average travel time on project roads reduced by 30%. Progress/Status: Not yet Due. Data Source: Executing agencies' quarterly progress reports and completion report Actual value: Yield rate of rice production in the project districts increased by 5%. Progress/Status: Not yet Due. Data Source: Yearbook of Agricultural Statistics by Bangladesh Bureau of Statistics Actual value: At least 90% of households in project intervention area enabled stable use of safe and clean water supply throughout the year Progress/Status: 58% Data Source: Executing agencies' quarterly progress reports and completion report Actual value: Crop intensity increased at least by 2% through modern eco-friendly technology. Progress/Status: Not yet Due. Data Source: Executing agencies' quarterly progress reports and completion report Actual value: XM-DAC-46004-46452-005-LN4321Asian Development BankThe project supports the government in constructing the new 102-kilometer (km) Dohazari-Cox's Bazar section of the Chattogram-Cox's Bazar railway corridor in Southeastern Bangladesh. The multitranche financing facility (MFF) uses the time-slice financing approach for the large-scale project comprising civil works, equipment, goods, and consulting services. The project was fully appraised at the due diligence for the MFF appraisal. Under the first tranche, all procurement were completed and subsequent tranches continue to finance part of the project. Consulting services that were recruited at the beginning are to be financed only with the COL loan of Tranche 1. The attached technical assistance approved along with tranche 1 strengthens the capacity of Bangladesh Railway, the executing agency, on project implementation management, including safeguards management.Asian Development BankBangladesh RailwayAsian Development BankAsian Development BankKaoru Kasaharahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=46452-005 (Active)&officer= adas@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshDohazari22.16385 92.07333Coxs Bazar21.43973 92.00955Tackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityFostering regional cooperation and integrationPromoting rural development and food securityAccelerating progress in gender equalityGovernance and capacity developmentEnvironmentally sustainable growthInclusive economic growthEffective gender mainstreaming (EGM)402173118Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway22269377.27Asian Development BankBangladesh Railway17025248.30Asian Development BankBangladesh Railway7165991.45Asian Development BankBangladesh Railway15821910.34Asian Development BankBangladesh Railway3212896.51Asian Development BankBangladesh Railway1001974.21Asian Development BankBangladesh Railway9196958.56Asian Development BankBangladesh Railway17158705.43Asian Development BankBangladesh Railway12736095.44Asian Development BankBangladesh Railway7504074.91Asian Development BankBangladesh Railway3597233.35Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway15810529.19Asian Development BankBangladesh Railway3215119.46Asian Development BankBangladesh Railway3874149.98Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway3965151.37Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway25658078.43Asian Development BankBangladesh Railway33640963.34Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway11339614.71Asian Development BankBangladesh Railway3345708.52Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway5859296.04Asian Development BankBangladesh Railway8105517.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway3610111.23Asian Development BankBangladesh Railway1001974.21Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway-5539.76Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway2865995.75Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway3345708.52Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway3610111.23Asian Development BankBangladesh RailwayPerformanceFiduciaryOutput/s as listed by the project staff.Output: New railway line constructed Indicator: Safeguard monitoring system, public communication plan, and safety awareness implemented Progress/Status: On going Data Source: Bangladesh Railway's progress and project completion reports Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2026 Target value: YOutput: Indicator Indicator: Stations introduce personal safety and anti-sexual harassment protocol Progress/Status: Completed. Data Source: Bangladesh Railway's progress and project completion reports Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2026 Target value: YOutput: Indicator Indicator: New railway line constructed Achievement: 102 Progress/Status: The Physical progress for Lot -1 and Lot-2 is 99.09 % and 99% respectively as of 30 June 2026.The overall physical progress is 99% Data Source: Bangladesh Railway's progress and project completion reportsOutput: Indicator Indicator: Stations constructed Achievement: 9 Progress/Status: Completed. Data Source: Bangladesh Railway's progress and project completion reportsRailway transport system in the Chattogram?Cox's Bazar corridor improved.Passenger trains operating daily between Chattogram and Cox's Bazar Progress/Status: It will be assessed at the end of the project Data Source: Bangladesh Railway's passenger timetable Actual value: Number of passengers transported annually between Chattogram and Cox's Bazar Progress/Status: It will be assessed at the end of the project Data Source: Bangladesh Railway's passenger records Actual value: Cox's Bazar district connected to the national and subregional railway network Progress/Status: It will be assessed at the end of the project Data Source: Bangladesh Railway's project completion report Base year: 2016 Baseline value: N XM-DAC-46004-54307-002-LN4319Asian Development BankThe program supports Bangladesh's economic recovery from the coronavirus disease (COVID-19) pandemic amid a context of heightened regional and global economic uncertainty. Subprogram 2 deepens reforms initiated in subprogram 1, with continued focus in two areas: (i) public financial management (PFM); and (ii) access to finance for the underserved market segments, mainly cottage, micro, small, and medium-sized enterprises (CMSMEs). The PFM reforms will help create the fiscal space needed to boost investment in critical physical and social infrastructure. Broadening access to finance will help revitalize CMSMEs, which is crucial not only for preserving employment and livelihoods but also for strengthening production networks throughout the value chain. Subprogram 2 advances these agenda while also building the capacities of government agencies to operationalize the reforms and shaping longer-term reform strategies and plans.Asian Development BankFinance Division, Ministry of FinanceAsian Development BankAsian Development BankAminur Rahmanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=54307-002 (Closed)&officer= amrahman@adb.org&division= Public Sector Management and Governance Sector Office (SG-PSMG)&projectcountry= BangladeshBangladesh23.89507 90.29226Tackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityAddressing remaining poverty and reducing inequalitiesStrengthening governance and institutional capacityAccelerating progress in gender equalityEnvironmentally sustainable growthPartnershipsInclusive economic growthGovernance and capacity developmentEffective gender mainstreaming (EGM)400000000Asian Development BankFinance Division, Ministry of Finance400000000.00Asian Development BankFinance Division, Ministry of Finance12900747.38Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance12523281.30Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance12259844.47Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance10404854.10Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance10560292.61Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of FinancePolicyPerformanceFiduciaryPolicy Action/s as listed by the project staff. Action 1: The Cabinet approved the new Income Tax Bill for Parliamentary submission that (i) promotes digitization; (ii) simplifies returns; (iii) enhances enforcement by (a) mandating utility services disconnections on failure to pay tax arrears and (b) strengthening Income Tax Appellate Tribunal for tax disputes resolutions; (iv) broadens tax base and reduce loopholes by (a) treating written-off debts as taxable income, (b) treating capital gains from government securities as taxable income, and (c) enforcing income tax return filing by nonresident and digital providers not having permanent establishments in Bangladesh. Target date: 2024-12-31 Action 2: The Ministry of Finance implemented tax collection and compliance measures by (i) enforcing display of proof of tax returns submission in business premises; (ii) introducing penalty measures for tax withholding noncompliance and not disclosing offshore assets; (iii) empowering tax officials to freely access taxpayer's premises and accounts and conduct spot assessments; and (iv) introducing withholding tax rate of 10% for internet services and service delivery agents for mobile financial services. Target date: 2024-12-31 Action 3: The Ministry of Finance (i) implemented gender equality and social inclusion measures in income tax through (a) tax-free annual income limit of TK350,000 for a third-gender assessee (vis-à-vis TK300,000 for a male assessee), (b) tax rebate for an employer employing 10% of its workforce or at least 25 transgender employees or handicapped individuals, and (c) tax exemption for women-owned SMEs having an annual turnover of not more than TK7 million (vis-à-vis the limit of annual turnover of not more than TK5 million for SMEs in general); and (ii) introduced the provision of scheduler filing that removes bias against second earner income in the Cabinet approved new Income Tax Bill. Target date: 2024-12-31 Action 4: To rationalize tax expenditure, mitigate congestion, and promote industrialization in less urbanized areas, the Cabinet approved new Income Tax Bill requires (i) reducing the peak rate of tax exemption by 10 percentage points; and (ii) increasing the average tax exemption rate for new industries outside Dhaka and Chittagong by 8.5 percentage points, and for those inside Dhaka and Chittagong decreasing by 6.0 percentage points. Target date: 2024-12-31 Action 5: To address emerging issues in global taxation and to align the tax regime with international good practices, the Cabinet approved new Income Tax Bill introduced (i) comprehensive treatment of capital gains taxation; (ii) Thin Capitalization Rule imposing deductible interest allowances up to Tk1.5 million in a given fiscal year; and (iii) Transfer Pricing, by constructing a range of acceptable “arm's length pricing” methods for international transactions. Target date: 2024-12-31 Action 6: The NBR implemented electronic deduction of income tax at source for the entire country (all 29 zones) to promote digitalization and improve management of withholding taxes. Target date: 2024-12-31 Action 7: The NBR enforced the proof of income tax returns submission in many business transactions, provided tax incentives for transactions through banks, and reduced rates for One Person Companies to reduce informality and shadow economy activities. Target date: 2024-12-31 Action 8: The NBR (i) implemented fully online VAT registration system with the target of receiving majority of the VAT returns through online system; and (ii) imposed VAT on certain manufacturing products and services to raise VAT revenue collection and prevent leakage. Target date: 2024-12-31 Action 9: The NBR implemented (i) online payment of VAT amounts exceeding Tk5 million; (ii) online payment of income tax for amounts exceeding Tk2 million; and (iii) pilot online personal income tax return filing for income exceeding Tk7 million to improve tax collection efficiency and tax assessment. Target date: 2024-12-31 Action 10: The Ministry of Finance rolled out the policy to deepen Treasury Single Account coverage for 179 Autonomous Bodies strengthening the iBAS++ system to improve efficiency in budget execution and reduce borrowing costs. Target date: 2024-12-31 Action 11: The Ministry of Textiles and Jute privatized five loss-making closed jute mills as part of its SOE reforms to free up scarce public resources. Target date: 2024-12-31 Action 12: The Planning Division, Ministry of Planning implemented the policy for (i) all ministries to incorporate disaster risk and impact assessment in designing projects above Tk500 million to enhance disaster resiliency of public investment; (ii) use of key public investment management tools (Sector Appraisal Format and Ministry Assessment Format) in all economic sectors; and (iii) the use of the digital PPS system for six ministries and/or agencies (Information and Communication Technology Division, Planning Division, Local Government Division, Ministry of Social Welfare, Ministry of Culture, and Ministry of Religion) for development project processing. Target date: 2024-12-31 Action 13: The Cabinet approved the new Public Procurement Authority Bill for Parliamentary submission to streamline procurement and enhance efficiency. Target date: 2024-12-31 Action 14: The Implementation Monitoring and Evaluation Division, Ministry of Planning rolled out the (i) e-CMS of e-GP nationwide; and (ii) digitalized the public procurement method to minimize cost escalations in public contracts, improve contract performance, and enhance the transparency and efficiency of public procurement payments. Target date: 2024-12-31 Action 15: The Finance Division, Ministry of Finance approved the PFM Reform Action Plan (2024-2028) with implementation effective from FY2024, based on the 2022 PEFA Assessment and incorporated gender and climate-related actions to strengthen the PFM system. Target date: 2024-12-31 Action 1: The Cabinet approved the new Income Tax Bill for Parliamentary submission that (i) promotes digitization; (ii) simplifies returns; (iii) enhances enforcement by (a) mandating utility services disconnections on failure to pay tax arrears and (b) strengthening Income Tax Appellate Tribunal for tax disputes resolutions; (iv) broadens tax base and reduce loopholes by (a) treating written-off debts as taxable income, (b) treating capital gains from government securities as taxable income, and (c) enforcing income tax return filing by nonresident and digital providers not having permanent establishments in Bangladesh. Target date: 2024-12-31Policy 1: Public financial management systems strengthened Outcome 2: Tax-to-GDP ratio increased to 8.3% by FY2024 (as opposed to original target of 7.7% by December 2024) (FY2020 baseline: 7.0%). (Source: Ministry of Finance Annual Budget reports and program monitoring reports) Action 2: The Ministry of Finance implemented tax collection and compliance measures by (i) enforcing display of proof of tax returns submission in business premises; (ii) introducing penalty measures for tax withholding noncompliance and not disclosing offshore assets; (iii) empowering tax officials to freely access taxpayer's premises and accounts and conduct spot assessments; and (iv) introducing withholding tax rate of 10% for internet services and service delivery agents for mobile financial services. Target date: 2024-12-31 Action 3: The Ministry of Finance (i) implemented gender equality and social inclusion measures in income tax through (a) tax-free annual income limit of TK350,000 for a third-gender assessee (vis-à-vis TK300,000 for a male assessee), (b) tax rebate for an employer employing 10% of its workforce or at least 25 transgender employees or handicapped individuals, and (c) tax exemption for women-owned SMEs having an annual turnover of not more than TK7 million (vis-à-vis the limit of annual turnover of not more than TK5 million for SMEs in general); and (ii) introduced the provision of scheduler filing that removes bias against second earner income in the Cabinet approved new Income Tax Bill. Target date: 2024-12-31 Action 4: To rationalize tax expenditure, mitigate congestion, and promote industrialization in less urbanized areas, the Cabinet approved new Income Tax Bill requires (i) reducing the peak rate of tax exemption by 10 percentage points; and (ii) increasing the average tax exemption rate for new industries outside Dhaka and Chittagong by 8.5 percentage points, and for those inside Dhaka and Chittagong decreasing by 6.0 percentage points. Target date: 2024-12-31 Action 5: To address emerging issues in global taxation and to align the tax regime with international good practices, the Cabinet approved new Income Tax Bill introduced (i) comprehensive treatment of capital gains taxation; (ii) Thin Capitalization Rule imposing deductible interest allowances up to Tk1.5 million in a given fiscal year; and (iii) Transfer Pricing, by constructing a range of acceptable “arm's length pricing” methods for international transactions. Target date: 2024-12-31 Action 6: The NBR implemented electronic deduction of income tax at source for the entire country (all 29 zones) to promote digitalization and improve management of withholding taxes. Target date: 2024-12-31 Action 7: The NBR enforced the proof of income tax returns submission in many business transactions, provided tax incentives for transactions through banks, and reduced rates for One Person Companies to reduce informality and shadow economy activities. Target date: 2024-12-31 Action 8: The NBR (i) implemented fully online VAT registration system with the target of receiving majority of the VAT returns through online system; and (ii) imposed VAT on certain manufacturing products and services to raise VAT revenue collection and prevent leakage. Target date: 2024-12-31 Action 9: The NBR implemented (i) online payment of VAT amounts exceeding Tk5 million; (ii) online payment of income tax for amounts exceeding Tk2 million; and (iii) pilot online personal income tax return filing for income exceeding Tk7 million to improve tax collection efficiency and tax assessment. Target date: 2024-12-31 Action 10: The Ministry of Finance rolled out the policy to deepen Treasury Single Account coverage for 179 Autonomous Bodies strengthening the iBAS++ system to improve efficiency in budget execution and reduce borrowing costs. Target date: 2024-12-31 Action 11: The Ministry of Textiles and Jute privatized five loss-making closed jute mills as part of its SOE reforms to free up scarce public resources. Target date: 2024-12-31 Action 12: The Planning Division, Ministry of Planning implemented the policy for (i) all ministries to incorporate disaster risk and impact assessment in designing projects above Tk500 million to enhance disaster resiliency of public investment; (ii) use of key public investment management tools (Sector Appraisal Format and Ministry Assessment Format) in all economic sectors; and (iii) the use of the digital PPS system for six ministries and/or agencies (Information and Communication Technology Division, Planning Division, Local Government Division, Ministry of Social Welfare, Ministry of Culture, and Ministry of Religion) for development project processing. Target date: 2024-12-31 Action 13: The Cabinet approved the new Public Procurement Authority Bill for Parliamentary submission to streamline procurement and enhance efficiency. Target date: 2024-12-31 Action 14: The Implementation Monitoring and Evaluation Division, Ministry of Planning rolled out the (i) e-CMS of e-GP nationwide; and (ii) digitalized the public procurement method to minimize cost escalations in public contracts, improve contract performance, and enhance the transparency and efficiency of public procurement payments. Target date: 2024-12-31 Action 15: The Finance Division, Ministry of Finance approved the PFM Reform Action Plan (2024-2028) with implementation effective from FY2024, based on the 2022 PEFA Assessment and incorporated gender and climate-related actions to strengthen the PFM system. Target date: 2024-12-31 Action 1: The Cabinet approved the new Income Tax Bill for Parliamentary submission that (i) promotes digitization; (ii) simplifies returns; (iii) enhances enforcement by (a) mandating utility services disconnections on failure to pay tax arrears and (b) strengthening Income Tax Appellate Tribunal for tax disputes resolutions; (iv) broadens tax base and reduce loopholes by (a) treating written-off debts as taxable income, (b) treating capital gains from government securities as taxable income, and (c) enforcing income tax return filing by nonresident and digital providers not having permanent establishments in Bangladesh. Target date: 2024-12-31Policy 1: Public financial management systems strengthened Outcome 3: New indicators and targets: Revenue (Tk billion) • Taxes on income and profit: 1,378 by FY2024 (baseline: 1,159 in FY2023) • VAT and supplementary duties: 2,231 (baseline: 1839 in FY2023) (Source: NBR Data) Action 2: The Ministry of Finance implemented tax collection and compliance measures by (i) enforcing display of proof of tax returns submission in business premises; (ii) introducing penalty measures for tax withholding noncompliance and not disclosing offshore assets; (iii) empowering tax officials to freely access taxpayer's premises and accounts and conduct spot assessments; and (iv) introducing withholding tax rate of 10% for internet services and service delivery agents for mobile financial services. Target date: 2024-12-31 Action 3: The Ministry of Finance (i) implemented gender equality and social inclusion measures in income tax through (a) tax-free annual income limit of TK350,000 for a third-gender assessee (vis-à-vis TK300,000 for a male assessee), (b) tax rebate for an employer employing 10% of its workforce or at least 25 transgender employees or handicapped individuals, and (c) tax exemption for women-owned SMEs having an annual turnover of not more than TK7 million (vis-à-vis the limit of annual turnover of not more than TK5 million for SMEs in general); and (ii) introduced the provision of scheduler filing that removes bias against second earner income in the Cabinet approved new Income Tax Bill. Target date: 2024-12-31 Action 4: To rationalize tax expenditure, mitigate congestion, and promote industrialization in less urbanized areas, the Cabinet approved new Income Tax Bill requires (i) reducing the peak rate of tax exemption by 10 percentage points; and (ii) increasing the average tax exemption rate for new industries outside Dhaka and Chittagong by 8.5 percentage points, and for those inside Dhaka and Chittagong decreasing by 6.0 percentage points. Target date: 2024-12-31 Action 5: To address emerging issues in global taxation and to align the tax regime with international good practices, the Cabinet approved new Income Tax Bill introduced (i) comprehensive treatment of capital gains taxation; (ii) Thin Capitalization Rule imposing deductible interest allowances up to Tk1.5 million in a given fiscal year; and (iii) Transfer Pricing, by constructing a range of acceptable “arm's length pricing” methods for international transactions. Target date: 2024-12-31 Action 6: The NBR implemented electronic deduction of income tax at source for the entire country (all 29 zones) to promote digitalization and improve management of withholding taxes. Target date: 2024-12-31 Action 7: The NBR enforced the proof of income tax returns submission in many business transactions, provided tax incentives for transactions through banks, and reduced rates for One Person Companies to reduce informality and shadow economy activities. Target date: 2024-12-31 Action 8: The NBR (i) implemented fully online VAT registration system with the target of receiving majority of the VAT returns through online system; and (ii) imposed VAT on certain manufacturing products and services to raise VAT revenue collection and prevent leakage. Target date: 2024-12-31 Action 9: The NBR implemented (i) online payment of VAT amounts exceeding Tk5 million; (ii) online payment of income tax for amounts exceeding Tk2 million; and (iii) pilot online personal income tax return filing for income exceeding Tk7 million to improve tax collection efficiency and tax assessment. Target date: 2024-12-31 Action 10: The Ministry of Finance rolled out the policy to deepen Treasury Single Account coverage for 179 Autonomous Bodies strengthening the iBAS++ system to improve efficiency in budget execution and reduce borrowing costs. Target date: 2024-12-31 Action 11: The Ministry of Textiles and Jute privatized five loss-making closed jute mills as part of its SOE reforms to free up scarce public resources. Target date: 2024-12-31 Action 12: The Planning Division, Ministry of Planning implemented the policy for (i) all ministries to incorporate disaster risk and impact assessment in designing projects above Tk500 million to enhance disaster resiliency of public investment; (ii) use of key public investment management tools (Sector Appraisal Format and Ministry Assessment Format) in all economic sectors; and (iii) the use of the digital PPS system for six ministries and/or agencies (Information and Communication Technology Division, Planning Division, Local Government Division, Ministry of Social Welfare, Ministry of Culture, and Ministry of Religion) for development project processing. Target date: 2024-12-31 Action 13: The Cabinet approved the new Public Procurement Authority Bill for Parliamentary submission to streamline procurement and enhance efficiency. Target date: 2024-12-31 Action 14: The Implementation Monitoring and Evaluation Division, Ministry of Planning rolled out the (i) e-CMS of e-GP nationwide; and (ii) digitalized the public procurement method to minimize cost escalations in public contracts, improve contract performance, and enhance the transparency and efficiency of public procurement payments. Target date: 2024-12-31 Action 15: The Finance Division, Ministry of Finance approved the PFM Reform Action Plan (2024-2028) with implementation effective from FY2024, based on the 2022 PEFA Assessment and incorporated gender and climate-related actions to strengthen the PFM system. Target date: 2024-12-31 Action 1: The Cabinet approved the new Income Tax Bill for Parliamentary submission that (i) promotes digitization; (ii) simplifies returns; (iii) enhances enforcement by (a) mandating utility services disconnections on failure to pay tax arrears and (b) strengthening Income Tax Appellate Tribunal for tax disputes resolutions; (iv) broadens tax base and reduce loopholes by (a) treating written-off debts as taxable income, (b) treating capital gains from government securities as taxable income, and (c) enforcing income tax return filing by nonresident and digital providers not having permanent establishments in Bangladesh. Target date: 2024-12-31Policy 1: Public financial management systems strengthened Outcome 4: At least 20,000 EFDs installed and commissioned for automated VAT invoice generation (March 2020 baseline: none) (Source: NBR report) Action 2: The Ministry of Finance implemented tax collection and compliance measures by (i) enforcing display of proof of tax returns submission in business premises; (ii) introducing penalty measures for tax withholding noncompliance and not disclosing offshore assets; (iii) empowering tax officials to freely access taxpayer's premises and accounts and conduct spot assessments; and (iv) introducing withholding tax rate of 10% for internet services and service delivery agents for mobile financial services. Target date: 2024-12-31 Action 3: The Ministry of Finance (i) implemented gender equality and social inclusion measures in income tax through (a) tax-free annual income limit of TK350,000 for a third-gender assessee (vis-à-vis TK300,000 for a male assessee), (b) tax rebate for an employer employing 10% of its workforce or at least 25 transgender employees or handicapped individuals, and (c) tax exemption for women-owned SMEs having an annual turnover of not more than TK7 million (vis-à-vis the limit of annual turnover of not more than TK5 million for SMEs in general); and (ii) introduced the provision of scheduler filing that removes bias against second earner income in the Cabinet approved new Income Tax Bill. Target date: 2024-12-31 Action 4: To rationalize tax expenditure, mitigate congestion, and promote industrialization in less urbanized areas, the Cabinet approved new Income Tax Bill requires (i) reducing the peak rate of tax exemption by 10 percentage points; and (ii) increasing the average tax exemption rate for new industries outside Dhaka and Chittagong by 8.5 percentage points, and for those inside Dhaka and Chittagong decreasing by 6.0 percentage points. Target date: 2024-12-31 Action 5: To address emerging issues in global taxation and to align the tax regime with international good practices, the Cabinet approved new Income Tax Bill introduced (i) comprehensive treatment of capital gains taxation; (ii) Thin Capitalization Rule imposing deductible interest allowances up to Tk1.5 million in a given fiscal year; and (iii) Transfer Pricing, by constructing a range of acceptable “arm's length pricing” methods for international transactions. Target date: 2024-12-31 Action 6: The NBR implemented electronic deduction of income tax at source for the entire country (all 29 zones) to promote digitalization and improve management of withholding taxes. Target date: 2024-12-31 Action 7: The NBR enforced the proof of income tax returns submission in many business transactions, provided tax incentives for transactions through banks, and reduced rates for One Person Companies to reduce informality and shadow economy activities. Target date: 2024-12-31 Action 8: The NBR (i) implemented fully online VAT registration system with the target of receiving majority of the VAT returns through online system; and (ii) imposed VAT on certain manufacturing products and services to raise VAT revenue collection and prevent leakage. Target date: 2024-12-31 Action 9: The NBR implemented (i) online payment of VAT amounts exceeding Tk5 million; (ii) online payment of income tax for amounts exceeding Tk2 million; and (iii) pilot online personal income tax return filing for income exceeding Tk7 million to improve tax collection efficiency and tax assessment. Target date: 2024-12-31 Action 10: The Ministry of Finance rolled out the policy to deepen Treasury Single Account coverage for 179 Autonomous Bodies strengthening the iBAS++ system to improve efficiency in budget execution and reduce borrowing costs. Target date: 2024-12-31 Action 11: The Ministry of Textiles and Jute privatized five loss-making closed jute mills as part of its SOE reforms to free up scarce public resources. Target date: 2024-12-31 Action 12: The Planning Division, Ministry of Planning implemented the policy for (i) all ministries to incorporate disaster risk and impact assessment in designing projects above Tk500 million to enhance disaster resiliency of public investment; (ii) use of key public investment management tools (Sector Appraisal Format and Ministry Assessment Format) in all economic sectors; and (iii) the use of the digital PPS system for six ministries and/or agencies (Information and Communication Technology Division, Planning Division, Local Government Division, Ministry of Social Welfare, Ministry of Culture, and Ministry of Religion) for development project processing. Target date: 2024-12-31 Action 13: The Cabinet approved the new Public Procurement Authority Bill for Parliamentary submission to streamline procurement and enhance efficiency. Target date: 2024-12-31 Action 14: The Implementation Monitoring and Evaluation Division, Ministry of Planning rolled out the (i) e-CMS of e-GP nationwide; and (ii) digitalized the public procurement method to minimize cost escalations in public contracts, improve contract performance, and enhance the transparency and efficiency of public procurement payments. Target date: 2024-12-31 Action 15: The Finance Division, Ministry of Finance approved the PFM Reform Action Plan (2024-2028) with implementation effective from FY2024, based on the 2022 PEFA Assessment and incorporated gender and climate-related actions to strengthen the PFM system. Target date: 2024-12-31 Action 1: The Cabinet approved the new Income Tax Bill for Parliamentary submission that (i) promotes digitization; (ii) simplifies returns; (iii) enhances enforcement by (a) mandating utility services disconnections on failure to pay tax arrears and (b) strengthening Income Tax Appellate Tribunal for tax disputes resolutions; (iv) broadens tax base and reduce loopholes by (a) treating written-off debts as taxable income, (b) treating capital gains from government securities as taxable income, and (c) enforcing income tax return filing by nonresident and digital providers not having permanent establishments in Bangladesh. Target date: 2024-12-31Policy 1: Public financial management systems strengthened Outcome 5: Capital expenditure-to-GDP ratio increased to 5.6% (FY2020 baseline: 4.9%). (Source: Ministry of Finance Annual Budget reports and program monitoring reports) Action 2: The Ministry of Finance implemented tax collection and compliance measures by (i) enforcing display of proof of tax returns submission in business premises; (ii) introducing penalty measures for tax withholding noncompliance and not disclosing offshore assets; (iii) empowering tax officials to freely access taxpayer's premises and accounts and conduct spot assessments; and (iv) introducing withholding tax rate of 10% for internet services and service delivery agents for mobile financial services. Target date: 2024-12-31 Action 3: The Ministry of Finance (i) implemented gender equality and social inclusion measures in income tax through (a) tax-free annual income limit of TK350,000 for a third-gender assessee (vis-à-vis TK300,000 for a male assessee), (b) tax rebate for an employer employing 10% of its workforce or at least 25 transgender employees or handicapped individuals, and (c) tax exemption for women-owned SMEs having an annual turnover of not more than TK7 million (vis-à-vis the limit of annual turnover of not more than TK5 million for SMEs in general); and (ii) introduced the provision of scheduler filing that removes bias against second earner income in the Cabinet approved new Income Tax Bill. Target date: 2024-12-31 Action 4: To rationalize tax expenditure, mitigate congestion, and promote industrialization in less urbanized areas, the Cabinet approved new Income Tax Bill requires (i) reducing the peak rate of tax exemption by 10 percentage points; and (ii) increasing the average tax exemption rate for new industries outside Dhaka and Chittagong by 8.5 percentage points, and for those inside Dhaka and Chittagong decreasing by 6.0 percentage points. Target date: 2024-12-31 Action 5: To address emerging issues in global taxation and to align the tax regime with international good practices, the Cabinet approved new Income Tax Bill introduced (i) comprehensive treatment of capital gains taxation; (ii) Thin Capitalization Rule imposing deductible interest allowances up to Tk1.5 million in a given fiscal year; and (iii) Transfer Pricing, by constructing a range of acceptable “arm's length pricing” methods for international transactions. Target date: 2024-12-31 Action 6: The NBR implemented electronic deduction of income tax at source for the entire country (all 29 zones) to promote digitalization and improve management of withholding taxes. Target date: 2024-12-31 Action 7: The NBR enforced the proof of income tax returns submission in many business transactions, provided tax incentives for transactions through banks, and reduced rates for One Person Companies to reduce informality and shadow economy activities. Target date: 2024-12-31 Action 8: The NBR (i) implemented fully online VAT registration system with the target of receiving majority of the VAT returns through online system; and (ii) imposed VAT on certain manufacturing products and services to raise VAT revenue collection and prevent leakage. Target date: 2024-12-31 Action 9: The NBR implemented (i) online payment of VAT amounts exceeding Tk5 million; (ii) online payment of income tax for amounts exceeding Tk2 million; and (iii) pilot online personal income tax return filing for income exceeding Tk7 million to improve tax collection efficiency and tax assessment. Target date: 2024-12-31 Action 10: The Ministry of Finance rolled out the policy to deepen Treasury Single Account coverage for 179 Autonomous Bodies strengthening the iBAS++ system to improve efficiency in budget execution and reduce borrowing costs. Target date: 2024-12-31 Action 11: The Ministry of Textiles and Jute privatized five loss-making closed jute mills as part of its SOE reforms to free up scarce public resources. Target date: 2024-12-31 Action 12: The Planning Division, Ministry of Planning implemented the policy for (i) all ministries to incorporate disaster risk and impact assessment in designing projects above Tk500 million to enhance disaster resiliency of public investment; (ii) use of key public investment management tools (Sector Appraisal Format and Ministry Assessment Format) in all economic sectors; and (iii) the use of the digital PPS system for six ministries and/or agencies (Information and Communication Technology Division, Planning Division, Local Government Division, Ministry of Social Welfare, Ministry of Culture, and Ministry of Religion) for development project processing. Target date: 2024-12-31 Action 13: The Cabinet approved the new Public Procurement Authority Bill for Parliamentary submission to streamline procurement and enhance efficiency. Target date: 2024-12-31 Action 14: The Implementation Monitoring and Evaluation Division, Ministry of Planning rolled out the (i) e-CMS of e-GP nationwide; and (ii) digitalized the public procurement method to minimize cost escalations in public contracts, improve contract performance, and enhance the transparency and efficiency of public procurement payments. Target date: 2024-12-31 Action 15: The Finance Division, Ministry of Finance approved the PFM Reform Action Plan (2024-2028) with implementation effective from FY2024, based on the 2022 PEFA Assessment and incorporated gender and climate-related actions to strengthen the PFM system. Target date: 2024-12-31 Action 1: The Cabinet approved the new Income Tax Bill for Parliamentary submission that (i) promotes digitization; (ii) simplifies returns; (iii) enhances enforcement by (a) mandating utility services disconnections on failure to pay tax arrears and (b) strengthening Income Tax Appellate Tribunal for tax disputes resolutions; (iv) broadens tax base and reduce loopholes by (a) treating written-off debts as taxable income, (b) treating capital gains from government securities as taxable income, and (c) enforcing income tax return filing by nonresident and digital providers not having permanent establishments in Bangladesh. Target date: 2024-12-31Policy 1: Public financial management systems strengthened Outcome 6: At least 85% of beneficiaries are migrated to the G2P platform (vis-à-vis original target of 75%) (FY2020 baseline: 15%). (Source: Ministry of Finance annual report) Action 2: The Ministry of Finance implemented tax collection and compliance measures by (i) enforcing display of proof of tax returns submission in business premises; (ii) introducing penalty measures for tax withholding noncompliance and not disclosing offshore assets; (iii) empowering tax officials to freely access taxpayer's premises and accounts and conduct spot assessments; and (iv) introducing withholding tax rate of 10% for internet services and service delivery agents for mobile financial services. Target date: 2024-12-31 Action 3: The Ministry of Finance (i) implemented gender equality and social inclusion measures in income tax through (a) tax-free annual income limit of TK350,000 for a third-gender assessee (vis-à-vis TK300,000 for a male assessee), (b) tax rebate for an employer employing 10% of its workforce or at least 25 transgender employees or handicapped individuals, and (c) tax exemption for women-owned SMEs having an annual turnover of not more than TK7 million (vis-à-vis the limit of annual turnover of not more than TK5 million for SMEs in general); and (ii) introduced the provision of scheduler filing that removes bias against second earner income in the Cabinet approved new Income Tax Bill. Target date: 2024-12-31 Action 4: To rationalize tax expenditure, mitigate congestion, and promote industrialization in less urbanized areas, the Cabinet approved new Income Tax Bill requires (i) reducing the peak rate of tax exemption by 10 percentage points; and (ii) increasing the average tax exemption rate for new industries outside Dhaka and Chittagong by 8.5 percentage points, and for those inside Dhaka and Chittagong decreasing by 6.0 percentage points. Target date: 2024-12-31 Action 5: To address emerging issues in global taxation and to align the tax regime with international good practices, the Cabinet approved new Income Tax Bill introduced (i) comprehensive treatment of capital gains taxation; (ii) Thin Capitalization Rule imposing deductible interest allowances up to Tk1.5 million in a given fiscal year; and (iii) Transfer Pricing, by constructing a range of acceptable “arm's length pricing” methods for international transactions. Target date: 2024-12-31 Action 6: The NBR implemented electronic deduction of income tax at source for the entire country (all 29 zones) to promote digitalization and improve management of withholding taxes. Target date: 2024-12-31 Action 7: The NBR enforced the proof of income tax returns submission in many business transactions, provided tax incentives for transactions through banks, and reduced rates for One Person Companies to reduce informality and shadow economy activities. Target date: 2024-12-31 Action 8: The NBR (i) implemented fully online VAT registration system with the target of receiving majority of the VAT returns through online system; and (ii) imposed VAT on certain manufacturing products and services to raise VAT revenue collection and prevent leakage. Target date: 2024-12-31 Action 9: The NBR implemented (i) online payment of VAT amounts exceeding Tk5 million; (ii) online payment of income tax for amounts exceeding Tk2 million; and (iii) pilot online personal income tax return filing for income exceeding Tk7 million to improve tax collection efficiency and tax assessment. Target date: 2024-12-31 Action 10: The Ministry of Finance rolled out the policy to deepen Treasury Single Account coverage for 179 Autonomous Bodies strengthening the iBAS++ system to improve efficiency in budget execution and reduce borrowing costs. Target date: 2024-12-31 Action 11: The Ministry of Textiles and Jute privatized five loss-making closed jute mills as part of its SOE reforms to free up scarce public resources. Target date: 2024-12-31 Action 12: The Planning Division, Ministry of Planning implemented the policy for (i) all ministries to incorporate disaster risk and impact assessment in designing projects above Tk500 million to enhance disaster resiliency of public investment; (ii) use of key public investment management tools (Sector Appraisal Format and Ministry Assessment Format) in all economic sectors; and (iii) the use of the digital PPS system for six ministries and/or agencies (Information and Communication Technology Division, Planning Division, Local Government Division, Ministry of Social Welfare, Ministry of Culture, and Ministry of Religion) for development project processing. Target date: 2024-12-31 Action 13: The Cabinet approved the new Public Procurement Authority Bill for Parliamentary submission to streamline procurement and enhance efficiency. Target date: 2024-12-31 Action 14: The Implementation Monitoring and Evaluation Division, Ministry of Planning rolled out the (i) e-CMS of e-GP nationwide; and (ii) digitalized the public procurement method to minimize cost escalations in public contracts, improve contract performance, and enhance the transparency and efficiency of public procurement payments. Target date: 2024-12-31 Action 15: The Finance Division, Ministry of Finance approved the PFM Reform Action Plan (2024-2028) with implementation effective from FY2024, based on the 2022 PEFA Assessment and incorporated gender and climate-related actions to strengthen the PFM system. Target date: 2024-12-31 Action 1: The Cabinet approved the new Income Tax Bill for Parliamentary submission that (i) promotes digitization; (ii) simplifies returns; (iii) enhances enforcement by (a) mandating utility services disconnections on failure to pay tax arrears and (b) strengthening Income Tax Appellate Tribunal for tax disputes resolutions; (iv) broadens tax base and reduce loopholes by (a) treating written-off debts as taxable income, (b) treating capital gains from government securities as taxable income, and (c) enforcing income tax return filing by nonresident and digital providers not having permanent establishments in Bangladesh. Target date: 2024-12-31Policy 1: Public financial management systems strengthened Outcome 7: PEFA assessment report is issued (March 2020 baseline: not issued). (Source: PEFA assessment report published by Ministry of Finance) Action 2: The Ministry of Finance implemented tax collection and compliance measures by (i) enforcing display of proof of tax returns submission in business premises; (ii) introducing penalty measures for tax withholding noncompliance and not disclosing offshore assets; (iii) empowering tax officials to freely access taxpayer's premises and accounts and conduct spot assessments; and (iv) introducing withholding tax rate of 10% for internet services and service delivery agents for mobile financial services. Target date: 2024-12-31 Action 3: The Ministry of Finance (i) implemented gender equality and social inclusion measures in income tax through (a) tax-free annual income limit of TK350,000 for a third-gender assessee (vis-à-vis TK300,000 for a male assessee), (b) tax rebate for an employer employing 10% of its workforce or at least 25 transgender employees or handicapped individuals, and (c) tax exemption for women-owned SMEs having an annual turnover of not more than TK7 million (vis-à-vis the limit of annual turnover of not more than TK5 million for SMEs in general); and (ii) introduced the provision of scheduler filing that removes bias against second earner income in the Cabinet approved new Income Tax Bill. Target date: 2024-12-31 Action 4: To rationalize tax expenditure, mitigate congestion, and promote industrialization in less urbanized areas, the Cabinet approved new Income Tax Bill requires (i) reducing the peak rate of tax exemption by 10 percentage points; and (ii) increasing the average tax exemption rate for new industries outside Dhaka and Chittagong by 8.5 percentage points, and for those inside Dhaka and Chittagong decreasing by 6.0 percentage points. Target date: 2024-12-31 Action 5: To address emerging issues in global taxation and to align the tax regime with international good practices, the Cabinet approved new Income Tax Bill introduced (i) comprehensive treatment of capital gains taxation; (ii) Thin Capitalization Rule imposing deductible interest allowances up to Tk1.5 million in a given fiscal year; and (iii) Transfer Pricing, by constructing a range of acceptable “arm's length pricing” methods for international transactions. Target date: 2024-12-31 Action 6: The NBR implemented electronic deduction of income tax at source for the entire country (all 29 zones) to promote digitalization and improve management of withholding taxes. Target date: 2024-12-31 Action 7: The NBR enforced the proof of income tax returns submission in many business transactions, provided tax incentives for transactions through banks, and reduced rates for One Person Companies to reduce informality and shadow economy activities. Target date: 2024-12-31 Action 8: The NBR (i) implemented fully online VAT registration system with the target of receiving majority of the VAT returns through online system; and (ii) imposed VAT on certain manufacturing products and services to raise VAT revenue collection and prevent leakage. Target date: 2024-12-31 Action 9: The NBR implemented (i) online payment of VAT amounts exceeding Tk5 million; (ii) online payment of income tax for amounts exceeding Tk2 million; and (iii) pilot online personal income tax return filing for income exceeding Tk7 million to improve tax collection efficiency and tax assessment. Target date: 2024-12-31 Action 10: The Ministry of Finance rolled out the policy to deepen Treasury Single Account coverage for 179 Autonomous Bodies strengthening the iBAS++ system to improve efficiency in budget execution and reduce borrowing costs. Target date: 2024-12-31 Action 11: The Ministry of Textiles and Jute privatized five loss-making closed jute mills as part of its SOE reforms to free up scarce public resources. Target date: 2024-12-31 Action 12: The Planning Division, Ministry of Planning implemented the policy for (i) all ministries to incorporate disaster risk and impact assessment in designing projects above Tk500 million to enhance disaster resiliency of public investment; (ii) use of key public investment management tools (Sector Appraisal Format and Ministry Assessment Format) in all economic sectors; and (iii) the use of the digital PPS system for six ministries and/or agencies (Information and Communication Technology Division, Planning Division, Local Government Division, Ministry of Social Welfare, Ministry of Culture, and Ministry of Religion) for development project processing. Target date: 2024-12-31 Action 13: The Cabinet approved the new Public Procurement Authority Bill for Parliamentary submission to streamline procurement and enhance efficiency. Target date: 2024-12-31 Action 14: The Implementation Monitoring and Evaluation Division, Ministry of Planning rolled out the (i) e-CMS of e-GP nationwide; and (ii) digitalized the public procurement method to minimize cost escalations in public contracts, improve contract performance, and enhance the transparency and efficiency of public procurement payments. Target date: 2024-12-31 Action 15: The Finance Division, Ministry of Finance approved the PFM Reform Action Plan (2024-2028) with implementation effective from FY2024, based on the 2022 PEFA Assessment and incorporated gender and climate-related actions to strengthen the PFM system. Target date: 2024-12-31 Action 1: The Cabinet approved the new Income Tax Bill for Parliamentary submission that (i) promotes digitization; (ii) simplifies returns; (iii) enhances enforcement by (a) mandating utility services disconnections on failure to pay tax arrears and (b) strengthening Income Tax Appellate Tribunal for tax disputes resolutions; (iv) broadens tax base and reduce loopholes by (a) treating written-off debts as taxable income, (b) treating capital gains from government securities as taxable income, and (c) enforcing income tax return filing by nonresident and digital providers not having permanent establishments in Bangladesh. Target date: 2024-12-31Policy 1: Public financial management systems strengthened Outcome 8: At least Tk180 billion (vis-à-vis original target of Tk80 billion) of Sharia-compliant Treasury bonds issued (March 2020 baseline: not applicable) (Source: Ministry of Finance report) Action 2: The Ministry of Finance implemented tax collection and compliance measures by (i) enforcing display of proof of tax returns submission in business premises; (ii) introducing penalty measures for tax withholding noncompliance and not disclosing offshore assets; (iii) empowering tax officials to freely access taxpayer's premises and accounts and conduct spot assessments; and (iv) introducing withholding tax rate of 10% for internet services and service delivery agents for mobile financial services. Target date: 2024-12-31 Action 3: The Ministry of Finance (i) implemented gender equality and social inclusion measures in income tax through (a) tax-free annual income limit of TK350,000 for a third-gender assessee (vis-à-vis TK300,000 for a male assessee), (b) tax rebate for an employer employing 10% of its workforce or at least 25 transgender employees or handicapped individuals, and (c) tax exemption for women-owned SMEs having an annual turnover of not more than TK7 million (vis-à-vis the limit of annual turnover of not more than TK5 million for SMEs in general); and (ii) introduced the provision of scheduler filing that removes bias against second earner income in the Cabinet approved new Income Tax Bill. Target date: 2024-12-31 Action 4: To rationalize tax expenditure, mitigate congestion, and promote industrialization in less urbanized areas, the Cabinet approved new Income Tax Bill requires (i) reducing the peak rate of tax exemption by 10 percentage points; and (ii) increasing the average tax exemption rate for new industries outside Dhaka and Chittagong by 8.5 percentage points, and for those inside Dhaka and Chittagong decreasing by 6.0 percentage points. Target date: 2024-12-31 Action 5: To address emerging issues in global taxation and to align the tax regime with international good practices, the Cabinet approved new Income Tax Bill introduced (i) comprehensive treatment of capital gains taxation; (ii) Thin Capitalization Rule imposing deductible interest allowances up to Tk1.5 million in a given fiscal year; and (iii) Transfer Pricing, by constructing a range of acceptable “arm's length pricing” methods for international transactions. Target date: 2024-12-31 Action 6: The NBR implemented electronic deduction of income tax at source for the entire country (all 29 zones) to promote digitalization and improve management of withholding taxes. Target date: 2024-12-31 Action 7: The NBR enforced the proof of income tax returns submission in many business transactions, provided tax incentives for transactions through banks, and reduced rates for One Person Companies to reduce informality and shadow economy activities. Target date: 2024-12-31 Action 8: The NBR (i) implemented fully online VAT registration system with the target of receiving majority of the VAT returns through online system; and (ii) imposed VAT on certain manufacturing products and services to raise VAT revenue collection and prevent leakage. Target date: 2024-12-31 Action 9: The NBR implemented (i) online payment of VAT amounts exceeding Tk5 million; (ii) online payment of income tax for amounts exceeding Tk2 million; and (iii) pilot online personal income tax return filing for income exceeding Tk7 million to improve tax collection efficiency and tax assessment. Target date: 2024-12-31 Action 10: The Ministry of Finance rolled out the policy to deepen Treasury Single Account coverage for 179 Autonomous Bodies strengthening the iBAS++ system to improve efficiency in budget execution and reduce borrowing costs. Target date: 2024-12-31 Action 11: The Ministry of Textiles and Jute privatized five loss-making closed jute mills as part of its SOE reforms to free up scarce public resources. Target date: 2024-12-31 Action 12: The Planning Division, Ministry of Planning implemented the policy for (i) all ministries to incorporate disaster risk and impact assessment in designing projects above Tk500 million to enhance disaster resiliency of public investment; (ii) use of key public investment management tools (Sector Appraisal Format and Ministry Assessment Format) in all economic sectors; and (iii) the use of the digital PPS system for six ministries and/or agencies (Information and Communication Technology Division, Planning Division, Local Government Division, Ministry of Social Welfare, Ministry of Culture, and Ministry of Religion) for development project processing. Target date: 2024-12-31 Action 13: The Cabinet approved the new Public Procurement Authority Bill for Parliamentary submission to streamline procurement and enhance efficiency. Target date: 2024-12-31 Action 14: The Implementation Monitoring and Evaluation Division, Ministry of Planning rolled out the (i) e-CMS of e-GP nationwide; and (ii) digitalized the public procurement method to minimize cost escalations in public contracts, improve contract performance, and enhance the transparency and efficiency of public procurement payments. Target date: 2024-12-31 Action 15: The Finance Division, Ministry of Finance approved the PFM Reform Action Plan (2024-2028) with implementation effective from FY2024, based on the 2022 PEFA Assessment and incorporated gender and climate-related actions to strengthen the PFM system. Target date: 2024-12-31 Action 1: The Cabinet approved the new Income Tax Bill for Parliamentary submission that (i) promotes digitization; (ii) simplifies returns; (iii) enhances enforcement by (a) mandating utility services disconnections on failure to pay tax arrears and (b) strengthening Income Tax Appellate Tribunal for tax disputes resolutions; (iv) broadens tax base and reduce loopholes by (a) treating written-off debts as taxable income, (b) treating capital gains from government securities as taxable income, and (c) enforcing income tax return filing by nonresident and digital providers not having permanent establishments in Bangladesh. Target date: 2024-12-31Policy 1: Public financial management systems strengthened Outcome 9: Losses by jute mills under the Bangladesh Jute Mills Corporation decline by Tk5 billion by FY2022 (FY2020 baseline: Tk7.75 billion). (Source: Ministry of Finance report) Action 2: The Ministry of Finance implemented tax collection and compliance measures by (i) enforcing display of proof of tax returns submission in business premises; (ii) introducing penalty measures for tax withholding noncompliance and not disclosing offshore assets; (iii) empowering tax officials to freely access taxpayer's premises and accounts and conduct spot assessments; and (iv) introducing withholding tax rate of 10% for internet services and service delivery agents for mobile financial services. Target date: 2024-12-31 Action 3: The Ministry of Finance (i) implemented gender equality and social inclusion measures in income tax through (a) tax-free annual income limit of TK350,000 for a third-gender assessee (vis-à-vis TK300,000 for a male assessee), (b) tax rebate for an employer employing 10% of its workforce or at least 25 transgender employees or handicapped individuals, and (c) tax exemption for women-owned SMEs having an annual turnover of not more than TK7 million (vis-à-vis the limit of annual turnover of not more than TK5 million for SMEs in general); and (ii) introduced the provision of scheduler filing that removes bias against second earner income in the Cabinet approved new Income Tax Bill. Target date: 2024-12-31 Action 4: To rationalize tax expenditure, mitigate congestion, and promote industrialization in less urbanized areas, the Cabinet approved new Income Tax Bill requires (i) reducing the peak rate of tax exemption by 10 percentage points; and (ii) increasing the average tax exemption rate for new industries outside Dhaka and Chittagong by 8.5 percentage points, and for those inside Dhaka and Chittagong decreasing by 6.0 percentage points. Target date: 2024-12-31 Action 5: To address emerging issues in global taxation and to align the tax regime with international good practices, the Cabinet approved new Income Tax Bill introduced (i) comprehensive treatment of capital gains taxation; (ii) Thin Capitalization Rule imposing deductible interest allowances up to Tk1.5 million in a given fiscal year; and (iii) Transfer Pricing, by constructing a range of acceptable “arm's length pricing” methods for international transactions. Target date: 2024-12-31 Action 6: The NBR implemented electronic deduction of income tax at source for the entire country (all 29 zones) to promote digitalization and improve management of withholding taxes. Target date: 2024-12-31 Action 7: The NBR enforced the proof of income tax returns submission in many business transactions, provided tax incentives for transactions through banks, and reduced rates for One Person Companies to reduce informality and shadow economy activities. Target date: 2024-12-31 Action 8: The NBR (i) implemented fully online VAT registration system with the target of receiving majority of the VAT returns through online system; and (ii) imposed VAT on certain manufacturing products and services to raise VAT revenue collection and prevent leakage. Target date: 2024-12-31 Action 9: The NBR implemented (i) online payment of VAT amounts exceeding Tk5 million; (ii) online payment of income tax for amounts exceeding Tk2 million; and (iii) pilot online personal income tax return filing for income exceeding Tk7 million to improve tax collection efficiency and tax assessment. Target date: 2024-12-31 Action 10: The Ministry of Finance rolled out the policy to deepen Treasury Single Account coverage for 179 Autonomous Bodies strengthening the iBAS++ system to improve efficiency in budget execution and reduce borrowing costs. Target date: 2024-12-31 Action 11: The Ministry of Textiles and Jute privatized five loss-making closed jute mills as part of its SOE reforms to free up scarce public resources. Target date: 2024-12-31 Action 12: The Planning Division, Ministry of Planning implemented the policy for (i) all ministries to incorporate disaster risk and impact assessment in designing projects above Tk500 million to enhance disaster resiliency of public investment; (ii) use of key public investment management tools (Sector Appraisal Format and Ministry Assessment Format) in all economic sectors; and (iii) the use of the digital PPS system for six ministries and/or agencies (Information and Communication Technology Division, Planning Division, Local Government Division, Ministry of Social Welfare, Ministry of Culture, and Ministry of Religion) for development project processing. Target date: 2024-12-31 Action 13: The Cabinet approved the new Public Procurement Authority Bill for Parliamentary submission to streamline procurement and enhance efficiency. Target date: 2024-12-31 Action 14: The Implementation Monitoring and Evaluation Division, Ministry of Planning rolled out the (i) e-CMS of e-GP nationwide; and (ii) digitalized the public procurement method to minimize cost escalations in public contracts, improve contract performance, and enhance the transparency and efficiency of public procurement payments. Target date: 2024-12-31 Action 15: The Finance Division, Ministry of Finance approved the PFM Reform Action Plan (2024-2028) with implementation effective from FY2024, based on the 2022 PEFA Assessment and incorporated gender and climate-related actions to strengthen the PFM system. Target date: 2024-12-31 Action 1: Bangladesh Bank implemented (i) a refinancing scheme for digital nano loans; (ii) a refinancing scheme for CMSMEs owned by females and disaster-affected people having priority access; (iii) a credit guarantee scheme for marginal and small businesses; (iv) gender-sensitive financial literacy guidelines for banks and financial institutions; (v) guideline for cluster financing for CMSMEs, prioritizing female entrepreneurs located in different clusters; and (vi) guidelines for supply-chain financing against trade receivables pilot scheme to promote innovative financing options for CMSMEs and marginalized people. Target date: 2024-12-31Policy 2: Access to finance for underserved market segments improved Outcome 1: Disbursement of loans by banks and microfinance institutions increased by at least 25% (FY2019 baseline: Tk2.03 trillion). (Source: Bangladesh Bank annual reports) Action 2: The Cabinet approved the Secured Transaction Bill for Parliamentary submission to promote the use of movable assets as collateral. Target date: 2024-12-31 Action 1: Bangladesh Bank implemented (i) a refinancing scheme for digital nano loans; (ii) a refinancing scheme for CMSMEs owned by females and disaster-affected people having priority access; (iii) a credit guarantee scheme for marginal and small businesses; (iv) gender-sensitive financial literacy guidelines for banks and financial institutions; (v) guideline for cluster financing for CMSMEs, prioritizing female entrepreneurs located in different clusters; and (vi) guidelines for supply-chain financing against trade receivables pilot scheme to promote innovative financing options for CMSMEs and marginalized people. Target date: 2024-12-31Policy 2: Access to finance for underserved market segments improved Outcome 2: Number of CMSME loan of banks and non-bank financial institutions to female entrepreneurs increased by at least 15% (FY2022 baseline: 8.4%) (new indicator) (Source: Bangladesh Bank annual reports) (new indicator and target) Action 2: The Cabinet approved the Secured Transaction Bill for Parliamentary submission to promote the use of movable assets as collateral. Target date: 2024-12-31 Action 1: Bangladesh Bank implemented (i) a refinancing scheme for digital nano loans; (ii) a refinancing scheme for CMSMEs owned by females and disaster-affected people having priority access; (iii) a credit guarantee scheme for marginal and small businesses; (iv) gender-sensitive financial literacy guidelines for banks and financial institutions; (v) guideline for cluster financing for CMSMEs, prioritizing female entrepreneurs located in different clusters; and (vi) guidelines for supply-chain financing against trade receivables pilot scheme to promote innovative financing options for CMSMEs and marginalized people. Target date: 2024-12-31Policy 2: Access to finance for underserved market segments improved Outcome 3: At least 1,000 loans provided to CMSME start-up units under the new refinancing facility (FY2020 baseline: not applicable)k (Source: Bangladesh Bank annual report) Action 2: The Cabinet approved the Secured Transaction Bill for Parliamentary submission to promote the use of movable assets as collateral. Target date: 2024-12-31 Action 1: Bangladesh Bank implemented (i) a refinancing scheme for digital nano loans; (ii) a refinancing scheme for CMSMEs owned by females and disaster-affected people having priority access; (iii) a credit guarantee scheme for marginal and small businesses; (iv) gender-sensitive financial literacy guidelines for banks and financial institutions; (v) guideline for cluster financing for CMSMEs, prioritizing female entrepreneurs located in different clusters; and (vi) guidelines for supply-chain financing against trade receivables pilot scheme to promote innovative financing options for CMSMEs and marginalized people. Target date: 2024-12-31Policy 2: Access to finance for underserved market segments improved Outcome 4: Access to bank finance for 25,000 CMSME borrowers, 15% of which should be women through refinancing scheme(s) introduced since FY2023 (FY2023 baseline: Number of CMSME borrowers 9838, of whom 4.36% women). (Source: Bangladesh Bank annual report) (new indicator and target) Action 2: The Cabinet approved the Secured Transaction Bill for Parliamentary submission to promote the use of movable assets as collateral. Target date: 2024-12-31 XM-DAC-46004-45084-002-LN8258Asian Development BankThis project is proposed under the Government of Bangladesh's Strategic Program for Climate Resilience (SPCR), prepared under the Pilot Program for Climate Resilience (PPCR). The PPCR is a part of the Strategic Climate Fund (SCF) within the Climate Investment Funds (CIF), to pilot and demonstrate ways to mainstream climate resilience in development planning and management. The SPCR was approved by the PPCR Sub-committee on 10 November 2010. Led by the Asian Development Bank (ADB), the World Bank and International Finance Corporation, proposed investments in the Bangladesh SPCR will focus on improving coastal embankments, rural connectivity, water supply and sanitation, promoting public-private financing, and capacity building for mainstreaming climate resilience, and knowledge management. As one of the projects approved for enhanced climate resilience under the SPCR, the Climate Resilient Infrastructure Improvement in Coastal Zone Project will improve livelihoods in the rural coastal districts vulnerable to climate variability and change.Asian Development BankLocal Government Engineering DepartmentAsian Development BankAsian Development BankMarjana Chowdhuryhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=45084-002 (Closed)&officer= mchowdhury@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshGopalganj District23.16667 89.91667Barisal District22.8 90.5Pirojpur District22.53671 90.00033Barguna District22.13333 90.13333Patuakhali District22.33333 90.33333Bhola District22.36667 90.81667Jhalokati District22.6 90.2Satkhira District22.35 89.15Bagerhat District22.4 89.75Madaripur District23.25 90.2Khulna District22.5 89.33333Shariyatpur District23.25 90.36667Inclusive economic growthPartnershipsEnvironmentally sustainable growthGovernance and capacity developmentEffective gender mainstreaming (EGM)20000000Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering 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Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal 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Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department8597.55Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department8508.90Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department8420.28Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department8331.65Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department-2273097.73Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development Bank5000000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development Bank1500000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development Bank2000000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development Bank6000000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development Bank500000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development Bank2500000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development Bank1500000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development Bank1000000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development BankPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Improved road connectivity Indicator: At the end of the project (2018): 130 km of upazila (sub-district) roads upgraded and climate proofed (ADB and SCF) Achievement: 159 Progress/Status: 159.17 km of upazila (sub-district) roads upgraded and climate proofed. Data Source: For all indicators: LGED management information system database performanceOutput: 1. Improved road connectivity Indicator: 780 meters of bridges/culverts constructed or upgraded (ADB and SCF) Achievement: 0 Progress/Status: 1351.20 meters of bridges/culverts constructed or upgraded.Output: 1. Improved road connectivity Indicator: 174 km of union roads upgraded and climate proofed (IFAD) Achievement: 0 Progress/Status: 178.68 km of union roads upgraded and climate proofed. Output: 1. Improved road connectivity Indicator: 233 km of village roads upgraded and climate proofed (target: 50% women employment through labor contracting societies) (IFAD) Achievement: 0 Progress/Status: 373.54 km of village roads upgraded and climate proofed. Output: 1. Improved road connectivity Indicator: 2,270 meters of bridges/culverts constructed or upgraded (IFAD) Achievement: 0 Progress/Status: 4,072.92 meters of bridges/culverts constructed or upgraded.Output: 2. Improved market services Indicator: 88 growth centers and rural markets improved (target: 15% space allocation for women vendors) (ADB and SCF) Achievement: 0 Progress/Status: 97 nos. growth centers and rural markets improved. Data Source: For all indicators: LGED management information system database Output: 2. Improved market services Indicator: 186 community markets improved (target: 15% space allocation for women vendors) (IFAD) Achievement: 0 Progress/Status: 184 nos. community markets improved.Output: 2. Improved market services Indicator: 11 community markets enhanced through the addition of women's market sections (IFAD) Achievement: 0 Progress/Status: 14 community markets enhanced.Output: 2. Improved market services Indicator: 37 boat landing ghats (platforms) stages constructed or upgraded (IFAD) Achievement: 0 Progress/Status: 36 nos. boat landing ghats (platforms) stages constructed or upgraded. Output: 3. Enhanced climate change adaptation capacity Indicator: 15 multipurpose cyclone shelters constructed or extended (with separate corners for women) (KfW) Achievement: 0 Progress/Status: 12 multipurpose cyclone shelters constructed. Data Source: For all indicators: LGED management information system database Output: 3. Enhanced climate change adaptation capacity Indicator: 10 existing cyclone shelters improved (with separate corners for women) (KfW) Achievement: 0 Progress/Status: 10 existing cyclone shelters improved.Output: 3. Enhanced climate change adaptation capacity Indicator: 15 km of cyclone shelter access tracks upgraded (KfW) Achievement: 25.36 Progress/Status: 25.36 km of cyclone shelter access tracks upgradedOutput: 3. Enhanced climate change adaptation capacity Indicator: Construction of 5 killas (animal shelters) in selected locations (KfW) Achievement: 0 Progress/Status: 1 Killas completed. Rest four Killas were not constructed because of non-availability of sufficient land.Output: 3. Enhanced climate change adaptation capacity Indicator: LGED MIS and GIS enhanced (SCF) Achievement: N Progress/Status: LGED MIS and GIS enhanced Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2016 Target value: Y Actual value: NOutput: 3. Enhanced climate change adaptation capacity Indicator: Special web portal designed and operated (SCF) Achievement: Y Progress/Status: website established Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2016 Target value: Y Actual value: YOutput: 3. Enhanced climate change adaptation capacity Indicator: Community of practice established (SCF) Achievement: N Progress/Status: CCRIP website established. Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2016 Target value: Y Actual value: NOutput: 3. Enhanced climate change adaptation capacity Indicator: 100 training sessions conducted on climate-proofing of rural infrastructure and knowledge management (target: 15% women participation) (SCF, IFAD, and KfW) Achievement: 0 Progress/Status: 132 training sessions conducted Output: 3. Enhanced climate change adaptation capacity Indicator: Climate change assessment and adaptation strategy approved by December 2013 (SCF) Achievement: Y Progress/Status: Completed Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: 3. Enhanced climate change adaptation capacity Indicator: Climate-resilient rural infrastructure management plan for LGED approved by 2015 (SCF) Achievement: N Progress/Status: Completed Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2015 Target value: Y Actual value: NEnhanced climate resilience of coastal infrastructure in 12 rural coastal districts benefiting poor and womenInundation of upgraded infrastructure reduced by 75% (2012 baseline: 20 days) Progress/Status: Achieved. All roads were elevated beyond the normal flood level and there is no water logging. Data Source: Independent evaluation of resilience of infrastructure design Actual value: Average volume of vehicles per day on subproject roads increased to 550 (2012 baseline: 200) Progress/Status: Achieved. The growth in the motorized vehicles has been increased to 109.29% while the non-motorized vehicles decreased by 12.55%. Data Source: Household surveys data in project areas Actual value: Average vehicle operating costs on subproject roads reduced to Tk10/km (2012 baseline: Tk15/km) Progress/Status: Achieved. Average vehicle operating cost reduced for motorized vehicle and no-motorized vehicle are 41.5% and 43% respectively. Data Source: LGED MIS database Traffic data survey Actual value: Throughput of agricultural commodities in subproject growth center markets increased to 42,000 kg/day (2012 baseline: 23,000 kg/day) Progress/Status: Achieved. The commodity trading in terms of quantity in the market has been increased by 30.58%, while trading value has been increased by 79.48%. Data Source: Farmer surveys Actual value: 10,200 person-years of employment created (target: 20% women) Progress/Status: The number of permanent shops and temporary shops have been increased by 51.77% and 51.48% respectively. Data Source: Transport worker surveys Actual value: XM-DAC-46004-44212-013-LN8284Asian Development BankThe project will strengthen climate resilience and disaster preparedness in eight vulnerable coastal pourashavas (secondary towns) of Bangladesh. The project takes a holistic and integrated approach to urban development and will (i) provide climate-resilient municipal infrastructure; and (ii) strengthen institutional capacity, local governance, and public awareness for improved urban planning and service delivery considering climate change and disaster risks. Key infrastructure investments include (i) drainage; (ii) water supply; (iii) sanitation; (iv) cyclone shelters; and (v) other municipal infrastructure including emergency access roads and bridges, solid waste management, bus terminals, slum improvements, boat landings, and markets. Investments will benefit the poor and women.Asian Development BankDepartment of Public Health EngineeringLocal Government Engineering DepartmentMinistry of Local Government, Rural Development, and Co-operativesAsian Development BankAsian Development BankS A Abdullah Al Mamunhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=44212-013 (Active)&officer= salmamun@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90PartnershipsGovernance and capacity developmentKnowledge solutionsEnvironmentally sustainable growthInclusive economic growthGender Equity and Mainstreaming30000000Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering124095.91Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering-88050.70Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering300000.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering300000.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering300000.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering264964.70Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering13306.90Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering13344.81Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering13344.81Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering13320.36Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering13300.79Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering13150.79Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering13000.78Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering12850.79Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering1850000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development Bank3800000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development Bank2000000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development Bank5000000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development Bank4000000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development Bank1000000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development Bank3500000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development Bank3000000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development Bank750000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development Bank2000000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development Bank500000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development Bank2000000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development Bank600000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development BankPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Improved climate-resilient municipal infrastructure Indicator: Water supply: 12,360 new service connections including services to poor areas Achievement: 3244Output: 1. Improved climate-resilient municipal infrastructure Indicator: By 2020 in project towns: Drainage: 94 kms of new and improved drains constructed Achievement: 3.11 Progress/Status: Drainage: A total of 106.11 km of new and improved drains constructed Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: Cyclone shelters: 22 shelters constructed, with separate and safe facilities for women Achievement: 2 Progress/Status: Cyclone shelters: A total of 22 shelters constructed, with separate and safe facilities for women. Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: Water supply: 194 km of pipes installed or upgraded; 12,360 new service connections including services to poor areas Achievement: 0 Progress/Status: A total of 194.8 kmof pipes installed or upgraded; 12,388 new service connections, including services to poor areas Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: Sanitation: 51 new community latrines with separate and safe facilities for women constructed Achievement: 2 Progress/Status: Sanitation: A total of 71units public/ community toilet with separate and safe facilities for women constructed. Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: 2 septage management schemes implemented Achievement: 1 Progress/Status: Solid waste, management: 2 septage management sub-projects are under implementation Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: Emergency access: 112 km of upgraded roads, bridges, culverts Achievement: .84 Progress/Status: Emergency access: A total of 130.84 km of upgraded roads, bridges, culverts constructed Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: Local economic infrastructure. At least five subprojects developed under stage 2. Achievement: 3 Progress/Status: Local economic infrastructure, 19 sub-projects completed out of 19 sub projects which were developed under stage 2 including services to poor areas. Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: Participatory climate-proofed urban master plans approved (33% of participants during consultations are women) Achievement: Y Progress/Status: urban master plans (cumulative 8) incorporating climate change considerations prepared (37% of participants to consultations were women). Data Source: Approved urban master plans, and adopted building code guidelines Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: Climate-proofed building code guidelines adopted (include design features that cater to women in public facilities) Achievement: Y Progress/Status: Generic Climate Change Adaptation Building Standards Guide including design features for women prepared and endorsed by Paurashavas, LGED and DPHE in earlier years. Data Source: Published LGED and DPHE design standards Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: Climate-proofed LGED and DPHE design standard guidelines published Achievement: Y Progress/Status: Recommendations on Mainstreaming Climate Vulnerability and Adaptation Assessment into LGED and DPHE Engineering Design Standards in the Urban Sector prepared and endorsed by LGED and DPHE in earlier years Data Source: Adopted water safety plans Adopted O&M plan with tariff plan Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: Water safety plans with groundwater monitoring (that define a leadership role for women) approved Achievement: Y Progress/Status: One (cumulative 9) water safety plan prepared where leadership role of women in water safety planning and monitoring is clearly defined. Preparation for one WSP and updating of 8 WSPs are ongoing. Data Source: Resolution adopting GAP and PRAPs with budget support for each town Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: O&M plans approved including tariff plan for cost recovery (33% of participants during consultations are women) Achievement: Y Progress/Status: Regular monitoring undertaken. O & M plans of 10 Pourashavas including tariff plan for cost recovery were prepared and approved in earlier years (35% women participation during consultations). Data Source: Consolidated annual monitoring report of pourashavas and LGED and DPHE Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: GAP and PRAPs approved for towns Achievement: Y Progress/Status: GAPs and PRAPs for Batch 1, 2, & 3 Towns prepared and endorsed by respective Paurashava councils in earlier quarters. Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: Computerized financial accounting and billing systems functional Achievement: Y Progress/Status: Regular monitoring undertaken. Computerized billing systems were established and functional in all Batch 1, 2 and 3 Pourashavas in earlier years. Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: At least 6000(at least 600 per town including 60% women) undergo and complete livelihood training and knowledge based awareness programs that consider climate change Achievement: 0 Progress/Status: 917 women (cumulative 10,674 participants [women = 63.30%]) received livelihood trainings and participated in knowledge-based awareness programs on climate change.Output: 3. Project management and administration supported Indicator: Quarterly progress reports and audit reports are submitted on time and of satisfactory quality (gender- disaggregated data collected) Achievement: Y Progress/Status: Quarterly progress reports with gender-disaggregated data submitted Quarterly Progress Reports issued as scheduled by PMU. Current QPR-33 (June-2022) with the Project Completion Report (PCR) will be submitted. Data Source: Quarterly progress reports issued by PMU Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 3. Project management and administration supported Indicator: Project implemented on time and within budget Achievement: Y Progress/Status: According to the Project Performance Monitoring Format, the overall project progress is 100%; compared to an elapsed loan period of 100%, for an extended contract period to 30th June 2022 Data Source: Quarterly progress reports issued by PMU Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YIncreased climate and disaster resiliency in coastal towns benefiting the poor and women.By 2020 in project towns: Percentage of household reporting inundation for more than 3 days reduced to about 21% (baseline: 43% in 2013) Achievement: 20 Progress/Status: Percentage of household reporting inundation for more than 3 days reduced to about 20.0%. Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of evaluation of climate resilienceDrinking water supply systems compliant with government water standards throughout the year increased to 70% (2013 baseline 40%, 13.2% among households headed by women) Achievement: 70 Progress/Status: Drinking water supply systems compliant with government water standards throughout the year increased to 70.0%. Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of evaluation of climate resilienceAdditional 12,500 households with access to climate-proofed public sanitation facilities (2013 baseline 0) Achievement: 0 Progress/Status: A total of 15,812 household works with access to climate-proofed public sanitation facilities Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of evaluation of climate resilienceAdditional 7,900 household with access to improved cyclone facilities with separate areas and toilets for women (2013 baseline 0) Achievement: 0 Progress/Status: A total of 8,600 households with access to improved cyclone facilities with separate areas and toilets for women Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of evaluation of climate resilience XM-DAC-46004-55307-001-LN4328Asian Development BankThe proposed results-based lending for the Improving Urban Governance and Infrastructure Program (the program) is built upon the successes and lessons learned from previous Urban Governance and Infrastructure Improvement Projects (Urban Governance and Infrastructure Improvement Project, Second Urban Governance and Infrastructure Project, Third Urban Governance and Infrastructure Project, and Additional Financing to Third Urban Governance and Infrastructure Project). The program supports improving urban governance and services in 88 pourashavas (municipalities) of Bangladesh from fiscal year (FY) 2024 to FY 2028, benefiting 7.6 million people. ﾠThe program willﾠ(i) strengthen institutional capacity for inclusive municipalﾠgovernance; andﾠ(ii) improve municipal infrastructure regarding quality, access, resilience, and gender responsiveness.ﾠThe program will supportﾠthe Government of Bangladesh in achieving integrated and sustainable urban development to improve the livability of pourashavas. It is aligned with the Country Partnership Strategy, 2021-2025, which promotes a culture of responsiveness and accountability as part of good urban governance. The program is aligned with ADB's Strategy 2030, supporting key operational priorities related to addressing remaining poverty and reducing inequalities; accelerating progress in gender equality; making cities more livable, and strengthening governance and institutional capacity. The program is also expected to be aligned with the Paris Alignment Agreement. The overall investment needs for the government's program expenditures for pourashavas development is estimated at $1.8 billion, of which about $0.7 billion would be supported through the proposed program. Bangladesh's urban policies and plans are aligned with its international commitments.Asian Development BankLocal Government Engineering DepartmentLocal Govt Div,Min of Local Govt Rural Devt & CoopAsian Development BankAsian Development BankLaxmi Sharmahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=55307-001 (Active)&officer= lsharma@adb.org&division= Water and Urban Development Sector Office (SG-WUD)&projectcountry= BangladeshBangladesh23.89507 90.29226Strengthening governance and institutional capacityAccelerating progress in gender equalityMaking cities more livableTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityAddressing remaining poverty and reducing inequalitiesInclusive economic growthGovernance and capacity developmentKnowledge solutionsPartnershipsEnvironmentally sustainable growthEffective gender mainstreaming (EGM)300000000Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department30000000.00Asian Development BankLocal Government Engineering Department15833.33Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department300158.33Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department16180000.00Asian Development BankLocal Government Engineering Department2820000.00Asian Development BankLocal Government Engineering Department7000000.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2000000.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department5000000.00Asian Development BankLocal Government Engineering Department2000000.00Asian Development BankLocal Government Engineering Department590352.10Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department15000000.00Asian Development BankLocal Government Engineering Department25470733.33Asian Development BankLocal Government Engineering Department716651.16Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1074796.14Asian Development BankLocal Government Engineering Department15833.33Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department300158.33Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department590352.10Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department716651.16Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1074796.14Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: Institutional capacity for inclusive municipal governance strengthened Indicator: [TA Output] Criteria-based development fund transfer to pourashavas institutionalized Progress/Status: A committee was established by the Local Government Division on 20 July 2026 to prepare the SOP for Criteria-Based Development Fund Transfers to Municipalities. This activity remains on track. Data Source: LGD instruction to pourashavas Baseline year: 2022 Baseline value: N Baseline year: 2022 Baseline value: N Target year: 2028 Target value: YOutput: Institutional capacity for inclusive municipal governance strengthened Indicator: UGIAP approved and implemented in 88 (cumulative) pourashavas Progress/Status: UGIAP has been approved and is being implemented across 88 (cumulative) pourashavas. All committees have been reformed and strengthened in accordance with the Local Government (Pourashava) Act 2009. The targets set under UGIAP are being implemented and monitored through 28 indicators across 9 areas. Data Source: Annual M&E report Actual value: Output: Institutional capacity for inclusive municipal governance strengthened Indicator: Computerized (web-based) revenue management systems made operational in 88 pourashavas Progress/Status: LGED's web-based revenue management system has been operational in 60 pourashavas since June 2026. Training and data migration for the remaining 28 pourashavas are currently underway and progressing as planned. Data Source: Annual M&E report Actual value: Output: Institutional capacity for inclusive municipal governance strengthened Indicator: Gender- and climate-responsive O&M management system established in 88 pourashavas Progress/Status: Gender-responsive O&M plans have been prepared in 88 pourashavas, with a total budget allocation of BDT3,118 million for FY2025-2026. As of June 2026, BDT2,104 million, or 67%, has been utilized. Data Source: Annual M&E report Actual value: Output: Institutional capacity for inclusive municipal governance strengthened Indicator: At least 1,570 staff (including 90% of eligible women staff and female councilors of pourashavas, LGED, and LGD) reported increased knowledge on urban governance, GESIAP, urban resilience, and technical issues Progress/Status: A total of 1,575 pourashava staff, including 100% of eligible women, reported improved knowledge of key topics such as UGIAP, GESIAP, Pourashava Acts and Rules, etc. In addition, 206 LGED staff completed the training on Urban Resilience and GESIAP. Data Source: Training completion report containing pre- and post- training assessment Actual value: Output: Institutional capacity for inclusive municipal governance strengthened Indicator: At least 88 pourashavas adopted and implemented GESIAP with 1% budget earmarked from own-source revenues Progress/Status: 88 pourashavas allocated BDT110 million, or 1.10% of their revenue budgets) for FY2025-2026. As of June 2026, BDT65 million, or 59%, had been utilized. Data Source: Annual M&E report Actual value: Output: Institutional capacity for inclusive municipal governance strengthened Indicator: 5,100 residents (at least 50% women) of low-income neighborhoods reported increased resilient livelihood skills Progress/Status: 4,961 residents from low-income neighborhoods (LIN) completed training, of whom 86% were women. Of these, 1,800 (36%) have initiated income-generating activities (IGA). Data Source: Annual M&E report Actual value: Output: Institutional capacity for inclusive municipal governance strengthened Indicator: At least 252 low-income neighborhood improvement committees in 63 pourashavas formed with at least 50% women members Progress/Status: 327 LINICs have been established in 62 pourashavas, with women comprising 84% of members. Of these, 249 CAPs have been approved and received infrastructure funding, while infrastructure works are ongoing in 121 LINICs across 29 pourashavas. Data Source: Annual M&E report Actual value: Output: Institutional capacity for inclusive municipal governance strengthened Indicator: 63 climate and disaster risk-informed master plans prepared and approved by respective pourashava councils Progress/Status: 32 draft Master Plans have been submitted and under review by the PMU. Data Source: Annual M&E report Actual value: Output: Institutional capacity for inclusive municipal governance strengthened Indicator: Climate-resilient and socially inclusive public open space guidelines adopted by the LGED and disseminated to pourashavas Progress/Status: The guideline has been approved by LGED and disseminated in 88 pourashavas. Data Source: Annual M&E report Baseline year: 2022 Baseline value: N Baseline year: 2022 Baseline value: N Target year: 2028 Target value: YOutput: Institutional capacity for inclusive municipal governance strengthened Indicator: At least 300 detailed designs of resilient and GESI responsive municipal infrastructure subprojects completed in 63 pourashavas Progress/Status: 310 detailed designs have been completed in 63 pourashavas. Data Source: Annual M&E report Actual value: Output: Municipal infrastructure improved in quality, access, resilience, and gender responsiveness Indicator: At least 900 km of stormwater drainage rehabilitated or reconstructed in at least 63 pourashavas Progress/Status: Contracts have been awarded for a total of 341.38 km, of which 110.640 km has been completed. Data Source: Annual M&E report Actual value: Output: Municipal infrastructure improved in quality, access, resilience, and gender responsiveness Indicator: At least 1,500 km of roads rehabilitated or reconstructed to meet standards of gender-responsiveness, resilience, safety, and accessibility in at least 63 pourashavas Progress/Status: Contracts have been awarded for a total of 873.00 km, of which 316.41 km has been completed. Data Source: Annual M&E report Actual value: Output: Municipal infrastructure improved in quality, access, resilience, and gender responsiveness Indicator: At least seven climate-resilient, and GESI-inclusive public facilities remodeled or developed Progress/Status: Implementation of civil works progressing for 7 contract packages. Data Source: Annual M&E report Actual value: Output: Municipal infrastructure improved in quality, access, resilience, and gender responsiveness Indicator: Low-income neighborhood improvement program implemented with at least 50% participation by women in at least 63 pourashavas under the RBL program Progress/Status: Preparation of 55 subprojects have been completed across 52 pourashavas with 83% women participation. Data Source: Annual M&E report Actual value: Municipal services and governance in target pourashavas improved80% of citizens (33% women) reported improved livability Progress/Status: The target year is 2029. The work is in progress and the target is likely to be achieved. Data Source: Citizen perception survey Actual value: 80% holding tax collection efficiency achieved in RBL program pourashavas Progress/Status: The target year is 2028. The work is in progress and the target is likely to be achieved. Data Source: Annual M&E reports Actual value: XM-DAC-46004-53237-001-LN4346Asian Development BankThe proposed Climate and Disaster Resilient Small-scale Water Resources Management Project builds on three prior Asian Development Bank (ADB)-financed small-scale water resources (SSWR) management projects implemented by the Local Government Engineering Department (LGED) in Bangladesh. This project renews the emphasis on flood and drought risk management, drainage improvement, and irrigation systems modernization; enhances the climate and disaster resilience of SSWR infrastructures and services; and improves agricultural productivity and profitability through effective, participatory, and sustainable SSWR management in the selected project locations. It will provide beneficiary-managed infrastructure, facilities, and equipment covering a benefit area of more than 220,000 hectares (ha) to address key issues facing the agriculture and fisheries sectors. It will (i) establish 150 new inclusive water management cooperative associations (WMCAs) and provide them with new climate- and disaster-resilient water management infrastructure; (ii) strengthen the WMCAs at 230 existing subprojects and assist them with measures, including additional infrastructure to enhance performance; and (iii) provide emergency reconstruction and modernization of the Bakkhali rubber dam (BRD). It will (i) enhance crop and fishery agribusinesses and marketing with facilities, machinery, and equipment supporting the livelihoods of 380,000 households, including 30,000 women from poor and/or smallholder households, and 45,000 vulnerable persons from 45,000 functionally landless and/or poor households; and (ii) increase the inclusion and participation of women, youth, and small ethnic communities (SECs). It will be implemented over 6 years (i.e., implementation period) in 42 districts covering 64% of the national area and four broad areas prone to natural disasters, home to 77% of the country's rural poor.Asian Development BankLocal Government Engineering DepartmentAsian Development BankAsian Development BankOlivier Drieuhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=53237-001 (Approved)&officer= odrieu@adb.org&division= Agriculture, Food, Nature, and Rural Development Sector Office (SG-AFNR)&projectcountry= BangladeshBangladesh23.89507 90.29226Tackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityStrengthening governance and institutional capacityAccelerating progress in gender equalityPromoting rural development and food securityAddressing remaining poverty and reducing inequalitiesInclusive economic growthEnvironmentally sustainable growthKnowledge solutionsGovernance and capacity developmentPartnershipsGender Equity and Mainstreaming106000000Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1519727.69Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2858212.50Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1429394.87Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department10806.95Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department15197.28Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department15197.28Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department29329.55Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: Agribusinesses enhanced at the upazila (subdistrict) and WMCA levels, and vulnerable people?s livelihoods supported Indicator: Agriculture/ fishery business plans prepared by inclusive subcommittees in 115 performance enhancement subprojects and the BRD (2022 baseline: 0 business plans). (OP2.2,5.2,5.3). Progress/Status: This will be started once agribusiness NGOs will be onboard which engagement process has been started. Data Source: Project progress reports, annual EME reports, and MIS database. Actual value: Output: Agribusinesses enhanced at the upazila (subdistrict) and WMCA levels, and vulnerable people?s livelihoods supported Indicator: 100 women's development business plans prepared by WD subcommittees for IGAs and/or cottage, micro, and small enterprises benefitting 30,000 women in performance enhancement subprojects and the BRD (2022 baseline: 0 business plans). (OP1.2,2.1,2.4,2.5). Progress/Status: Not due yet Data Source: Project progress reports, annual EME reports, and MIS database. Actual value: Output: Agribusinesses enhanced at the upazila (subdistrict) and WMCA levels, and vulnerable people?s livelihoods supported Indicator: WMCA-farmers adopt market-driven and nutrition sensitive agricultural production and marketing practices and equipment accessible by all members in 58 PE SPs and BRD. (2022 baseline: 0 SP). (OP2.2,5.2,5.3). Progress/Status: This will be started once agribusiness NGOs will be onboard which engagement process has been started. Data Source: Project progress reports, annual EME reports, and MIS database. Actual value: Output: Agribusinesses enhanced at the upazila (subdistrict) and WMCA levels, and vulnerable people?s livelihoods supported Indicator: WMCA-farmers managed aquaculture facilities and practices modernized for 4,000 ponds, 500 cages, and for 1,800 ha of floodplain (2022 baseline: 0 pond, 0 cage, 0 ha floodplain). (OP1.3,2.1,2.5,5.2.5.3). Progress/Status: This will be started once agribusiness NGOs will be onboard which engagement process has been started. Data Source: Project progress reports, annual EME reports, and MIS database. Actual value: Output: Agribusinesses enhanced at the upazila (subdistrict) and WMCA levels, and vulnerable people?s livelihoods supported Indicator: 25 roadside markets upgraded and 10 upazila markets modernized (2022 baseline: 0, 0). (OP2.1,5.2) Progress/Status: Not due yet Data Source: Project progress reports, annual EME reports, and MIS database. Actual value: Output: Agribusinesses enhanced at the upazila (subdistrict) and WMCA levels, and vulnerable people?s livelihoods supported Indicator: At least 300 WMCAs-farmers-women supported to prepare applications for loans from PFIs. (2022 baseline: 0). (OP2.1,5.2) Progress/Status: Not due yet Data Source: Project progress reports, annual EME reports, and MIS database. Actual value: Output: Agribusinesses enhanced at the upazila (subdistrict) and WMCA levels, and vulnerable people?s livelihoods supported Indicator: At least 190,000 HHs supported to adopt new/ improved inputs, agriculture technologies, and practices (2022 baseline: 0 HH) (OP1.2,1.3,2.1,2.5,3.3,5.3) (CI 1.2.2). Progress/Status: This will be started once agribusiness NGOs will be onboard which engagement process has been started. Data Source: Project progress reports, annual EME reports, and MIS database. Actual value: Output: Participatory subproject development and management improved Indicator: Inclusive WMCAs formed and active for 150 new subprojects with at least 40% of the general membership comprising women, and with at least one-third of the management committees comprising women (2022 baseline: 0 WMCAs formed) (OP 2.3) Achievement: 27 Progress/Status: Achieved for 30 Nos. WMCA, new subprojects with at least 40% of the general membership comprising women, and with at least one-third of the management committees comprising women. Data Source: Project progress reports, grading assessments for WMCAs, MIS database, M&E reportsOutput: Participatory subproject development and management improved Indicator: Inclusive WMCAs formed and active for 150 new subprojects with management committees comprising at least one-third youths (2022 baseline: 0 WMCAs formed) (OP2.3) Achievement: 27 Progress/Status: Achieved for 30 Nos. WMCA, new subprojects with management committees comprising at least one-third youths. Data Source: Project progress reports, grading assessments for WMCAs, MIS database, M&E reports.Output: Participatory subproject development and management improved Indicator: WMCAs approve detailed designs for works for 150 new and 230 performance enhancement SPs and the BRD (2022 baseline: 0 WMCAs have approved designs) (OP5.3). Achievement: 78 Progress/Status: Detail Drawing and Designs are approved for 30 new subprojects and 61 existing subprojects. Data Source: Project progress reports, grading assessments for WMCAs, MIS database, M&E reports.Output: Participatory subproject development and management improved Indicator: 500 inclusive (men and women) subcommittees managing O&M, agriculture, and fisheries development, and 100 women only subcommittees managing women's development, formed and active (2022 baseline: 50 and 0 subcommittees) (OP2.1,5.2,5.3). Achievement: 15 Progress/Status: 173 inclusive (men and women) subcommittees managing O&M, agriculture, and fisheries development, and 15 women only subcommittees managing women's development, formed and active. Data Source: Project progress reports, grading assessments for WMCAs, MIS database, M&E reports.Output: Participatory subproject development and management improved Indicator: Monitoring and evaluation systems in place and sex disaggregated data collected and entered into an improved MIS for 150 new SPs, 230 PE SPs and the BRD (2021 baseline: 0 SPs) (OP6.2). Achievement: 78 Progress/Status: New subprojects- 30 nos. Data Source: Project progress reports, grading assessments for WMCAs, MIS database, M&E reports.Output: Small-scale water resources infrastructure with climate and disaster resilient features developed or enhanced Indicator: Climate and disaster resilient SSWR infrastructure constructed for 150 new SPs covering 86,000 ha (2023 baseline: 0 SP) (OP1.3,3.2,5.1,5.3). Progress/Status: Existing subprojects- 51 nos Data Source: Project progress reports, MIS Actual value: Output: Small-scale water resources infrastructure with climate and disaster resilient features developed or enhanced Indicator: 230 existing SSWR SPs covering 130,000 ha enhanced and made climate and disaster resilience (2022 baseline: 0 SP) (OP1.3,3.2,5.1,5.3). Progress/Status: Design and estimates of first batch packages started. Data Source: Project progress reports, MIS Actual value: Output: Small-scale water resources infrastructure with climate and disaster resilient features developed or enhanced Indicator: Emergency reconstruction and modernization of the BRD SP covering 3,000 ha (2022 baseline: not applicable) (OP1.3,3.2,5.1,5.3). Progress/Status: The preparation of designs of BRD subproject is ongoing. Data Source: Project progress reports, MIS Baseline year: 2022 Baseline value: not applicable Baseline year: 2022 Baseline value: not applicable Target year: 2029 Target value: reconstructedOutput: Small-scale water resources infrastructure with climate and disaster resilient features developed or enhanced Indicator: 110 km of farm and village small roads with ancillary culverts and bridges (2022 baseline: 0 km) (OP1.3, 5.1). Progress/Status: Not due yet Data Source: Project progress reports, MIS Actual value: Output: Small-scale water resources infrastructure with climate and disaster resilient features developed or enhanced Indicator: At least 190,000 HHs supported to adopt environmentally sustainable and climate-resilient technologies and O&M practices (2022 baseline: 0 HH) (OP3.2,3.3,5.1,5.3). Progress/Status: Not due yet Data Source: Project progress reports, MIS Actual value: Climate- and disaster-resilient agricultural productivity and profitability in selected geographic areas increasedAverage cropping intensity for average rainfall year in project areas increased to 187% (2022 baseline: 167%) (OP 5.3) Progress/Status: Not Due yet. Data Source: Monitoring and evaluation reports and LGED MIS database. Actual value: Average crop yields increased to 5.26 t/ha for the high-yielding variety boro rice, 4.03 t/ha for the high-yielding variety aman rice, 2.86 t/ha for wheat, and 14.4 t/ha for potato (2022 baseline: 5.12 t/ha for boro, 3.85 t/ha for aman, 2.82 t/ha for wheat, and 13.7 t/ha for potato) (OP 5.3) Progress/Status: Not Due yet. Data Source: Monitoring and evaluation reports and LGED MIS database. Actual value: 220,000 ha benefit area with 87,000 ha (40%) having reduced flood risk (2022 baselines: 0 ha) (OP 3.2) Progress/Status: Not Due yet. Data Source: Monitoring and evaluation reports and LGED MIS database. Actual value: 230,000 households (60% of total beneficiaries HHs) report improved access to water for agricultural and aquaculture purposes (2022 baseline: 0 HH) (OPs 2.1, 2.4, 2.5, 3.1, 5.3) (Cl 1.2.1) Progress/Status: Not Due yet. Data Source: Monitoring and evaluation reports and LGED MIS database. Actual value: 57,000 households (15% of total beneficiary HHs) report improved physical access to markets (2022 baseline: 0 HH). (OP2.5,5.2,5.3) (CI 2.2.6). Progress/Status: Not Due yet. Data Source: Monitoring and evaluation reports and LGED MIS database. Actual value: Livelihood of 30,000 women of poor and smallholder HHs improved by IGAs (2022 baseline: 0 women). (OP1.2,2.1,2.4). Progress/Status: Not Due yet. Data Source: Monitoring and evaluation reports and LGED MIS database. Actual value: At least 30,000 women in performance enhancement subprojects and the BRD benefit from the new business plans developed or supported by the project (2022 baseline: 0 women) (OPs 1.2, 2.1, 2.4, 2.5) Progress/Status: Not Due yet. Data Source: Monitoring and evaluation reports and LGED MIS database. Actual value: XM-DAC-46004-54047-001-LN4333Asian Development BankThe proposed project will improve climate resilient livelihoods and access to basic services for rural communities living in the three hill districts of Bandarban, Khagrachari and Rangamati of the Chattogram Hill Tracts (CHT) region, a remote and relatively under-developed region of Bangladesh. The project will adopt a holistic approach of addressing deficiencies in financial, human, physical, natural, and social capital that are needed to support sustainable and resilient community development. Specifically, the project will (i) develop small-scale community infrastructure; (ii) improve watershed protection and management; (iii) improve agricultural production, processing, and marketing; (iv) improve non-farm skills amongst rural youth and strengthen capacity of CHT institutions; and (v) improve rural road connectivity. The project will explicitly support climate resilient outcomes and build long-term resilience of the institutional systems that it supports, in one of the most socially disadvantaged and highly vulnerable regions of Bangladesh. The project is aligned with the government's 8FYP, which aims to reduce poverty in lagging regions through investments in rural roads, rural water supply and sanitation, irrigation and agriculture, rural enterprise development, community forest management, promoting sustainable development, and minimizing climate related challenges. The project also supports the strengthening of CHT institutions, empowerment of women, inclusion of ethnic communities in development, and partnerships with civil society organizations. The project compliments the programs of several other development partners engaged in the CHT. The project is also aligned with the objectives of: (i) the Bangladesh Delta Plan 2100; and (ii) the Nationally Determined Contributions 2021 of Bangladesh. Within ADB, the project aligns with: (i) several operational priorities of ADB's Strategy 2030; and (ii) the Country Partnership Strategy for Bangladesh 2021-2025, specifically, strategic objective 2: promote green growth and climate resilience; and strategic objective 3: strengthening human capital and social protection.Asian Development BankMinistry of Chittagong Hill Tracts Affairs BangladeshAsian Development BankAsian Development BankSanath Ranawanahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=54047-001 (Active)&officer= sranawana@adb.org&division= Agriculture, Food, Nature, and Rural Development Sector Office (SG-AFNR)&projectcountry= BangladeshRangamati22.63333 92.2Bandarban22.19534 92.21946Khagrachari22.66881 92.38407Strengthening governance and institutional capacityAddressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityPromoting rural development and food securityEnvironmentally sustainable growthInclusive economic growthGovernance and capacity developmentGender Equity and Mainstreaming120000000Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh550000.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh2230.56Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh104311.76Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh1292000.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh7159.77Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh1350000.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh24507.02Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh7342658.73Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh68943.17Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh2968656.33Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh2230.56Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh7159.77Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh24507.02Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh68943.17Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs Bangladesh0.00Asian Development BankMinistry of Chittagong Hill Tracts Affairs BangladeshPerformanceFiduciaryOutput/s as listed by the project staff.Output: Agriculture production, processing, and marketing improved Indicator: xx farmers (30% women) adopt climate-smart and good agriculture practices compared with baseline year. Progress/Status: As per the DPP, the Project Implementation Committee has selected nine upazilas across the three hill districts. The recruitment process for the implementing agriculture NGO is currently under evaluation and is expected to be finalized by Q3 2026 Data Source: PPMS Reports Actual value: Output: Agriculture production, processing, and marketing improved Indicator: xx farmers (30% women) undertake primary processing of agricultural produce compared with 20xx. Progress/Status: Recruitment process for the implementing Agriculture NGO—currently under process Data Source: Midterm and end-line surveys Actual value: Output: Agriculture production, processing, and marketing improved Indicator: xx farmers (30% women) linked with buyers of agricultural produce. Progress/Status: Recruitment process for the implementing Agriculture NGO—currently under process Data Source: Midterm and end-line surveys Actual value: Output: Community infrastructure developed Indicator: xx small scale climate resilient community infrastructure facilities constructed and handed over to communities or women-led organizations in the communities. Progress/Status: A total of 52 community infrastructure contract packages are currently being implemented. These packages cover village access roads, drainage systems, water supply and gravity flow systems, irrigation canals, water reservoirs, agricultural equipment, stairways, and sanitary latrines across 234 out of 1,000 paras. A total of 185 small-scale community infrastructure facilities have been completed. Female representation remains strong, with 899 women making up 44.04% of the 2,025 total PDC members (across 237 PDCs). Additionally, Indigenous Peoples/Small Ethnic Communities account for 788 members (38.91%). Data Source: PPMS reports Actual value: Output: Rural non-farm skills related to agriculture value chains improved Indicator: xx indigenous peoples, xx from poor households; and xx women trained in rural non-farm, agriculture related vocational practices. Progress/Status: Agriculture NGO recuirtment is under process Data Source: Midterm and end-line surveys Actual value: Output: Rural roads rehabilitated Indicator: xx km of roads climate proofed and upgraded (at least 20% women contracted as laborers or employed in civil or maintenance works) Progress/Status: As of now, under the current LGED implementation portfolio across the three Hill Tracts districts, a total of 29 development packages has been contracted, with Bandarban holding the largest share (14 packages), followed by Khagrachari (8) and Rangamati (6). The overall weighted physical progress averages approximately 42.5%, though performance varies considerably among the districts—Rangamati leads at 49%, Bandarban follows closely at 46.78%, while Khagrachari lags notably behind at just 30%. With regard to the SPB-2 road sub-project, surveys are progressing steadily: out of 14 selected roads, surveys have been fully completed for only 2 roads (both in Rangamati), while the remaining 11 are actively ongoing—specifically 5 in Rangamati, 2 in Khagrachari, and 4 in Bandarban. Additionally, SPB2 subprojects are undergoing for feasibility studies. Data Source: PPMS reports Actual value: Output: Watershed management strengthened Indicator: xx village community forests supported with watershed management interventions Progress/Status: The Project Implementation Committee approved nine sub-watersheds (three per hill district). Selected by CEGIS, these sites cover 201 paras across 37,950.24 hectares, averaging 4,216.69 hectares per sub-watershed. Three Watershed Management NGOs have onboarded and begun operations. Currently, two WSM Committees are active, with 24 total members: 13 male and 11 female (45.83%). Data Source: PPMS reports Actual value: Output: Watershed management strengthened Indicator: At least xx households (of which 75% are indigenous people-headed and 30% are woman-headed) participate in watershed management activities. Progress/Status: Feasibility studies are ongoing in three sub-watershed sites for small-scale watershed management infrastructure. A total of 26 Para Nari Development Groups (PNDGs) have been established, with 187 total members. Of these members, 44.44% also serve on the Para Development Committees (PDCs). Indigenous Peoples and Small Ethnic Communities (IP/SEC) make up the vast majority of the membership, accounting for 180 members (96.26%). Data Source: PPMS reports Actual value: Sustainable livelihood opportunities and access to basic services for the rural population in the CHT including women and vulnerable groups enhancedxx households in the CHT (of which 75% are indigenous person-headed and 30% are woman-headed) operate a new non-farm vocation compared with baseline year. Progress/Status: Not Due Yet. Data Source: BBS annual and periodic surveys Actual value: Average travel time from farms to markets in the project area, reduced by 50% hours/km compared with baseline year. Progress/Status: Not Due Yet. Data Source: Project completion report Actual value: xx new households (including xx% of woman-headed households) have access to piped water and/or pit latrines, compared with baseline year. Progress/Status: Not Due Yet. Data Source: BBS annual and periodic surveys Actual value: XM-DAC-46004-56004-001-LN4386Asian Development BankThe proposed program will contribute to the government's program to improve demand-side management and energy conservation by installing prepaid gas meters for all domestic customers by December 2023 and improve operational performance of the gas distribution companies, focusing on the government's priority areas of Greater Dhaka and Chittagong. Installation of prepaid gas meters is expected to (i) reduce system losses through saving of gas by preventing gas wastage, (ii) build up awareness among customers to use gas more efficiently, (iii) improve financial health of gas distribution companies by earning revenues in advance and reducing billing, collection, and monitoring cost, (iv) improve management efficiency and enhance customer service of gas distribution companies, (v) prevent accident due to gas leakage in internal pipelines, and (vi) help meet the national climate target by reducing carbon emissions by gas savings.Asian Development BankEnergy & Mineral Resources Division, MOPEMRAsian Development BankAsian Development BankSakai, Atsumasahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=56004-001 (Active)&officer= asakai@adb.org&division= Energy Sector Office (SG-ENE)&projectcountry= BangladeshBangladesh23.89507 90.29226Addressing remaining poverty and reducing inequalitiesMaking cities more livableTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityStrengthening governance and institutional capacityAccelerating progress in gender equalityPartnershipsEnvironmentally sustainable growthGovernance and capacity developmentInclusive economic growthEffective gender mainstreaming (EGM)200000000Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR54166.67Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR154184.24Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR157324.88Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR129951.65Asian Development BankEnergy & Mineral Resources Division, MOPEMR162167.79Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR17000.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR167413.07Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR54166.67Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR154184.24Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR157324.88Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR162167.79Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR167413.07Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMRPerformanceFiduciaryOutput/s as listed by the project staff.Output: Customer services-oriented management enhanced. Indicator: GESI-responsivef corporate policy for customer care and operation and maintenance of smart prepaid gas meters by private sector entities approved by TGTDCL. (2023 baseline:0) (OP1.3.3; OP 2.3.2; OP 6.1.2)c Progress/Status: Implementation on going. Data Source: Copy of policy approved by TGTDCL Actual value: Output: Customer services-oriented management enhanced. Indicator: By 2025, a fully automated central grievance management center and 30 dedicated zonal grievance centers established (2023 baseline: 0) (OP 6.2) Progress/Status: Implementation on going. Data Source: Reports generated by the automated grievance centers Actual value: Output: Customer services-oriented management enhanced. Indicator: TGTDCL's automated grievance centers operationalized with 100% of calls received by TGTDCL's customer service to be automatically registered and 70% of calls received to be resolved within 24 hours (2023 baseline: not applicable). (OP4.1.1; OP6.2) Progress/Status: Implementation on going. Data Source: Sex-disaggregated data generated quarterly by the automated customer centers Actual value: Output: Demand-side measures for efficiency improvement and safe gas use implemented. Indicator: 1Atleast 650,000 residential households connected to smart prepaid gas meters with digital technology Progress/Status: In progress; implementation on going Data Source: TGTDCL annual reports, project progress reports, and TA consultant reports. Actual value: Output: Demand-side measures for efficiency improvement and safe gas use implemented. Indicator: At least 1,000 gas distribution sector staff (including 80% of relevant women staff) reported increased knowledge on energy efficiency and safety measures, and smart pre-paid gas metering technology Progress/Status: In progress; implementation on going Data Source: pre-and post-training assessment. Actual value: Output: Demand-side measures for efficiency improvement and safe gas use implemented. Indicator: At least 3,000 residential consumers (including 50% women residential consumers) reported increased knowledge on safe and efficient use of domestic gas appliances Progress/Status: In progress; implementation on going Data Source: pre-and post-training assessment. Actual value: Output: Demand-side measures for efficiency improvement and safe gas use implemented. Indicator: Improved TGTDCL's consumer communication and awareness plan and materials with GESI responsive elements prepared Progress/Status: In progress; implementation on going Data Source: TGTDCL annual reports, project progress reports, and TA consultant reports. Actual value: Output: Demand-side measures for efficiency improvement and safe gas use implemented. Indicator: National safety standards for gas cooking appliances developed and submitted to relevant government agenciese for approval Progress/Status: In progress; implementation on going Data Source: Petrobangla annual reports, TA consultant reports. Actual value: Output: Institutional capacity and operational management strengthened. Indicator: ESMS for TGTDCL's gas meter program at corporate level following good international industry practice, including health and safety records, and climate adaptation measures prepared and submitted to TGTDCL for approval (2023 baseline: 0). Progress/Status: Implementation on going. Data Source: TGTDCL annual reports, project progress reports. Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2028 Target value: YOutput: Institutional capacity and operational management strengthened. Indicator: Corporate GESI strategy developed and submitted to TGTDCL board for endorsement (2023 baseline: not applicable) (OP1.2.3; OP 2.3.2) Progress/Status: Implementation on going. Data Source: TA consultant reports; copy of corporate GESI strategy submitted to TGTDCL board. Actual value: Output: Institutional capacity and operational management strengthened. Indicator: Fiduciary systems for TGTDCL's operations following good international industry practice, including financial management and procurement prepared and submitted to TGTDCL for approval (2023 baseline: not applicable) (OP 6.1.4) Progress/Status: Implementation on going. Data Source: TGTDCL annual reports, project progress reports. Actual value: Output: Institutional capacity and operational management strengthened. Indicator: At least 75% of staff of TGTDCL's planning department and project management unit (including at least 80% of relevant women staff) reported knowledge on gender, social and environmental safeguards (2023 baseline: 0) (OP 2.2). Progress/Status: Implementation on going. Data Source: Pre- and post training assessment Actual value: Output: Institutional capacity and operational management strengthened. Indicator: TGTDCL's training guidelines with GESI-responsive elements completed (2023 baseline: 0) (OP 2.3.2) Progress/Status: Implementation on going. Data Source: Copy of completed gender-responsive training guidelines Actual value: Output: Low-carbon energy transition promoted. Indicator: Energy Transition and Decarbonization Strategy for the Gas Distribution Sector prepared and submitted to relevant government agenciese for approval (2023 baseline: not applicable) (OP 3.1.5) Progress/Status: Implementation on going. Data Source: Copy of strategy document submitted to relevant government agencies Actual value: Output: Low-carbon energy transition promoted. Indicator: Methane Leakage, Loss Reduction and Operational Efficiency Improvement Plan for Gas Distribution Sector prepared and submitted to relevant government agenciese for approval (2023 baseline: not applicable) (OP 3.1.5) Progress/Status: Implementation on going. Data Source: Copy of plan submitted to relevant government agencies Actual value: Output: Low-carbon energy transition promoted. Indicator: Pre-feasibility study of at least two pilot projects for adoption of advanced clean energy technology with viability of private sector financing completed (2023 baseline: 0) Progress/Status: Implementation on going. Data Source: Petrobangla annual reports, TA consultant reports Actual value: Efficiency, safety, and sustainability of gas distribution improvedAnnual gas savings from the project amounted to at least 200 million cubic meters Progress/Status: Implementation ongoing Data Source: TGTDCL annual reports, BERC publication (Gas pricing) and Pre- and post-survey. Actual value: Annual emission of at least 393, 609 tons of carbon dioxide avoided Progress/Status: Implementation ongoing Data Source: TGTDCL annual reports, BERC publication (Gas pricing) Actual value: Number of emergency calls to TGTDCL for fire accidents reduced by 20% Progress/Status: Implementation ongoing Data Source: TGTDCL annual reports, BERC publication (Gas pricing) Actual value: Account receivable from TGTDCL household customers reduced to 5.0 months (2021-2022) Progress/Status: Implementation ongoing Data Source: TGTDCL annual reports, BERC publication (Gas pricing) Actual value: XM-DAC-46004-50140-002-LN4348Asian Development BankThe proposed project will help the government improve and expand computer science and engineering and information technology (CSE/IT) programs in three selected universities to nurture graduates equipped with advanced knowledge and skills and entrepreneurial spirit. The project will provide cutting-edge education, research and start-up support facilities, quality curriculum design, and academic staffing aligned with international standards and industry requirements. It will introduce a competitive grant scheme to promote industry-relevant and interdisciplinary research and development (R&D) initiatives. The grant scheme will help the universities and industry partners develop new digital technology solutions for economic and social issues.Asian Development BankMinistry of EducationAsian Development BankAsian Development BankHayashi, Ryotarohttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=50140-002 (Approved)&officer= rhayashi@adb.org&division= Human and Social Development Sector Office (SG-HSD)&projectcountry= BangladeshBangladesh23.89507 90.29226Accelerating progress in gender equalityAddressing remaining poverty and reducing inequalitiesTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityEnvironmentally sustainable growthKnowledge solutionsInclusive economic growthPrivate sector developmentPartnershipsGender Equity and Mainstreaming100000000Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education3000000.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education19666.67Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education30196.67Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education30498.63Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education30803.62Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education1086326.40Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education19666.67Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education30196.67Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education30498.63Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education30803.62Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of Education0.00Asian Development BankMinistry of EducationPerformanceFiduciaryOutput/s as listed by the project staff.Output: Modern learning, research, and start-up facilities established Indicator: Classrooms, laboratories, and research spaces for expanded CSE/IT programs, including women-friendly facilities, established in three universities Progress/Status: DU: Contract signed in January 2026. Physical work is on-going. BUET: BD for civil works advertised in March 2026. Bid evaluation on-going. JUST: BD for civil works advertised in January 2026. ADB commented on draft BER on 7 July. Data Source: 1a.-1b. Project performance report Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2028 Target value: .Output: Modern learning, research, and start-up facilities established Indicator: Facilities for start-up companies established in three universities Progress/Status: Operations manual for start-up facilities will be prepared when facilities are constructed. Data Source: 1a.-1b. Project performance report Baseline year: 2022 Baseline value: 0 Target year: 2028 Target value: .Output: Project management capacity strengthened Indicator: By 2026, manuals for stipend, research grant, internship program implementation and monitoring system (with data disaggregated by sex and social group) developed Progress/Status: Research grant manual approved on 14 August 2025. JUST stipend and scholarship manual finalized. BUET and DU stipend manuals yet to be finalized. Internship manual approved by UGC. Monitoring system yet to be developed. Data Source: Web-based system operational with quarterly progress reports published on University Grants Commission website Baseline year: 2022 Baseline value: 0 Target year: 2026 Target value: DevelopedOutput: Project management capacity strengthened Indicator: By 2028, student services and career guidance centers established and operational in three universities, with at least five annual job fair events open to all CSE/IT students from all higher education institutions and universities (and participated by at least 30% women students) Progress/Status: All three universities are allocating dedicated space for student services and career guidance centers within their new Modern Learning, Research and Incubation Centre, ensuring integrated support for student development, career readiness, and entrepreneurship. PMU is in a process to recruit an Event Management firm to organize job fairs, programming contest and other events as well. Data Source: Industry relations expert and internship program team (consultants) appointed and functional Baseline year: 2022 Baseline value: 0 Target year: 2028 Target value: EstablishedOutput: Project management capacity strengthened Indicator: By 2028, coordination mechanism with industry associations established Progress/Status: Engagement meetings held with a range of IT/ITES firms and relevant private-sector associations to advance industry collaboration under the project. MOUs with selected firms under process. Data Source: Memorandums of understanding with industry associations Baseline year: 2022 Baseline value: 0 Target year: 2028 Target value: EstablishedOutput: Quality and industry relevance of CSE/IT programs enhanced Indicator: (25% women) completed CSE/IT programs in three universities Data Source: 2a. University Grant Commission annual report Actual value: Output: Quality and industry relevance of CSE/IT programs enhanced Indicator: At least 2,200 undergraduate and graduate students (25% women) completed CSE/IT programs in three universities Progress/Status: In 2023-2025, total 470 students (91 female) have completed Bachelor's, and 98 students (32 female) have completed Master's in CSE/IT programs in DU, BUET and JUST. The female participation of BSc and MSc level is 19% & 32% respectively. Data Source: 2a. University Grant Commission annual report Actual value: Output: Quality and industry relevance of CSE/IT programs enhanced Indicator: (at least 35% with doctorates and 20% women) Data Source: 2b.-f. Project performance report Actual value: Output: Quality and industry relevance of CSE/IT programs enhanced Indicator: At least five new specialization courses developed in undergraduate degree curricula for outcome-based education and blended learning implemented with industry participation in three universities. Progress/Status: JUST is updating existing BSc curriculum to align with accreditation requirement. DU will introduce at least one new undergraduate course by 2028. Data Source: 2b.-f. Project performance report Actual value: Output: Quality and industry relevance of CSE/IT programs enhanced Indicator: At least 75 subjects of the CSE/IT undergraduate program made accessible as open courseware Progress/Status: Preparation of online video content will be supported by Event Management Firm. Appointment process for Event Management Firm has been initiated. The ToR has been sent to PIUs for their feedback. Data Source: 2b.-f. Project performance report Actual value: Output: Quality and industry relevance of CSE/IT programs enhanced Indicator: Faculty members increased to at least 200 (at least 35% with doctorates and 20% women), with at least 75% trained in modern pedagogical approaches Progress/Status: 116 faculty members in CSE/IT as of December 2025. Number of faculty members will increase as student enrollment increases. Training in modern pedagogy will be conducted for faculty members by December 2026. Training institute selection on-going. Data Source: 2b.-f. Project performance report Actual value: Output: Quality and industry relevance of CSE/IT programs enhanced Indicator: At least 80% of graduates from the three universities (both men and women) and at least 300 students (at least 50% women) from other universities completed internships or industry-collaboration capstone projects (2022 baseline: 8.3% of graduates [2.8% among women]) Progress/Status: DU: DU IIT has been conducting internship programs for 100% students. BUET: 34 capstones projects initiated from December 2025. JUST: CSE curriculum includes internship as part of their curriculum. PMU has prepared internship guidelines. Recruitment of Industry Relation Specialist is ongoing. Data Source: 2b.-f. Project performance report Actual value: Output: Quality and industry relevance of CSE/IT programs enhanced Indicator: Number of IT professional training certificates issued by or through the three universities increased to 5,000 per year Progress/Status: Industry professional training programs are yet to be identified and implemented. Data Source: 2b.-f. Project performance report Actual value: Output: R&D and technology entrepreneurship strengthened Indicator: (30% women and 30% from other universities) reported enhanced knowledge and skills in technology entrepreneurship Data Source: 3a.-e. Project performance report Actual value: Output: R&D and technology entrepreneurship strengthened Indicator: At least 10 university-industry research collaboration projects, 6 interdisciplinary research projects (including COVID-19 responses), and 4 research projects for disability solutions implemented Progress/Status: 20 R&D grants awarded on 21 January 2026 (Academy -Industry - 09, Interdisciplinary -05, Cutting Edge Research -04 and Solution for Disabilities-02). Second call-for-proposal announced on 5 January. A total of 103 SPPs were submitted. The 5th RDGB meeting was held on 15 March 2026, selected 78 SPPs and review has been completed. The final awardee list will be published after approval of the board meeting hopefully by August 2026. Data Source: 3a.-e. Project performance report Actual value: Output: R&D and technology entrepreneurship strengthened Indicator: (40% women) from three universities supported under the stipend program for the duration of the study Data Source: 3a.-e. Project performance report Actual value: Output: R&D and technology entrepreneurship strengthened Indicator: At least 2,000 students, faculty members, and IT professionals (30% women and 30% from other universities) reported enhanced knowledge and skills in technology entrepreneurship Progress/Status: The PMU is in a plan to recruit a technology entrepreneurship firm in Q3 (July-September) 2026 to train CSE/IT students and faculty members in technology entrepreneurship. Terms of Reference (ToR) has already been drafted to guide the recruitment process. Data Source: 3a.-e. Project performance report Actual value: Output: R&D and technology entrepreneurship strengthened Indicator: At least 55 start-up groups supported by three universities Progress/Status: BUET: Selected 17 business proposals from startups. JUST: Incubation policy finalized. DU: Committee formed and policy approved. Startup application invitation to start from December 2026. Data Source: 3a.-e. Project performance report Actual value: Output: R&D and technology entrepreneurship strengthened Indicator: At least 540 postgraduate students (40% women) from three universities supported under the stipend program for the duration of the study Progress/Status: JUST: 12 MSc students selected for scholarship/stipend program. BUET: Yet to start manual preparation. DU: Will start disbursement in 2026 with undergrad stipend. Data Source: 3a.-e. Project performance report Baseline year: 2022 Baseline value: Not applicable Baseline year: 2022 Baseline value: Not applicable Target year: 2028 Target value: 540Output: R&D and technology entrepreneurship strengthened Indicator: At least five national software and technology competition events open to students completed Progress/Status: JUST organized a programming contest in June 2025. PMU, DU and BUET will prepare for national competitions in 2026, supported by event management firm. Data Source: 3a.-e. Project performance report Actual value: Industry responsiveness of tertiary level CSE/IT education improvedAt least 40% of graduates (both men and women) with bachelor's degrees from the three universities are employed within 6 months of graduation Progress/Status: Not yet due. Several strategic initiatives—such as internships, specialized training programs, and job fairs—have been implementing to enhance the employability of CSE and IT graduates. Tracer study will be conducted end of the project. Data Source: Tracer study Actual value: CSE/IT programs in the three universities obtained accreditation aligned with international standards Progress/Status: Not yet due. BUET: Self-assessment report under preparation and will be submitted to BAETE by 30 June 2026. DU: Outcome-based curriculum being implemented. Self-assessment report preparation to start in November 2026 and application submission in early 2027. JUST: Curriculum under revision. Self-assessment report preparation to start in 2027. Data Source: Project performance report and accreditation certification by the Board of Accreditation for Engineering and Technical Education Target value: . Actual value: At least eight start-ups have begun generating revenues Progress/Status: Not yet due. BUET: BUET has formulated Incubation Policy and selected 17 startups. Contracts will be signed in May 2026. DU: Committee formation and policy approval complete. Application will be invited in November 2026. JUST: JUST has approved an incubation policy for the incubation program. Data Source: Project performance report Target value: . Actual value: XM-DAC-46004-56289-001-LN4387Asian Development BankThe Government has requested additional support of $338.13million from APVAX under the PIC. The project will have two phases: (i) Phase 1: fill and finish manufacturing of human vaccines, and (ii) Phase 2: full cycle development of selected vaccines. In the first 3 years, the project will support constructing a green, resilient, global enabling sustainability initiative-responsive manufacturing facility and commission equipment for manufacturing VTDs. By 2026, the project aims to start manufacturing fill and finish VTDs. By 2029, the project aims to start selected bulk substrate manufacturing and export of VTDs. The project will help strengthen DGDA's regulatory capacity from maturity level 2 to 3, essential to ensure safe and effective vaccine manufacturing and use. The project is aligned with the following impact: Pandemic preparedness increased, and the disease burden due to selected vaccine-preventable diseases in Bangladesh reduced. The project will have the subsequent outcome: availability of indigenously manufactured selected safe and efficacious VTDs in Bangladesh improved. The project will have the following outputs.Bangladesh has shown remarkable improvements in its health indicator outcomes. Between 2011 and 2022, the Under-5 mortality rate came down from 48 to 31 while the maternal mortality rate improved from 237 in 2012 to 123 as of 2020. The success of the expanded programme on immunization in Bangladesh is a significant factor contributing to declines in maternal and child mortality rates. However, the World Health Organization (WHO) Joint External Evaluation conducted in 2016 highlighted low pandemic preparedness indicators, including the availability of VTDs during public health emergencies. The prolonged COVID-19 pandemic exacerbated these challenges. The country reported 2,044,131 confirmed cases of COVID-19, with 29,469 deaths related to the disease. Bangladesh is at significant risk of infectious diseases as one of the most densely populated countries in the world. Bangladesh is one of the ten countries with the highest number of pneumonia cases and related deaths among children less than 5 years of age. Government health expenditure accounts for only 2.63% of the country's gross domestic product (ranking among the bottom 10 countries in the world).Asian Development BankMinistry of Health and Family WelfareAsian Development BankAsian Development BankArora, Dineshhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=56289-001 (Approved)&officer= darora@adb.org&division= Human and Social Development Sector Office (SG-HSD)&projectcountry= BangladeshBangladesh23.89507 90.29226Strengthening governance and institutional capacityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityFostering regional cooperation and integrationAddressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityInclusive economic growthGovernance and capacity developmentEnvironmentally sustainable growthEffective gender mainstreaming (EGM)168220000Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare45559.58Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare129684.38Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare132325.94Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare136383.68Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare138081.63Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare45559.58Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare129684.38Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare132325.94Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare136383.68Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare138081.63Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family WelfarePerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity for vaccines, therapeutics, and diagnostics manufacturing established. Indicator: Of whom 25% are women Data Source: Pre- and post-training assessment Actual value: Output: Capacity for vaccines, therapeutics, and diagnostics manufacturing established. Indicator: Equipment for manufacturing VTD commissioned. Progress/Status: 2a) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. EDCL expected to publish the ToR for ‘Bid Document Preparation, Monitoring, Supervision, and Validation for the Vaccine, Therapeutics, and Diagnostics (VTD) Facility on a Turnkey Basis' by 20 July 2026. Data Source: Directorate General of Drug Administration certification Baseline year: 2023 Baseline value: NO Baseline year: 2023 Baseline value: NO Target year: 2030 Target value: YESOutput: Capacity for vaccines, therapeutics, and diagnostics manufacturing established. Indicator: 95 technical EDCL staff of whom 25% are women, have increased knowledge and skills for VTDs manufacturing Progress/Status: 2b) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. EDCL expected to publish the ToR for ‘Bid Document Preparation, Monitoring, Supervision, and Validation for the Vaccine, Therapeutics, and Diagnostics (VTD) Facility on a Turnkey Basis' by 20 July 2026. Data Source: Pre- and post-training assessment Actual value: Output: Capacity for vaccines, therapeutics, and diagnostics manufacturing established. Indicator: Assembly line for producing at least 5 diagnostic kits at the EDCL facility established. Progress/Status: 2c) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. EDCL expected to publish the ToR for ‘Bid Document Preparation, Monitoring, Supervision, and Validation for the Vaccine, Therapeutics, and Diagnostics (VTD) Facility on a Turnkey Basis' by 20 July 2026. Data Source: DGDA authorization Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Capacity for vaccines, therapeutics, and diagnostics manufacturing established. Indicator: Packaging line for at least 5 biosimilar therapeutic established. Progress/Status: 2d) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. EDCL expected to publish the ToR for ‘Bid Document Preparation, Monitoring, Supervision, and Validation for the Vaccine, Therapeutics, and Diagnostics (VTD) Facility on a Turnkey Basis' by 20 July 2026. Data Source: DGDA authorization Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Capacity for vaccines, therapeutics, and diagnostics manufacturing established. Indicator: Analytical method transfer and production line for fill-and-finish vaccines including COVID-19 vaccines (if required) completed. Progress/Status: 2e) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. EDCL expected to publish the ToR for ‘Bid Document Preparation, Monitoring, Supervision, and Validation for the Vaccine, Therapeutics, and Diagnostics (VTD) Facility on a Turnkey Basis' by 20 July 2026. Data Source: DGDA authorization Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Capacity for vaccines, therapeutics, and diagnostics manufacturing established. Indicator: Testing and batch release for at least 5 fill-and-finish vaccines issued by DGDA. Progress/Status: 2f) RDPP for DGDA has been approved on 16 February 2026. DGDA published a ToR for ‘Bid documents Preparation, Monitoring, Supervision, and Validation for lab design and oversight' on 28 May 2026. Data Source: Copy of testing and batch release certification issued by DGDA. Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Capacity for vaccines, therapeutics, and diagnostics manufacturing established. Indicator: Seed development, master cell bank, working cell bank for at least two full substrate vaccine manufacturing operationalized. Progress/Status: 2g) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. Start-up activities now commencing. Data Source: EDCL certification Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Capacity for vaccines, therapeutics, and diagnostics manufacturing established. Indicator: Certificate of analysis for VTDs issued by DGDA. Progress/Status: 2h) RDPP for DGDA has been approved on 16 February 2026. Activities will now commence. Data Source: Certificate of analysis for VTDs issued by DGDA Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Capacity for vaccines, therapeutics, and diagnostics manufacturing established. Indicator: At least 50,000 female students 9-13 years of age reported increased awareness of the human papilloma vaccine. Progress/Status: 2i) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. Start-up activities now. Data Source: Pre-post assessment Baseline year: 2023 Baseline value: 0 Target year: 2030 Target value: 50,000Output: Directorate General of Drug Administration's capacity to regulate vaccines, therapeutics, and diagnostics strengthened. Indicator: Of whom 25% are women Data Source: DGDA annual reports Actual value: Output: Directorate General of Drug Administration's capacity to regulate vaccines, therapeutics, and diagnostics strengthened. Indicator: DGDA national control laboratory at Dhaka constructed and operational. Progress/Status: 3a) RDPP for DGDA has been approved on 16 February 2026. Activities will now commence. DGDA published a ToR for ‘p Bid documents Preparation, Monitoring, Supervision, and Validation for lab design and oversight' on 28 May 2026. Data Source: DGDA annual reports Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Directorate General of Drug Administration's capacity to regulate vaccines, therapeutics, and diagnostics strengthened. Indicator: IT system and logistics compliant with WHO GBT installed and operational. Progress/Status: 3b) RDPP for DGDA has been approved on 16 February 2026. Activities will now commence. DGDA published a ToR for ‘p Bid documents Preparation, Monitoring, Supervision, and Validation for lab design and oversight' on 28 May 2026. Data Source: DGDA annual reports Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Directorate General of Drug Administration's capacity to regulate vaccines, therapeutics, and diagnostics strengthened. Indicator: At least 30 technical staff of DGDA (of whom 25% are women) acquired knowledge and skill in compliance with WHO GBT. Progress/Status: 3c) RDPP for DGDA has been approved on 16 February 2026. Activities will now commence. DGDA published a ToR for ‘p Bid documents Preparation, Monitoring, Supervision, and Validation for lab design and oversight' on 28 May 2026. Data Source: DGDA annual reports Actual value: Output: Directorate General of Drug Administration's capacity to regulate vaccines, therapeutics, and diagnostics strengthened. Indicator: DGDA self-assessment of corrective and preventive action closure report based on GBT completed and submitted to WHO. Progress/Status: 3d) RDPP for DGDA has been approved on 16 February 2026. Activities will now commence. DGDA published a ToR for ‘p Bid documents Preparation, Monitoring, Supervision, and Validation for lab design and oversight' on 28 May 2026. Data Source: DGDA annual reports Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Directorate General of Drug Administration's capacity to regulate vaccines, therapeutics, and diagnostics strengthened. Indicator: DGDA national control laboratory certified compliant with WHO Prequalification. Progress/Status: 3e) RDPP for DGDA has been approved on 16 February 2026. Activities will now commence. DGDA published a ToR for ‘p Bid documents Preparation, Monitoring, Supervision, and Validation for lab design and oversight' on 28 May 2026. Data Source: WHO certification Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Manufacturing facility for vaccines, therapeutics, and diagnostics established. Indicator: A VTD manufacturing facility, including warehousing unit and utilities with climate resilience and GESI-responsive features constructed and ready to operate. Progress/Status: 1a) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. EDCL expected to publish the ToR for ‘Bid Document Preparation, Monitoring, Supervision, and Validation for the Vaccine, Therapeutics, and Diagnostics (VTD) Facility on a Turnkey Basis' by 20 July 2026. Data Source: Periodic project progress reports, EDCL and DGDA annual reports. Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Manufacturing facility for vaccines, therapeutics, and diagnostics established. Indicator: A R&D center with climate resilience and GESI-responsive features constructed. Progress/Status: 1b) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. EDCL expected to publish the ToR for ‘Bid Document Preparation, Monitoring, Supervision, and Validation for the Vaccine, Therapeutics, and Diagnostics (VTD) Facility on a Turnkey Basis' by 20 July 2026. Data Source: Periodic project progress reports, EDCL and DGDA annual reports. Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Manufacturing facility for vaccines, therapeutics, and diagnostics established. Indicator: VTD manufacturing facility certified GMP compliant by DGDA. Progress/Status: 1c) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. EDCL expected to publish the ToR for ‘Bid Document Preparation, Monitoring, Supervision, and Validation for the Vaccine, Therapeutics, and Diagnostics (VTD) Facility on a Turnkey Basis' by 20 July 2026. Data Source: Copy of DGDA certification Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YAvailability of domestically manufactured selected safe and efficacious vaccines, therapeutics, and diagnostics in Bangladesh improved.At least 5 rapid diagnostic kits for screening and testing manufactured by EDCL. Progress/Status: a) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. EDCL expected to publish the ToR for ‘Bid Document Preparation, Monitoring, Supervision, and Validation for the Vaccine, Therapeutics, and Diagnostics (VTD) Facility on a Turnkey Basis' by 20 July 2026. Data Source: Periodic project progress reports, EDCL and DGDA annual reports Actual value: At least 5 biotherapeutic products deployed by EDCL. Progress/Status: b) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. EDCL expected to publish the ToR for ‘Bid Document Preparation, Monitoring, Supervision, and Validation for the Vaccine, Therapeutics, and Diagnostics (VTD) Facility on a Turnkey Basis' by 20 July 2026. Data Source: Periodic project progress reports, EDCL and DGDA annual reports Actual value: At least 5 vaccines produced by EDCL including COVID-19 vaccines (if required). Progress/Status: c) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. EDCL expected to publish the ToR for ‘Bid Document Preparation, Monitoring, Supervision, and Validation for the Vaccine, Therapeutics, and Diagnostics (VTD) Facility on a Turnkey Basis' by 20 July 2026. Data Source: Periodic project progress reports, EDCL and DGDA annual reports Actual value: DGDA graduated to maturity level 3 on WHO GBT. Progress/Status: d) RDPP for DGDA has been approved on 16 February 2026. DGDA published a ToR for ‘Bid documents Preparation, Monitoring, Supervision, and Validation for lab design and oversight' on 28 May 2026. Data Source: Maturity level 3 certification from WHO Baseline value: maturity level 2 XM-DAC-46004-56289-001-LN4388Asian Development BankThe Government has requested additional support of $338.13million from APVAX under the PIC. The project will have two phases: (i) Phase 1: fill and finish manufacturing of human vaccines, and (ii) Phase 2: full cycle development of selected vaccines. In the first 3 years, the project will support constructing a green, resilient, global enabling sustainability initiative-responsive manufacturing facility and commission equipment for manufacturing VTDs. By 2026, the project aims to start manufacturing fill and finish VTDs. By 2029, the project aims to start selected bulk substrate manufacturing and export of VTDs. The project will help strengthen DGDA's regulatory capacity from maturity level 2 to 3, essential to ensure safe and effective vaccine manufacturing and use. The project is aligned with the following impact: Pandemic preparedness increased, and the disease burden due to selected vaccine-preventable diseases in Bangladesh reduced. The project will have the subsequent outcome: availability of indigenously manufactured selected safe and efficacious VTDs in Bangladesh improved. The project will have the following outputs.Bangladesh has shown remarkable improvements in its health indicator outcomes. Between 2011 and 2022, the Under-5 mortality rate came down from 48 to 31 while the maternal mortality rate improved from 237 in 2012 to 123 as of 2020. The success of the expanded programme on immunization in Bangladesh is a significant factor contributing to declines in maternal and child mortality rates. However, the World Health Organization (WHO) Joint External Evaluation conducted in 2016 highlighted low pandemic preparedness indicators, including the availability of VTDs during public health emergencies. The prolonged COVID-19 pandemic exacerbated these challenges. The country reported 2,044,131 confirmed cases of COVID-19, with 29,469 deaths related to the disease. Bangladesh is at significant risk of infectious diseases as one of the most densely populated countries in the world. Bangladesh is one of the ten countries with the highest number of pneumonia cases and related deaths among children less than 5 years of age. Government health expenditure accounts for only 2.63% of the country's gross domestic product (ranking among the bottom 10 countries in the world).Asian Development BankMinistry of Health and Family WelfareAsian Development BankAsian Development BankArora, Dineshhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=56289-001 (Approved)&officer= darora@adb.org&division= Human and Social Development Sector Office (SG-HSD)&projectcountry= BangladeshBangladesh23.89507 90.29226Strengthening governance and institutional capacityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityFostering regional cooperation and integrationAddressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityInclusive economic growthGovernance and capacity developmentEnvironmentally sustainable growthEffective gender mainstreaming (EGM)168250000Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family Welfare0.00Asian Development BankMinistry of Health and Family WelfarePerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity for vaccines, therapeutics, and diagnostics manufacturing established. Indicator: Of whom 25% are women Data Source: Pre- and post-training assessment Actual value: Output: Capacity for vaccines, therapeutics, and diagnostics manufacturing established. Indicator: Equipment for manufacturing VTD commissioned. Progress/Status: 2a) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. EDCL expected to publish the ToR for ‘Bid Document Preparation, Monitoring, Supervision, and Validation for the Vaccine, Therapeutics, and Diagnostics (VTD) Facility on a Turnkey Basis' by 20 July 2026. Data Source: Directorate General of Drug Administration certification Baseline year: 2023 Baseline value: NO Baseline year: 2023 Baseline value: NO Target year: 2030 Target value: YESOutput: Capacity for vaccines, therapeutics, and diagnostics manufacturing established. Indicator: 95 technical EDCL staff of whom 25% are women, have increased knowledge and skills for VTDs manufacturing Progress/Status: 2b) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. EDCL expected to publish the ToR for ‘Bid Document Preparation, Monitoring, Supervision, and Validation for the Vaccine, Therapeutics, and Diagnostics (VTD) Facility on a Turnkey Basis' by 20 July 2026. Data Source: Pre- and post-training assessment Actual value: Output: Capacity for vaccines, therapeutics, and diagnostics manufacturing established. Indicator: Assembly line for producing at least 5 diagnostic kits at the EDCL facility established. Progress/Status: 2c) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. EDCL expected to publish the ToR for ‘Bid Document Preparation, Monitoring, Supervision, and Validation for the Vaccine, Therapeutics, and Diagnostics (VTD) Facility on a Turnkey Basis' by 20 July 2026. Data Source: DGDA authorization Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Capacity for vaccines, therapeutics, and diagnostics manufacturing established. Indicator: Packaging line for at least 5 biosimilar therapeutic established. Progress/Status: 2d) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. EDCL expected to publish the ToR for ‘Bid Document Preparation, Monitoring, Supervision, and Validation for the Vaccine, Therapeutics, and Diagnostics (VTD) Facility on a Turnkey Basis' by 20 July 2026. Data Source: DGDA authorization Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Capacity for vaccines, therapeutics, and diagnostics manufacturing established. Indicator: Analytical method transfer and production line for fill-and-finish vaccines including COVID-19 vaccines (if required) completed. Progress/Status: 2e) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. EDCL expected to publish the ToR for ‘Bid Document Preparation, Monitoring, Supervision, and Validation for the Vaccine, Therapeutics, and Diagnostics (VTD) Facility on a Turnkey Basis' by 20 July 2026. Data Source: DGDA authorization Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Capacity for vaccines, therapeutics, and diagnostics manufacturing established. Indicator: Testing and batch release for at least 5 fill-and-finish vaccines issued by DGDA. Progress/Status: 2f) RDPP for DGDA has been approved on 16 February 2026. DGDA published a ToR for ‘Bid documents Preparation, Monitoring, Supervision, and Validation for lab design and oversight' on 28 May 2026. Data Source: Copy of testing and batch release certification issued by DGDA. Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Capacity for vaccines, therapeutics, and diagnostics manufacturing established. Indicator: Seed development, master cell bank, working cell bank for at least two full substrate vaccine manufacturing operationalized. Progress/Status: 2g) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. Start-up activities now commencing. Data Source: EDCL certification Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Capacity for vaccines, therapeutics, and diagnostics manufacturing established. Indicator: Certificate of analysis for VTDs issued by DGDA. Progress/Status: 2h) RDPP for DGDA has been approved on 16 February 2026. Activities will now commence. Data Source: Certificate of analysis for VTDs issued by DGDA Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Capacity for vaccines, therapeutics, and diagnostics manufacturing established. Indicator: At least 50,000 female students 9-13 years of age reported increased awareness of the human papilloma vaccine. Progress/Status: 2i) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. Start-up activities now. Data Source: Pre-post assessment Baseline year: 2023 Baseline value: 0 Target year: 2030 Target value: 50,000Output: Directorate General of Drug Administration's capacity to regulate vaccines, therapeutics, and diagnostics strengthened. Indicator: Of whom 25% are women Data Source: DGDA annual reports Actual value: Output: Directorate General of Drug Administration's capacity to regulate vaccines, therapeutics, and diagnostics strengthened. Indicator: DGDA national control laboratory at Dhaka constructed and operational. Progress/Status: 3a) RDPP for DGDA has been approved on 16 February 2026. Activities will now commence. DGDA published a ToR for ‘p Bid documents Preparation, Monitoring, Supervision, and Validation for lab design and oversight' on 28 May 2026. Data Source: DGDA annual reports Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Directorate General of Drug Administration's capacity to regulate vaccines, therapeutics, and diagnostics strengthened. Indicator: IT system and logistics compliant with WHO GBT installed and operational. Progress/Status: 3b) RDPP for DGDA has been approved on 16 February 2026. Activities will now commence. DGDA published a ToR for ‘p Bid documents Preparation, Monitoring, Supervision, and Validation for lab design and oversight' on 28 May 2026. Data Source: DGDA annual reports Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Directorate General of Drug Administration's capacity to regulate vaccines, therapeutics, and diagnostics strengthened. Indicator: At least 30 technical staff of DGDA (of whom 25% are women) acquired knowledge and skill in compliance with WHO GBT. Progress/Status: 3c) RDPP for DGDA has been approved on 16 February 2026. Activities will now commence. DGDA published a ToR for ‘p Bid documents Preparation, Monitoring, Supervision, and Validation for lab design and oversight' on 28 May 2026. Data Source: DGDA annual reports Actual value: Output: Directorate General of Drug Administration's capacity to regulate vaccines, therapeutics, and diagnostics strengthened. Indicator: DGDA self-assessment of corrective and preventive action closure report based on GBT completed and submitted to WHO. Progress/Status: 3d) RDPP for DGDA has been approved on 16 February 2026. Activities will now commence. DGDA published a ToR for ‘p Bid documents Preparation, Monitoring, Supervision, and Validation for lab design and oversight' on 28 May 2026. Data Source: DGDA annual reports Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Directorate General of Drug Administration's capacity to regulate vaccines, therapeutics, and diagnostics strengthened. Indicator: DGDA national control laboratory certified compliant with WHO Prequalification. Progress/Status: 3e) RDPP for DGDA has been approved on 16 February 2026. Activities will now commence. DGDA published a ToR for ‘p Bid documents Preparation, Monitoring, Supervision, and Validation for lab design and oversight' on 28 May 2026. Data Source: WHO certification Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Manufacturing facility for vaccines, therapeutics, and diagnostics established. Indicator: A VTD manufacturing facility, including warehousing unit and utilities with climate resilience and GESI-responsive features constructed and ready to operate. Progress/Status: 1a) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. EDCL expected to publish the ToR for ‘Bid Document Preparation, Monitoring, Supervision, and Validation for the Vaccine, Therapeutics, and Diagnostics (VTD) Facility on a Turnkey Basis' by 20 July 2026. Data Source: Periodic project progress reports, EDCL and DGDA annual reports. Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Manufacturing facility for vaccines, therapeutics, and diagnostics established. Indicator: A R&D center with climate resilience and GESI-responsive features constructed. Progress/Status: 1b) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. EDCL expected to publish the ToR for ‘Bid Document Preparation, Monitoring, Supervision, and Validation for the Vaccine, Therapeutics, and Diagnostics (VTD) Facility on a Turnkey Basis' by 20 July 2026. Data Source: Periodic project progress reports, EDCL and DGDA annual reports. Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YOutput: Manufacturing facility for vaccines, therapeutics, and diagnostics established. Indicator: VTD manufacturing facility certified GMP compliant by DGDA. Progress/Status: 1c) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. EDCL expected to publish the ToR for ‘Bid Document Preparation, Monitoring, Supervision, and Validation for the Vaccine, Therapeutics, and Diagnostics (VTD) Facility on a Turnkey Basis' by 20 July 2026. Data Source: Copy of DGDA certification Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2030 Target value: YAvailability of domestically manufactured selected safe and efficacious vaccines, therapeutics, and diagnostics in Bangladesh improved.At least 5 rapid diagnostic kits for screening and testing manufactured by EDCL. Progress/Status: a) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. EDCL expected to publish the ToR for ‘Bid Document Preparation, Monitoring, Supervision, and Validation for the Vaccine, Therapeutics, and Diagnostics (VTD) Facility on a Turnkey Basis' by 20 July 2026. Data Source: Periodic project progress reports, EDCL and DGDA annual reports Actual value: At least 5 biotherapeutic products deployed by EDCL. Progress/Status: b) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. EDCL expected to publish the ToR for ‘Bid Document Preparation, Monitoring, Supervision, and Validation for the Vaccine, Therapeutics, and Diagnostics (VTD) Facility on a Turnkey Basis' by 20 July 2026. Data Source: Periodic project progress reports, EDCL and DGDA annual reports Actual value: At least 5 vaccines produced by EDCL including COVID-19 vaccines (if required). Progress/Status: c) EDCL site was changed and EDCL has received ECNEC approval of the Revised Development Project Proforma (RDPP), including formal confirmation of the project site relocation. The SLA between the MoF and EDCL, in a form and substance satisfactory to ADB, was then signed on 16 June 2026. EDCL expected to publish the ToR for ‘Bid Document Preparation, Monitoring, Supervision, and Validation for the Vaccine, Therapeutics, and Diagnostics (VTD) Facility on a Turnkey Basis' by 20 July 2026. Data Source: Periodic project progress reports, EDCL and DGDA annual reports Actual value: DGDA graduated to maturity level 3 on WHO GBT. Progress/Status: d) RDPP for DGDA has been approved on 16 February 2026. DGDA published a ToR for ‘Bid documents Preparation, Monitoring, Supervision, and Validation for lab design and oversight' on 28 May 2026. Data Source: Maturity level 3 certification from WHO Baseline value: maturity level 2 XM-DAC-46004-51296-002-LN4366Asian Development BankThe project will provide safely managed, inclusive and resilient drinking water, sanitation, and solid waste management (SWM) services in Bandarban, Lama, and Rangamati towns in the Chattogram Hill Tracts (CHT) area of Bangladesh and improve projects design quality and readiness in other towns and economic zones for future water sector investments. It will (i) adopt climate-resilient and gender equality and social inclusion (GESI) designs, (ii) improve institutional capacity, and (iii) promote behavioral change to maximize project impact and sustainability.Asian Development BankDepartment of Public Health EngineeringAsian Development BankAsian Development BankMorsheda, Elmahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=51296-002 (Approved)&officer= emorsheda@adb.org&division= Water and Urban Development Sector Office (SG-WUD)&projectcountry= BangladeshLama21.77439 92.21907Rangamati22.64317 92.19186Bandarban22.19534 92.21946Making cities more livableTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityStrengthening governance and institutional capacityAddressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityGovernance and capacity developmentInclusive economic growthPartnershipsEnvironmentally sustainable growthRegional integrationKnowledge solutionsGender Equity and Mainstreaming90000000Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering5000000.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering644421.24Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering129510.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering3992787.87Asian Development BankDepartment of Public Health Engineering3421578.62Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering2025994.03Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering42327.39Asian Development BankDepartment of Public Health Engineering78510.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering2939871.79Asian Development BankDepartment of Public Health Engineering80680.84Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering27777.78Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering50000.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering56546.68Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering124982.23Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health EngineeringPerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity, governance, and awareness of institutions and local communities in climate-resilient, sustainable, and inclusive urban services strengthened. Indicator: At least 300 staff (including contractual staff and 90% eligible women) from the DPHE, HDCs, and pourashavas trained, of which 80% reported increased knowledge of safely managed, sustainable, inclusive, and climate-resilient water, sanitation, and SWM service delivery Progress/Status: Consultants' recruitment for the capacity building (S-04/PMU) was delayed due to DPHE and LGD's internal processes and commenced in Q1 2025. Procurement is still ongoing. ADB provided NOL on the draft contract and is awaiting for the signed contract. Data Source: Pre-and post-training assessment Actual value: Output: Capacity, governance, and awareness of institutions and local communities in climate-resilient, sustainable, and inclusive urban services strengthened. Indicator: GESI-responsive service sustainability plans for water supply, FSM, and SWM including at least staff required, service levels benchmark, and O&M financing strategy, prepared and implementation commenced by pourashavas and HDCs Progress/Status: The activity will commence after the capacity building consultants are on board. Data Source: Quarterly project progress reports Baseline year: 2023 Baseline value: Not applicable Baseline year: 2023 Baseline value: Not applicable Target year: 2027 Target value: 0Output: Capacity, governance, and awareness of institutions and local communities in climate-resilient, sustainable, and inclusive urban services strengthened. Indicator: Water supply, FSM, and SWM services (including customer records [disaggregated by sex, ethnicity, people with disability, and income levels], revenue collection, nonrevenue water control, assets, and complaint management) digitized and operational, by HDCs and pourashavas Progress/Status: The activity will commence after the capacity building consultants are on board. Data Source: Quarterly project progress reports Baseline year: 2023 Baseline value: Not applicable Baseline year: 2023 Baseline value: Not applicable Target year: 2030 Target value: YOutput: Capacity, governance, and awareness of institutions and local communities in climate-resilient, sustainable, and inclusive urban services strengthened. Indicator: Institutional improvement road map and performance-based grant incentive scheme endorsed and implemented by pourashavas Progress/Status: The activity will commence after the capacity building consultants are on board. Data Source: Quarterly project progress reports Baseline year: 2023 Baseline value: Not applicable Baseline year: 2023 Baseline value: Not applicable Target year: 2030 Target value: 0Output: Capacity, governance, and awareness of institutions and local communities in climate-resilient, sustainable, and inclusive urban services strengthened. Indicator: At least 100,000 people (at least 60% women and girls, and vulnerable people) reported increased awareness of water, sanitation, and hygiene (including menstrual hygiene for girls), sustainable SWM, and climate resilience Progress/Status: The activity will commence after the capacity building consultants are on board. Data Source: Quarterly project progress reports, and post-training evaluation Actual value: Output: Climate-resilient and inclusive drinking water supply, sanitation, and SWM infrastructure developed and/or upgraded. Indicator: Three new and three rehabilitated drinking water treatment plants with climate- and disaster-resilient measures of at least 44 million liters per day total capacity commissioned (2023 baseline: 0) (OP1.3.1; OP3.2.5; OP4.1.2) Progress/Status: Under the works packages W-01/RHDC, W-07/BHDC and W-14/LPS, all new treatment plants with rehabilitation of three existing treatment plants will be implemented. Land acquisition has been completed for the Bandarban site. Contract awards for W-01 are expected in August and October 2026. Bidding of W-07 started in July 2026. Data Source: Quarterly project progress reports Actual value: Output: Climate-resilient and inclusive drinking water supply, sanitation, and SWM infrastructure developed and/or upgraded. Indicator: At least 24 kilometers of transmission line and 340 kilometers of new water distribution network within 26 district metered areas with climate- and disaster-resilient measures commissionedg (2023 baseline: 0) (OP1.3.1, OP3.2.5; OP4.1.2) Progress/Status: Contract has been awarded for the three transmission packages (W-02, W-09, W-16). Six distribution packages ($34.74 million), contract have been awarded for the following packages (W-04, W-05, W-06, W-10, W-11 and W-17). Construction work is ongoing and around 390 km pipe laying completed. Data Source: Quarterly project progress reports Actual value: Output: Climate-resilient and inclusive drinking water supply, sanitation, and SWM infrastructure developed and/or upgraded. Indicator: At least 25,000 metered household connections (including 90% of vulnerable households) installed. Progress/Status: BD for (G-03 - $3.27 million) procurement of HH meters is submitted to ADB on April 2026. Draft BD has been reviewed by ADB, prepared by PMCS submitted to PMU. IFB ($3.27 million) was published on 21 July 2026. Data Source: Surveys when installing household connections, quarterly project progress reports Actual value: Output: Climate-resilient and inclusive drinking water supply, sanitation, and SWM infrastructure developed and/or upgraded. Indicator: Sanitation and solid waste At least 1,500 safe onsite sanitation (toilet) containment systems for vulnerable households established and 16 public toilets rehabilitated with GESI-responsive features in Bandarban and Lama. Progress/Status: Contract has been awarded for two packages (W-13 and W-19) ($2.63 million). Construction will start soon for W-13. Physical works is ongoing for W-19. Finalization of beneficiaries, survey and EMP update is ongoing. Data Source: Surveys when installing household connections, quarterly project progress reports Actual value: Output: Climate-resilient and inclusive drinking water supply, sanitation, and SWM infrastructure developed and/or upgraded. Indicator: At least 5 new vehicles for safe collection and transfer of fecal sludge commissioned in Bandarban and Lama Progress/Status: BD preparation is ongoing. IFB for the G-06 package ($0.18 million) will be published by Q1 2027. There is Government embargo for vehicles purchase, but in the PSC meeting, it was agreed that the that procurement will be carried out with the approval of the Finance Ministry. Data Source: Quarterly project progress reports Actual value: Output: Climate-resilient and inclusive drinking water supply, sanitation, and SWM infrastructure developed and/or upgraded. Indicator: At least 15 geographic information system-enabled vehicles, 35,000 household bins, and 300 community bins with radio frequency identification for the safe collection and transfer of segregated solid waste commissioned in Bandarban and Lama (2023 baseline: not applicable) (OP1.3.1; OP3.2.5) Progress/Status: BD preparation is ongoing. IFB for the G-06 package ($0.18 million) will be published by Q1 2027. There is Government embargo for vehicles purchase, but in the PSC meeting, it was agreed that the that procurement will be carried out with the approval of the Finance Ministry. Data Source: Quarterly project progress reports Baseline year: 2023 Baseline value: Not applicable Baseline year: 2023 Baseline value: Not applicable Target year: 2030 Target value: 15Output: Climate-resilient and inclusive drinking water supply, sanitation, and SWM infrastructure developed and/or upgraded. Indicator: At least 2 facilities for integrated treatment of fecal sludge and municipal solid waste commissioned for a total capacity of 12 cubic meters per day for fecal sludge and 35 tons per day for solid waste, with climate- and disaster-resilient measures in Bandarban and Lama Progress/Status: The Draft BD preparation for W-12/BPS and W-18/LPS is ongoing. ADB received the draft BD of W18/LPS on 21 May 2026. The package will be advertised in July 2026. W-12/BPS will be advertised on Q4/2026. Data Source: Quarterly project progress reports Actual value: Output: Quality, readiness, and resilience of water supply and sanitation projects in Cumilla and Ishwardi clusters, economic zones, Khagrachari pourashava, and coastal towns improved. Indicator: Detailed designs with GESI-responsive and climate-resilient features, project reports, and bidding documents, for water supply and sanitation projects for at least eight towns in Cumilla and Ishwardi cluster regions, Mirsarai economic zone, Khagrachari pourashava, and 22 coastal towns approved by DPHE. Progress/Status: The consultants (S-02/PMU) is awarded and mobilized for the project design for 8 cluster towns. -Completed detailed engineering design for distribution networks for Cumilla cluster towns and for Ishwardi cluster towns are ongoing. - Rehabilitation designs nearly completion. -Bidding documents preparation in progress. The Consultants of (S-03/PMU) -Submitted the draft inception report to PMU and the PMU shared their comments with the consultants. - Submitted 14 nos. Situation Analysis Report (SAR) -Draft report on feasibility of Gournadi pourashava on-going. Data Source: Copy of approved documents (e.g., detailed designs, bid documents) and reports Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2027 Target value: YOutput: Quality, readiness, and resilience of water supply and sanitation projects in Cumilla and Ishwardi clusters, economic zones, Khagrachari pourashava, and coastal towns improved. Indicator: Proposal for optimal institutional settings for water supply in cluster regions prepared and submitted to DPHE for approval. Progress/Status: The consultants (S-02/PMU) will support DPHE to prepare the proposal for institutional settings for water supply in cluster regions. DPHE will finalize the proposal by Q2 2026 and will submit to LGD for endorsement. Data Source: Copy of approved documents (e.g., detailed designs, bid documents) and reports Baseline year: 2022 Baseline value: N Baseline year: 2022 Baseline value: N Target year: 2027 Target value: YAccess to safely managed, inclusive, and resilient drinking water supply, sanitation, and SWM services improved in the project area.At least 25,000 households (including 90% of vulnerable households)c in Bandarban, Lama, and Rangamati received 24x7 piped drinking water supply that meets national water quality standards. Progress/Status: Not yet due Data Source: Baseline and endline household surveys; DPHE PMU, pourashavas, and HDCs annual reports. Actual value: At least 12,000 households (including 90% of vulnerable households)c in Bandarban and Lama used and availed of safely managed fecal sludge and solid waste management services. Progress/Status: Not yet due Data Source: Baseline and endline household surveys; DPHE PMU, pourashavas, and HDCs annual reports. Actual value: At least 4,000 women and girls with reduced time poverty and drudgery. Progress/Status: Not yet due Data Source: Baseline and endline household surveys; DPHE PMU, pourashavas, and HDCs annual reports. Actual value: XM-DAC-46004-40540-019-LN4389Asian Development BankOn 24 October 2017, the Asian Development Bank (ADB) Board of Directors approved a multitranche financing facility (MFF) of $1,200 million to the People's Republic of Bangladesh for the South Asia Subregional Economic Cooperation (SASEC) Dhaka-Northwest Corridor Road Project, Phase 2. The executing agency is the Roads and Highways Department (RHD) of the Ministry of Road Transport and Bridges. The project improves the road connectivity of the Dhaka-Northwest international trade corridor. Three outputs will be delivered: (i) Elenga-Hatikamrul-Rangpur Road of the Dhaka-Northwest international trade corridor upgraded; (ii) RHD's institutional capacity in road operation and management enhanced; and (iii) road safety and gender-responsive features strengthened, and the cost overrun financed for the Joydeypur-Chandra-Tangail-Elenga Road of the Dhaka-Northwest international trade corridor under the SASEC Road Connectivity Project. The availability period of the MFF is up to 31 August 2027. The MFF comprises four tranches, finances slices of long-term contract packages. Each tranche finances slices of a group of contracts per the indicative tranche schedule, and the amount for each tranche is requested based on disbursement progress and projection. Preconstruction activities such as land acquisition, resettlement, and procurement were implemented in the first 3 years of the project. Tranche 1, comprising a regular ordinary capital resources (OCR) loan of $250 million and a concessional OCR loan of $50 million, financed the first slice of the project and was closed in Jan 2023. Tranche 2 comprising a regular ordinary capital resources (OCR) loan of $398.38 million was approved in Dec 2019 and is ongoing; finances the second slice of the project. The government requested $300 million loan for tranche 3, same as the original amount requested during project inception.Asian Development BankMinistry of Road Transport and BridgesRoads and Highways DepartmentAsian Development BankAsian Development BankLeung, Wilsonhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=40540-019 (Active)&officer= wleung@adb.org&division= Transport Sector Office (SG-TRA)&projectcountry= BangladeshDhaka23.7104 90.40744Tackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityAddressing remaining poverty and reducing inequalitiesStrengthening governance and institutional capacityAccelerating progress in gender equalityPromoting rural development and food securityFostering regional cooperation and integrationGovernance and capacity developmentPartnershipsInclusive economic growthEnvironmentally sustainable growthEffective gender mainstreaming (EGM)303029080Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges10587631.98Asian Development BankMinistry of Road Transport and Bridges14332963.90Asian Development BankMinistry of Road Transport and Bridges15082585.06Asian Development BankMinistry of Road Transport and Bridges23083474.68Asian Development BankMinistry of Road Transport and Bridges15805126.20Asian Development BankMinistry of Road Transport and Bridges14955367.32Asian Development BankMinistry of Road Transport and Bridges12685739.08Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges10838942.06Asian Development BankMinistry of Road Transport and Bridges13837916.34Asian Development BankMinistry of Road Transport and Bridges13205842.33Asian Development BankMinistry of Road Transport and Bridges7329034.04Asian Development BankMinistry of Road Transport and Bridges11031456.05Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges11670848.37Asian Development BankMinistry of Road Transport and Bridges24072972.66Asian Development BankMinistry of Road Transport and Bridges4075585.77Asian Development BankMinistry of Road Transport and Bridges10179976.56Asian Development BankMinistry of Road Transport and Bridges10720771.80Asian Development BankMinistry of Road Transport and Bridges18827803.76Asian Development BankMinistry of Road Transport and Bridges1708760.07Asian Development BankMinistry of Road Transport and Bridges4336100.23Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges2934947.91Asian Development BankMinistry of Road Transport and Bridges4543768.21Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges223022.86Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges2430380.87Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges3647713.90Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges4336100.23Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges4543768.21Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and BridgesPerformanceFiduciaryOutput/s as listed by the project staff.Output: Elenga-Hatikamrul-Rangpur Road of the Dhaka-Northwest international trade corridor upgraded Indicator: 190 km of road upgraded with climate-resilient design (2016 baseline: 0 km) Achievement: 150 Progress/Status: Eleven contracts (WP-05 to WP-15) have been awarded. As of 30 June 2026, the physical progress of these 11 packages are WP-5: 40.21%, WP-6: 80.24%, WP-7: 92.06%, WP-8: 99.39%, WP-9: 99.41%, WP-10: 94.11%, WP-11: 99.30%, WP-12: 99.25%, WP-13: 76.36%, WP-14: 75.34%, and WP-15: 69.81%., the overall physical progress was 86.89%. The Achieved Progress of SASEC-2 (awarded contracts) up to June 2026 was 89.66 %. This delayed progress has been occurred due to less intension of the Contractors, small scaled construction, less procurement of the materials, LA issues, delayed shifting of U/G Utilities, un-demolished obstacles and COVID-19 etc. So, all Contractors have been reminded about the progress behind schedule Data Source: RHD project performance reportOutput: Elenga-Hatikamrul-Rangpur Road of the Dhaka-Northwest international trade corridor upgraded Indicator: Gender-responsive infrastructure, including 380 lane-km of SMVT lanes, 7.5 lane-km of footpaths, 25 footbridges, and 39 underpasses constructed Progress/Status: At present, improvements are ongoing for 176.8 km of existing road under seven work packages. Data Source: RHD project performance report Actual value: Output: RHD's institutional capacity in road operation and management enhanced Indicator: One road research and training center in Dhaka and three road operation units for road safety, maintenance, and overloading control established along the corridor (2016 baseline: 0) Progress/Status: Procurement for construction of road research and training center under WP-14 is completed and contract was signed on 9 September 2021, and road operation unit for road safety maintenance, etc. under package WP-15. WP-15 contract was signed on 7 April 2022. As of December 2025, the physical progress of WP-14: 75.91%, WP-15:79.58% respectively. Data Source: RHD project performance report Actual value: Output: RHD's institutional capacity in road operation and management enhanced Indicator: Road Master Plan updated (2016 baseline: not applicable) (OP 3.1.5, 6.2.1) Progress/Status: The TA consultant has been engaged under the associated TRTA since September 2019. The progress of the consulting services has been delayed due to COVID-10 outbreak in Bangladesh. TA will be closed on 31 December 2026. Data Source: Updated Road Master Plan Baseline year: 2016 Baseline value: Not applicable Baseline year: 2016 Baseline value: Not applicable Target year: 2027 Target value: YRoad connectivity of the Dhaka-Northwest international trade corridor improvedUse of project roads (average daily vehicle-km in the first full year of operation) reached 8.31 million vehicle-km (2016 baseline: 4.20 million vehicle-km) Data Source: RHD project performance report Actual value: XM-DAC-46004-55148-001-LN4334Asian Development BankThe results-based program (RBL) will increase the provision of skilled workforce for industry competitiveness and innovation. The program will have the following outputs: (i) training for advanced technical skills in priority and emerging sectors improved, (ii) managerial capabilities and green innovation capacity strengthened, (iii) socially inclusive skilling and upskilling expanded, and (iv) institutional capacity for skills monitoring and management enhanced.Asian Development BankFinance Division, Ministry of FinanceAsian Development BankAsian Development BankSunhwa Leehttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=55148-001 (Active)&officer= sunhwalee@adb.org&division= Human and Social Development Sector Office (SG-HSD)&projectcountry= BangladeshBangladesh23.89507 90.29226Tackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityAccelerating progress in gender equalityStrengthening governance and institutional capacityAddressing remaining poverty and reducing inequalitiesFostering regional cooperation and integrationGovernance and capacity developmentEnvironmentally sustainable growthKnowledge solutionsInclusive economic growthPartnershipsPrivate sector developmentGender Equity and Mainstreaming300000000Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance30000000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance15000000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance41000000.00Asian Development BankFinance Division, Ministry of Finance5000000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance10000000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance19000000.00Asian Development BankFinance Division, Ministry of Finance17000000.00Asian Development BankFinance Division, Ministry of Finance120000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance378333.33Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance450000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance881888.89Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance966666.67Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of FinancePerformanceFiduciaryOutput/s as listed by the project staff.Output: Access to socially inclusive skilling and upskilling expanded Indicator: At least 12 performance (results)-based training contracts signed and implemented with industry and NGO partners, covering at least 9 priority and emerging sectors (2023 baseline: 12) (OP 1.2.2) Progress/Status: Achieved. Contracts for entry and mid-level technical training have been signed with 17 industry associations and NGO partners as follows. a. Bangladesh Knitwear Manufacturers and Exporters Association b. Bangladesh Association of Construction Industry c. Bureau of Manpower, Employment and Training (BMET), d. Directorate of Technical Education (DTE), e. Kumudini Welfare Trust f. Bangladesh Road Transport Corporation (BRTC) g. Association of Export Oriented Ship Building Industries of Bangladesh (AEOSIB) h. Bangladesh Engineering Industry Owner's Association (BEIOA) i. Bangladesh Garments Manufacturers and Exporters Association (BGMEA) j. Tourism and Hospitality Industry Skills Council (ISCT&H) k. Leathergoods and footwear Manufacturers and Exporters Association (LFMEAB) l. Real Estate and Housing Association of Bangladesh (REHAB) m. Bangladesh Bank Small and Medium Sized Enterprises - Special Program Department (BB-SME) n. Palli Karma-Sahayak Foundation (PKSF) o. Bangladesh Women Chamber of Commerce and Industry (BWCCI) p. Bangladesh Association of Construction Industry (BACI) Data Source: Semiannual progress reports, TMS reports Actual value: Output: Access to socially inclusive skilling and upskilling expanded Indicator: At least 160,000 people (at least 30% women) enrolled in competency-based job-ready basic and mid-level skills courses (2023 baseline: 197,000) (DLI 7) (OP 1.1.1; 2.1.1) placement 3 months after training Progress/Status: 70,174 people (21,847 female; 31%) have been enrolled in job-ready basic and mid-level technical skills training. Data Source: Semiannual progress reports, TMS reports Actual value: Output: Access to socially inclusive skilling and upskilling expanded Indicator: At least 23,000 women enrolled in women-targeted skills programs, including multi-skilling courses and green skills programs (2023 baseline: 1,000 BWCCI courses) (OP 2.1.1) Progress/Status: 5,770 women have enrolled training in specialized programs run by BWCCI, WEAB and BMET (women TTCs) and 3,497 have been certified. Training partnership agreement has been signed with WEAB. Data Source: Semiannual progress reports, TMS reports Actual value: Output: Access to socially inclusive skilling and upskilling expanded Indicator: At least 10,000 people from socially disadvantaged groups (e.g., orphans, people with disabilities, transgender people, people from small ethnic communities) enrolled in targeted skills programs (2023 baseline: 600) (OP 1.1.1) Progress/Status: A contract was signed with PKSF for targeted training program for a total of 7,300 trainees from socially disadvantaged backgrounds. This includes 5 courses for persons with disabilities, 10 courses for ethnic minorities and 2 courses for third-gender trainees. 675 trainees (186 female) are enrolled. Data Source: Semiannual progress reports, TMS reports Actual value: Output: Access to socially inclusive skilling and upskilling expanded Indicator: At least 18,000 people enrolled in international certificate courses for potential migrant workers (2023 baseline: 5 courses under SEIP) (DLI 8) (OP 1.1.1) Progress/Status: 313 people (36 female) have completed internationally certified training at Asia Technical Training Institute for TÜV SÜD certification, at BMET for City & Guilds certification, and AEOSIB for Bureau Veritas certification. Contract for additional courses with certification by Bureau Veritas (with BEIOA) is under preparation. Data Source: Semiannual progress reports, TMS reports Actual value: Output: Capacity for advanced technical skills training developed for emerging and priority sectors Indicator: At least 5 industry-academic partnerships established for advanced skills programs (2023 baseline: Not applicable) Progress/Status: 2 industry-academic partnerships have been signed. An MOU between SICIP and the Fair Group was signed on 31 December 2024 to support the development of skilled workforce for the emerging automobile industry. An MOU among SICIP, BUFT and Shin Shin Group was signed on 30 December 2024 to support training in advanced fashion and garments technology. Data Source: Semiannual progress reports, TMS reports Actual value: Output: Capacity for advanced technical skills training developed for emerging and priority sectors Indicator: At least 20 advanced technical courses implemented based on industry demands, including at least 3 courses specifically targeted for women (2023 baseline: Not applicable) (OP 3.2.2) Progress/Status: Training in 18 advanced courses has commenced. 7 in BITAC, 4 in BUFT, 4 in ILET and 3 in BRAC (ICT). Data Source: Semiannual progress reports, TMS reports Actual value: Output: Capacity for advanced technical skills training developed for emerging and priority sectors Indicator: At least 4,800 people (at least 15% women) enrolled in industry-demanded advanced or emerging technology courses (2023 baseline: Not applicable) (DLI 3) (OP 1.1.1; 2.1.1; 2.2.1) Progress/Status: 1,709 trainees (251 female; 15%) have enrolled in advanced technical courses on light engineering and fashion and garments. Data Source: Semiannual progress reports, TMS reports Actual value: Output: Capacity for advanced technical skills training developed for emerging and priority sectors Indicator: At least 35 practical training labs or workshops in advanced technologies created and operational for training (e.g., BUFT, STTLs, BITAC, polytechnics), including green technologies (2023 baseline: Not applicable) (DLI 4) (OP 3.1.3; 3.2.5) Progress/Status: 6 practical training labs for advanced light engineering in BITAC are already operational. Construction of STTL lab in Chittagong textile engineering college has begun. Construction of labs in Narsingdi Automotive Training Institute has begun. Data Source: Semiannual progress reports, TMS reports Actual value: Output: Capacity for advanced technical skills training developed for emerging and priority sectors Indicator: At least 3 international partnerships established for advanced technical courses (2023 baseline: Not applicable) (OP 7.3.3) Progress/Status: 3 MOUs for advanced training in the textile, automotive and light engineering sectors have been signed till date, as follows: (i) MOU among SICIP, MOTJ, and KOTERI; (ii) MOU among SICIP, DTE, and HRI; (iii) MOU among SICIP, BITAC and KoreaTech Data Source: Semiannual progress reports, TMS reports Actual value: Output: Institutional capacity for skills monitoring and management enhanced Indicator: An industry advisory board established to provide guidance on sector coverage and emerging skills requirements for advanced level training (2023 baseline: Not applicable) (DLI 3) Progress/Status: An industry advisory board comprising mix of representatives from public and private sectors, academia and business communities was established in December 2023 and is functional. Data Source: Semiannual progress reports, TMS reports, and annual audit reports Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2024 Target value: YOutput: Institutional capacity for skills monitoring and management enhanced Indicator: TMS modules enhanced to report on different levels of skills training and track progress in DLIs, with disaggregated data of trainees by gender and other attributes (2023 baseline: Not applicable) (DLI 9) Progress/Status: TMS module design had been enhanced to track disaggregated training data and DLIs. Due to mandatory change in API, TMS functionality was temporarily disrupted. SDCMU is working on building TMS functionality to track DLIs. Data Source: Semiannual progress reports, TMS reports, and annual audit reports Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2024 Target value: YOutput: Institutional capacity for skills monitoring and management enhanced Indicator: Analytic reports based on TMS data produced annually, with disaggregated analysis by gender and socially disadvantaged groups (2023 baseline: Not applicable) (DLI 9) Progress/Status: Consultants prepared the draft analytic reports . Final report is being finalized. Data Source: Semiannual progress reports, TMS reports, and annual audit reports Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2028 Target value: YOutput: Institutional capacity for skills monitoring and management enhanced Indicator: An annual internal audit plan established, and by 2028, internal audits conducted covering at least 10 implementing partners and action plans in place (2023 baseline: Not applicable) (DLI 9) Progress/Status: Internal audits have been undertaken for 10 training partners. They include 4 EDCs namely EWU, BRAC University, IBA-Dhaka University, BUTEX, and also BIGM. The other entities audited in 2025 were AEOSIB, BEIOA, BGMEA, REHAB and DTE (a public training provider). Data Source: Semiannual progress reports, TMS reports, and annual audit reports Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2028 Target value: YOutput: Institutional capacity for skills monitoring and management enhanced Indicator: Two rounds of performance audits of the RBL program (including implementing partners) undertaken and action plans implemented (2023 baseline: Not applicable) (DLI 9) Progress/Status: The first round of performance audits covering 24 implementing partners is ongoing. Draft report has been submitted on 30 June 2026. Data Source: Semiannual progress reports, TMS reports, and annual audit reports Actual value: Output: Institutional capacity for skills monitoring and management enhanced Indicator: Program action plans implemented (e.g., gender, social inclusion, and capacity development plans) and semiannual progress reports provided to ADB, including social and environmental safeguards reports (2023 baseline: Not applicable) Progress/Status: Program was made effective as of 05 Oct 2023. Semi-annual progress reports and EMRs are being submitted for each semi-annual period. Data Source: Semiannual progress reports, TMS reports, and annual audit reports Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2028 Target value: YOutput: Managerial capabilities and green innovation capacity strengthened Indicator: at least 3,250 people (15% women) enrolled in mid-level managerial training at EDCs, covering at least 4 industry sectors (2023 baseline: 283) (DLI 5) (OP 1.1.1; 2.1.1; 2.3.1) Progress/Status: 2,363 trainees (535 female; 23%) have been enrolled in EDC courses at BIGM, BUTEX, BRAC, IBA and EWU. and Management (BIGM), out of that total 601 were certified (162 female, 27%) Data Source: Semiannual progress reports, TMS reports Actual value: Output: Managerial capabilities and green innovation capacity strengthened Indicator: Sustainable institutional plans finalized by 4 EDCs for implementation from project year 4 (2023 baseline: Not applicable) Progress/Status: Sustainable institutional plans by 4 EDCs are being prepared. Data Source: Semiannual progress reports, TMS reports Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2026 Target value: YOutput: Managerial capabilities and green innovation capacity strengthened Indicator: At least 7 R&D projects implemented for industry development through university-industry collaborations (2023 baseline: Not applicable) (DLI 6) Progress/Status: 12 R&D grant proposals based on university-industry collaboration have been selected and agreements signed. Data Source: Semiannual progress reports, TMS reports Actual value: Output: Managerial capabilities and green innovation capacity strengthened Indicator: At least 5 R&D project outcomes have been piloted or adopted by industries or government agencies, including those using green technologies or skills (2023 baseline: Not applicable) (OP 3.1.5) Progress/Status: 12 R&D grant proposals based on university-industry collaboration have been finalized and agreements signed. Call for second batch of EOIs for R&D grant proposals is under preparation. Data Source: Semiannual progress reports, TMS reports Actual value: Output: Managerial capabilities and green innovation capacity strengthened Indicator: a program or a policy drafted to incentivize nonresident Bangladeshi scientists and engineers for collaboration on industry-focused R&D projects (2023 baseline: Not applicable) Progress/Status: Concept paper for proposed policy prepared. Data Source: Semiannual progress reports, TMS reports Baseline year: 2022 Baseline value: N Baseline year: 2022 Baseline value: N Target year: 2028 Target value: YTechnology-oriented skilled workforce increased for priority and emerging industries across skill levelsAt least 160,000 people (at least 30% female) improved sector-relevant technical and managerial skills across skill levels for 10 priority and emerging sectorsb,c (2023 baseline: Not applicable) (DLI 1) Progress/Status: As of 21 July 2026, 45,017 trainees have completed training , out of which 13,044 are female (34%). Breakdown as follows: Advanced technical training: 1,055 (122 female) ) Mid-level managerial training: 601 (162 female) Entry and mid-level technical training:43,122(12,736 female) Entry and mid-level technical training with international certification: 232 (24 female) Data Source: Semiannual progress reports, TMS reports Actual value: Among trainees receiving a certificate across skill levels, at least 65% of new job seekers are placed in jobs (2023 baseline: Not applicable) (DLI 1) Progress/Status: As of 21 July 2026, 59% of certified trainees have been placed in jobs. Data Source: Semiannual progress reports, TMS reports Actual value: c. At least 26,500 women and people from socially disadvantaged groups (e.g., people with disabilities, transgender people, people from small ethnic communities) acquired employable work and life skills through specially targeted programs, including green skillsc (2023 baseline: Not applicable) (DLI 2) (OP 1.3; 2.5) Progress/Status: 3,497 women have completed specialized training programs. Contract for targeted training for socially disadvantaged groups has been signed with PKSF. Data Source: Semiannual progress reports, TMS reports Actual value: XM-DAC-46004-56253-001-LN4423Asian Development BankClimate and geophysical hazard risks, along with greenhouse gas (GHG) emissions, threatens Bangladesh's development. Climate actions are essential for Bangladesh to end absolute poverty, gain upper middle-income status by 2031, and achieve the government's Vision 2041. The government's climate priorities are articulated in the Nationally Determined Contributions 2021-Updated (NDC-U) update, 2021; National Adaptation Plan (NAP), 20232050; Delta Plan, 2100; and Mujib Climate Prosperity Plan, 20222041. The proposed policy-based loan (PBL) will help the government implement its climate priorities, particularly those in NAP and the NDC-U. It is aligned with the Paris Agreement's climate goals and the Asian Development Bank (ADB) country partnership strategy for Bangladesh, 20212025 to promote green growth and climate resilience. The PBL is structured in coordination with development partners, with expected cofinancing from Agence Francaise de Developpement, the Asian Infrastructure Investment Bank, and Korea Export Import Bank. The PBL supports ADB Strategy 2030's operational priorities: (i) addressing remaining poverty and reducing inequalities; (ii) accelerating progress in gender equality; (iii) tackling climate change, building climate and disaster resilience, and enhancing environmental sustainability; (iv) making cities more livable; (v) promoting rural development and food security; and (vi) strengthening governance and institutional capacity.Asian Development BankMinistry of FinanceAsian Development BankAsian Development BankAminur Rahmanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=56253-001 (Active)&officer= amrahman@adb.org&division= Public Management, Financial Sector and Trade Division, SARD&projectcountry= BangladeshBangladesh23.89507 90.29226Accelerating progress in gender equalityAddressing remaining poverty and reducing inequalitiesTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityMaking cities more livablePromoting rural development and food securityStrengthening governance and institutional capacityEnvironmentally sustainable growthPartnershipsInclusive economic growthGovernance and capacity developmentEffective gender mainstreaming (EGM)400000000Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance3711111.11Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance4000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance4000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance4000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance4000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of FinancePolicyPerformanceFiduciaryPolicy Action/s as listed by the project staff. Action 1: The Cabinet established the National Committee for Environment and Climate Change (NCECC), headed by the Prime Minister and became effective in 2023, as the highest-level inter-ministerial body to oversee the progress of the overall implementation of the government's climate strategy through a “whole of government” approach. Target date: 2023-11-30 Action 2: Planning Commission, MOP, through a ministerial order, (i) mandated all concerned ministries to incorporate NAP and NDC-U priorities in their Annual Development Program (ADP), and (ii) introduced Climate Budgeting through ex-ante climate-tagging of all ADP projects to mainstream climate priorities in government's planning and budgeting, leading to a transparent and increased climate expenditure. Target date: 2023-11-30 Action 3: Planning Commission, MOP implemented the ministerial order on consolidating all Bangladesh Climate Change Trust Fund projects under the ADP system to enhance transparency, efficiency, and expansion of climate expenditure under the national budgetary framework. Target date: 2023-11-30 Action 4: Bangladesh Bank (i) established a local currency Green Transformation Fund Refinancing Scheme; and (ii) issued with immediate effect (a) Policy on Green Bond Financing for Banks and Financial Institutions to facilitate sustainable investment in climate change mitigation and adaptation, (b) gender-inclusive Updated Sustainable Finance Policy and Reporting Guidelines for Banks and Financial Institutions , and (c) Sustainability Rating of Banks and Financial Institutions to provide financing for green and sustainable business activities, with a focus on women entrepreneurs. Target date: 2023-11-30 Action 1: The Cabinet established the National Committee for Environment and Climate Change (NCECC), headed by the Prime Minister and became effective in 2023, as the highest-level inter-ministerial body to oversee the progress of the overall implementation of the government's climate strategy through a “whole of government” approach. Target date: 2023-11-30Policy 1: Reform Area 1: Enabling environment for the implementation of climate actions created Outcome 2: Reached at least $400 million investment initiated in the water resources sector to promote water security. (Baseline: $300 million in FY 2022; Source: MOWR) Action 2: Planning Commission, MOP, through a ministerial order, (i) mandated all concerned ministries to incorporate NAP and NDC-U priorities in their Annual Development Program (ADP), and (ii) introduced Climate Budgeting through ex-ante climate-tagging of all ADP projects to mainstream climate priorities in government's planning and budgeting, leading to a transparent and increased climate expenditure. Target date: 2023-11-30 Action 3: Planning Commission, MOP implemented the ministerial order on consolidating all Bangladesh Climate Change Trust Fund projects under the ADP system to enhance transparency, efficiency, and expansion of climate expenditure under the national budgetary framework. Target date: 2023-11-30 Action 4: Bangladesh Bank (i) established a local currency Green Transformation Fund Refinancing Scheme; and (ii) issued with immediate effect (a) Policy on Green Bond Financing for Banks and Financial Institutions to facilitate sustainable investment in climate change mitigation and adaptation, (b) gender-inclusive Updated Sustainable Finance Policy and Reporting Guidelines for Banks and Financial Institutions , and (c) Sustainability Rating of Banks and Financial Institutions to provide financing for green and sustainable business activities, with a focus on women entrepreneurs. Target date: 2023-11-30 Action 1: The Cabinet established the National Committee for Environment and Climate Change (NCECC), headed by the Prime Minister and became effective in 2023, as the highest-level inter-ministerial body to oversee the progress of the overall implementation of the government's climate strategy through a “whole of government” approach. Target date: 2023-11-30Policy 1: Reform Area 1: Enabling environment for the implementation of climate actions created Outcome 3: Priority investments for climate resilient and inclusive infrastructure for at least two strategic city regions approved and implementation commenced. (Baseline: 0 in FY2022; Source: MOLGRDC database) Action 2: Planning Commission, MOP, through a ministerial order, (i) mandated all concerned ministries to incorporate NAP and NDC-U priorities in their Annual Development Program (ADP), and (ii) introduced Climate Budgeting through ex-ante climate-tagging of all ADP projects to mainstream climate priorities in government's planning and budgeting, leading to a transparent and increased climate expenditure. Target date: 2023-11-30 Action 3: Planning Commission, MOP implemented the ministerial order on consolidating all Bangladesh Climate Change Trust Fund projects under the ADP system to enhance transparency, efficiency, and expansion of climate expenditure under the national budgetary framework. Target date: 2023-11-30 Action 4: Bangladesh Bank (i) established a local currency Green Transformation Fund Refinancing Scheme; and (ii) issued with immediate effect (a) Policy on Green Bond Financing for Banks and Financial Institutions to facilitate sustainable investment in climate change mitigation and adaptation, (b) gender-inclusive Updated Sustainable Finance Policy and Reporting Guidelines for Banks and Financial Institutions , and (c) Sustainability Rating of Banks and Financial Institutions to provide financing for green and sustainable business activities, with a focus on women entrepreneurs. Target date: 2023-11-30 Action 1: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions. Target date: 2023-11-30Policy 2: Reform Area 2: Climate change adaptation priorities strengthened Outcome 1: 800MW of total power generation capacity from renewable energy sources. (Baseline: 459 MW in FY2022; Source: SREDA database) Action 2: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development. Target date: 2023-11-30 Action 3: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection. Target date: 2023-11-30 Action 4: MOLGRDC mandated LGED to use CRT in transport sector project planning and selection to enhance climate-resilience of transport network. Target date: 2023-11-30 Action 5: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP. Target date: 2023-11-30 Action 1: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions. Target date: 2023-11-30Policy 2: Reform Area 2: Climate change adaptation priorities strengthened NA Action 2: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development. Target date: 2023-11-30 Action 3: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection. Target date: 2023-11-30 Action 4: MOLGRDC mandated LGED to use CRT in transport sector project planning and selection to enhance climate-resilience of transport network. Target date: 2023-11-30 Action 5: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP. Target date: 2023-11-30 Action 1: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions. Target date: 2023-11-30Policy 2: Reform Area 2: Climate change adaptation priorities strengthened NA Action 2: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development. Target date: 2023-11-30 Action 3: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection. Target date: 2023-11-30 Action 4: MOLGRDC mandated LGED to use CRT in transport sector project planning and selection to enhance climate-resilience of transport network. Target date: 2023-11-30 Action 5: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP. Target date: 2023-11-30 Action 1: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions. Target date: 2023-11-30Policy 2: Reform Area 2: Climate change adaptation priorities strengthened NA Action 2: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development. Target date: 2023-11-30 Action 3: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection. Target date: 2023-11-30 Action 4: MOLGRDC mandated LGED to use CRT in transport sector project planning and selection to enhance climate-resilience of transport network. Target date: 2023-11-30 Action 5: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP. Target date: 2023-11-30 Action 1: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions. Target date: 2023-11-30Policy 2: Reform Area 2: Climate change adaptation priorities strengthened NA Action 2: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development. Target date: 2023-11-30 Action 3: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection. Target date: 2023-11-30 Action 4: MOLGRDC mandated LGED to use CRT in transport sector project planning and selection to enhance climate-resilience of transport network. Target date: 2023-11-30 Action 5: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP. Target date: 2023-11-30 Action 1: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions. Target date: 2023-11-30Policy 2: Reform Area 2: Climate change adaptation priorities strengthened NA Action 2: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development. Target date: 2023-11-30 Action 3: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection. Target date: 2023-11-30 Action 4: MOLGRDC mandated LGED to use CRT in transport sector project planning and selection to enhance climate-resilience of transport network. Target date: 2023-11-30 Action 5: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP. Target date: 2023-11-30 Action 1: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions. Target date: 2023-11-30Policy 2: Reform Area 2: Climate change adaptation priorities strengthened NA Action 2: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development. Target date: 2023-11-30 Action 3: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection. Target date: 2023-11-30 Action 4: MOLGRDC mandated LGED to use CRT in transport sector project planning and selection to enhance climate-resilience of transport network. Target date: 2023-11-30 Action 5: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP. Target date: 2023-11-30 Action 1: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions. Target date: 2023-11-30Policy 2: Reform Area 2: Climate change adaptation priorities strengthened NA Action 2: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development. Target date: 2023-11-30 Action 3: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection. Target date: 2023-11-30 Action 4: MOLGRDC mandated LGED to use CRT in transport sector project planning and selection to enhance climate-resilience of transport network. Target date: 2023-11-30 Action 5: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP. Target date: 2023-11-30 Action 1: The MORTB approved with immediate effect (i) the Electric Vehicle Registration and Operation Policy 2023 to streamline electric vehicle registration process and achieve at least 30% share of electric vehicles by 2030 ; and (ii) the procurement of electric buses for public transportation to reduce GHG emissions from the road transport sector by promoting electric vehicles. Target date: 2023-11-30Policy 3: Reform Area 3: Climate change mitigation actions accelerated NA Action 2: MOPEMR approved with immediate effect (i) Solar Irrigation Roadmap (2023-2031) to roll-out 45,000 SIPs; (ii) Electric Vehicle Charging Guideline that provides the regulatory framework to set tariffs for electricity consumption for charging, technical standards for charging stations and institutional arrangements for authorization of setting up electric vehicle charging stations; and (iii) enforced mandatory installation of net metering for any customer with a roof space of 1,000 square feet for a solar photovoltaic rooftop to contribute to the IEPMP Rooftop Solar Power target of 12GW by 2050 to meet energy NDC-U target. Target date: 2023-11-30 Action 1: The MORTB approved with immediate effect (i) the Electric Vehicle Registration and Operation Policy 2023 to streamline electric vehicle registration process and achieve at least 30% share of electric vehicles by 2030 ; and (ii) the procurement of electric buses for public transportation to reduce GHG emissions from the road transport sector by promoting electric vehicles. Target date: 2023-11-30Policy 3: Reform Area 3: Climate change mitigation actions accelerated NA Action 2: MOPEMR approved with immediate effect (i) Solar Irrigation Roadmap (2023-2031) to roll-out 45,000 SIPs; (ii) Electric Vehicle Charging Guideline that provides the regulatory framework to set tariffs for electricity consumption for charging, technical standards for charging stations and institutional arrangements for authorization of setting up electric vehicle charging stations; and (iii) enforced mandatory installation of net metering for any customer with a roof space of 1,000 square feet for a solar photovoltaic rooftop to contribute to the IEPMP Rooftop Solar Power target of 12GW by 2050 to meet energy NDC-U target. Target date: 2023-11-30 Action 1: The MORTB approved with immediate effect (i) the Electric Vehicle Registration and Operation Policy 2023 to streamline electric vehicle registration process and achieve at least 30% share of electric vehicles by 2030 ; and (ii) the procurement of electric buses for public transportation to reduce GHG emissions from the road transport sector by promoting electric vehicles. Target date: 2023-11-30Policy 3: Reform Area 3: Climate change mitigation actions accelerated NA Action 2: MOPEMR approved with immediate effect (i) Solar Irrigation Roadmap (2023-2031) to roll-out 45,000 SIPs; (ii) Electric Vehicle Charging Guideline that provides the regulatory framework to set tariffs for electricity consumption for charging, technical standards for charging stations and institutional arrangements for authorization of setting up electric vehicle charging stations; and (iii) enforced mandatory installation of net metering for any customer with a roof space of 1,000 square feet for a solar photovoltaic rooftop to contribute to the IEPMP Rooftop Solar Power target of 12GW by 2050 to meet energy NDC-U target. Target date: 2023-11-30 Action 1: The MORTB approved with immediate effect (i) the Electric Vehicle Registration and Operation Policy 2023 to streamline electric vehicle registration process and achieve at least 30% share of electric vehicles by 2030 ; and (ii) the procurement of electric buses for public transportation to reduce GHG emissions from the road transport sector by promoting electric vehicles. Target date: 2023-11-30Policy 3: Reform Area 3: Climate change mitigation actions accelerated NA Action 2: MOPEMR approved with immediate effect (i) Solar Irrigation Roadmap (2023-2031) to roll-out 45,000 SIPs; (ii) Electric Vehicle Charging Guideline that provides the regulatory framework to set tariffs for electricity consumption for charging, technical standards for charging stations and institutional arrangements for authorization of setting up electric vehicle charging stations; and (iii) enforced mandatory installation of net metering for any customer with a roof space of 1,000 square feet for a solar photovoltaic rooftop to contribute to the IEPMP Rooftop Solar Power target of 12GW by 2050 to meet energy NDC-U target. Target date: 2023-11-30 Action 1: The MORTB approved with immediate effect (i) the Electric Vehicle Registration and Operation Policy 2023 to streamline electric vehicle registration process and achieve at least 30% share of electric vehicles by 2030 ; and (ii) the procurement of electric buses for public transportation to reduce GHG emissions from the road transport sector by promoting electric vehicles. Target date: 2023-11-30Policy 3: Reform Area 3: Climate change mitigation actions accelerated NA Action 2: MOPEMR approved with immediate effect (i) Solar Irrigation Roadmap (2023-2031) to roll-out 45,000 SIPs; (ii) Electric Vehicle Charging Guideline that provides the regulatory framework to set tariffs for electricity consumption for charging, technical standards for charging stations and institutional arrangements for authorization of setting up electric vehicle charging stations; and (iii) enforced mandatory installation of net metering for any customer with a roof space of 1,000 square feet for a solar photovoltaic rooftop to contribute to the IEPMP Rooftop Solar Power target of 12GW by 2050 to meet energy NDC-U target. Target date: 2023-11-30 Action 1: The MORTB approved with immediate effect (i) the Electric Vehicle Registration and Operation Policy 2023 to streamline electric vehicle registration process and achieve at least 30% share of electric vehicles by 2030 ; and (ii) the procurement of electric buses for public transportation to reduce GHG emissions from the road transport sector by promoting electric vehicles. Target date: 2023-11-30Policy 3: Reform Area 3: Climate change mitigation actions accelerated NA Action 2: MOPEMR approved with immediate effect (i) Solar Irrigation Roadmap (2023-2031) to roll-out 45,000 SIPs; (ii) Electric Vehicle Charging Guideline that provides the regulatory framework to set tariffs for electricity consumption for charging, technical standards for charging stations and institutional arrangements for authorization of setting up electric vehicle charging stations; and (iii) enforced mandatory installation of net metering for any customer with a roof space of 1,000 square feet for a solar photovoltaic rooftop to contribute to the IEPMP Rooftop Solar Power target of 12GW by 2050 to meet energy NDC-U target. Target date: 2023-11-30 XM-DAC-46004-55040-001-LN4399Asian Development BankThe proposed project supports the Government of Bangladesh in enhancing the electricity distribution network in the rapidly expanding city of Dhaka to ensure reliable electricity supply to residential, commercial, and industrial sectors. The project will construct substations, lay underground cables, and overhead lines to provide reliable, safe, and improved quality of electricity supply to 200,000 new and 1.1 million existing customers in Dhaka. In addition, the project will improve the energy efficiency and also support the improvement of the operational capacity of Dhaka Electric Supply Company (DESCO). The project's attached TA will enhance the government's and DESCO's public-private partnership (PPP) capacity, support the necessary reforms and develop a roadmap and action plan for strengthening DESCO's capacity for accessing commercial borrowing, and support inclusiveness in DESCO's operations by strengthening and monitoring gender equality and social inclusion (GESI) requirements during project implementation.Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)Asian Development BankAsian Development BankNazmun Naharhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=55040-001%20(Approved)&officer=%20rsanda@adb.org&division=%20Energy%20Sector%20Office%20(SG-ENE)&projectcountry=%20BangladeshDhaka23.7104 90.40744Making cities more livableStrengthening governance and institutional capacityAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityAddressing remaining poverty and reducing inequalitiesEnvironmentally sustainable growthInclusive economic growthGovernance and capacity developmentPrivate sector developmentPartnershipsKnowledge solutionsEffective gender mainstreaming (EGM)160000000Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)10413117.02Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)501047.72Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)9987408.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)559767.18Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)10447432.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)4059464.76Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)1116571.90Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)340984.43Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)1093503.04Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)323619.80Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)23800.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)450427.69Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)6853118.89Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)2855359.48Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)358047.72Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)502481.33Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)1071433.18Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)1126793.64Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)0.00Asian Development BankDhaka Electric Supply Company Ltd. (DESCO)PerformanceFiduciaryOutput/s as listed by the project staff.Output: Climate- and disaster-resilient and GESI-responsive electricity distribution system in urban areas of northern Dhaka established Indicator: At least 180 km of climate- and disaster-resilient underground distribution lines completed and operational in DESCO area (2022 baseline: 0) Progress/Status: EPC contract was signed on 2 Oct 2024 for supply and installation of 132 kV underground transmission line. For execution of the cable laying works, road cutting permissions are required from multiple authorities, including RAJUK, Bangladesh Bridge Authority (BBA), Civil Aviation Authority of Bangladesh (CAAB), Dhaka North City Corporation (DNCC), Dhaka Mass Transit Company Limited (DMTCL), Bashundhara Authority, and Mirpur Cantonment Board. DESCO has formally applied for approvals from all relevant stakeholders. Clearances have already been obtained from Bashundhara Authority, DMTCL, and Mirpur Cantonment Board, while approvals from the remaining agencies are currently under process. In close coordination with all stakeholders, DESCO and TBEA Co., Ltd. are actively working to expedite the approval process to ensure timely commencement of road cutting and cable laying activities. Meanwhile, 2.44 km of double-circuit 132 kV cable and accessories have been already arrived at TBEA Co., Ltd.'s Dhaka warehouse. Data Source: Loan review missions and quarterly progress reports Actual value: Output: Climate- and disaster-resilient and GESI-responsive electricity distribution system in urban areas of northern Dhaka established Indicator: 8 climate- and disaster-resilient, and GESI-responsived GIS substations with total additional transformer capacity of 1,080 MVA of 132/33kV and 595 MVA of 33/11kV installed and operational in DESCO area (2022 baseline: 0) Progress/Status: EPC contract was signed on 24 March 2024 for the design, supply, installation and commissioning of 8 numbers of substations. Major equipment's like 11 kV AIS, 33 kV GIS, 132 kV GIS and 33/11 Transformers have been delivered to the site. Three substations- Mirpur ceramics, Basundhora, Kalsi and Purbachal has a physical progress of 65% and above. However only one substation Rupayan has some issue and yet to be started. Financial Progress is 26%. Data Source: Loan review missions and quarterly progress reports Actual value: Output: Climate- and disaster-resilient and GESI-responsive electricity distribution system in urban areas of northern Dhaka established Indicator: At least 150 km of new overhead distribution lines completed and operational in DESCO Area. (2022 baseline: 0) Progress/Status: Total 5 goods contracts have been signed which are funded by ADB. Delivery of the goods are in progress. DESCO will publish the the IFB for construction of 150 km overhead distribution line. Data Source: Loan review missions and quarterly progress reports Actual value: Output: Climate- and disaster-resilient and GESI-responsive electricity distribution system in urban areas of northern Dhaka established Indicator: At least 750 MVA 11/0.4 kV distribution transformers and 100 ring main units installed and operational in DESCO area. Progress/Status: Contract awarded for the supply of transformer and other equipment on 3 June 2024. Implementation ongoing. Data Source: Loan review missions and quarterly progress reports Actual value: Output: Institutional capacity of DESCO improved Indicator: By 2026, roadmap for strengthening DESCO capacity for accessing commercial borrowing developed and submitted to MOF and Power Division of MPEMR (2022 baseline: not applicable) Progress/Status: Consulting firm was hired in 2024 to prepare a road map for DESCO. This firm is working closing with DESCO and MEPMR to develop the road map. Data Source: Copy of the roadmap Actual value: Output: Institutional capacity of DESCO improved Indicator: Based on the roadmap [indicator 2a], an action plan for DESCO's commercial borrowing adopted by the government. (2022 baseline: not applicable) Progress/Status: Ongoing. Data Source: Loan review mission Actual value: Output: Institutional capacity of DESCO improved Indicator: By 2028, based on the roadmap [refer to indicator 2a], an action plan for DESCO's commercial borrowing adopted by the government (2022 baseline: not applicable) Progress/Status: Ongoing. Data Source: Loan review missions and quarterly progress reports; consultant's final report. Copy of SOP, and updated emergency plan and maintenance manual Actual value: Output: Institutional capacity of DESCO improved Indicator: By 2026, SOP including emergency plan and O&M manual for underground cables developed. (2022 baseline: not applicable) Progress/Status: DESCO is currently finalizing the TOR to recruit a consulting firm to prepare SOP. Invitation of EOI is expected very soon. Data Source: Loan review missions and quarterly progress reports; consultant's final report. Pre-and post-training assessment Actual value: Output: Institutional capacity of DESCO improved Indicator: By 2028, at least 40 relevant DESCO staff (at least 90% of relevant women and staff from other disadvantaged groups) reported increased knowledge on O&M and emergency management of underground cables. (2022 baseline: 0) Progress/Status: Will be done once consulting firm is onboard and will start the training session. Data Source: Loan review missions and quarterly progress reports; consultant's final report. DESCO organogram, environment monitoring reports. Actual value: Output: Institutional capacity of DESCO improved Indicator: By 2025, corporate safeguard unit established in DESCO with ESMS and GESI-responsive features. (2022 baseline: not applicable Progress/Status: Ongoing. Data Source: Loan review missions and quarterly progress reports; consultant's final report. Copy of corporate GESI strategy Actual value: Output: Institutional capacity of DESCO improved Indicator: By 2025, GESI strategy developed and submitted to DESCO board for endorsement (2022 baseline: not applicable) Progress/Status: Ongoing Data Source: Loan review missions and quarterly progress reports; consultant's final report. Loan review missions; post-training assessment. Actual value: Output: Institutional capacity of DESCO improved Indicator: By 2028, at least 300 higher secondary or university students (30% female students and other disadvantaged groups) reported increased awareness on career opportunities in the energy sector, climate, and disaster resilient energy systems (2022 baseline: 0) Progress/Status: Will be done when consulting firm will be onboard. Data Source: Loan review missions Actual value: Output: Public-private partnership capacity of PPPA, Power Division of MPEMR, and DESCO improved Indicator: By 2025, medium-term PPP capacity development program for PPPA, Power Division and DESCO developed and submitted to MPEMR for endorsement (2022 baseline not applicable) Progress/Status: A consulting firm has been hired to provide capacity building support to PPPA, Power Division and DSECO. Training has been conducted for two batches in august and September 2025 covering 8 PPP modules. Around 50 participants from entities under Power Division joined the program. Data Source: TA review missions, interim report of technical assistance. Actual value: Output: Public-private partnership capacity of PPPA, Power Division of MPEMR, and DESCO improved Indicator: By 2027, at least 2 key officials each from PPPA, Power Division, and DESCO reported increased knowledge on PPP supervision and implementation in compliance with APMG PPP certification requirements (2022 baseline: 0) Progress/Status: Ongoing. Data Source: TA review missions, interim report of technical assistance. APMG PPP certification Actual value: Output: Public-private partnership capacity of PPPA, Power Division of MPEMR, and DESCO improved Indicator: By 2027, pipeline of potential PPP projects identified and integrated into DESCO's annual strategic capital investment plan (2022 baseline: 0) Progress/Status: The firm is responsible to prepare a list of potential pipeline PPP projects for DESCO. The activity is currently ongoing. Data Source: TA review missions, interim report of technical assistance. DESCO's annual capital investment plan Actual value: Output: Public-private partnership capacity of PPPA, Power Division of MPEMR, and DESCO improved Indicator: By 2026, policy recommendations for strengthening PPP processing and implementation submitted to PPPA and Power Division (2023 baseline: not applicable) Progress/Status: Will be done. Data Source: TA review missions, interim report of technical assistance. Policy recommendations Actual value: Power supply in Dhaka's urban areas improved1.3 million new and existing DESCO customers (of which 100,000 are low-income customers) benefiting from reduced power outage duration and interruptions (2022 baseline: 1.1 million existing customers of which 56,855 are low-income customers experience 445 minutes outage duration and 22 times power interruption per year) Progress/Status: Seven contracts have been already awarded including construction of substations and distribution line. After completion of construction and commissioning work, new consumers will received the connection. Data Source: DESCO annual report Pre- and post-survey focusing on low-income households receiving lifeline electricity tariffs, based on DESCO revenue breakdown Actual value: Average outage duration reduced to 380 minutes (2022 baseline: 445 minutes outage duration) Progress/Status: Average outage duration for FY 2025-26 was 700.75 min. Will be achieved after project completion. Data Source: DESCO annual report DESCO data on SAIDI Actual value: Average number of supply interruptions reduced to 17 times per customer per year (2022 baseline: 22 times interruption per customer) Progress/Status: Average number of supply interruptions for the FY 2025-26 was 55.15 times. Will be achieved after project completion. Data Source: DESCO annual report DESCO data on SAIFI Actual value: DESCO's technical and commercial losses reduced to at least 5.1% (2022 baseline: 5.62%) Progress/Status: DESCO's loss in FY 2025-2 was 5.50%. Will be achieved after project completion. Data Source: DESCO annual report Actual value: At least 14,699.3 tons of CO2 equivalent greenhouse gas emissions per year avoided (2022 baseline: 0) Progress/Status: Will be calculated after project completion. Data Source: DESCO annual report Actual value: XM-DAC-46004-44212-013-GRNT0394Asian Development BankThe project will strengthen climate resilience and disaster preparedness in eight vulnerable coastal pourashavas (secondary towns) of Bangladesh. The project takes a holistic and integrated approach to urban development and will (i) provide climate-resilient municipal infrastructure; and (ii) strengthen institutional capacity, local governance, and public awareness for improved urban planning and service delivery considering climate change and disaster risks. Key infrastructure investments include (i) drainage; (ii) water supply; (iii) sanitation; (iv) cyclone shelters; and (v) other municipal infrastructure including emergency access roads and bridges, solid waste management, bus terminals, slum improvements, boat landings, and markets. Investments will benefit the poor and women.Asian Development BankDepartment of Public Health EngineeringLocal Government Engineering DepartmentMinistry of Local Government, Rural Development, and Co-operativesAsian Development BankAsian Development BankS A Abdullah Al Mamunhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=44212-013 (Active)&officer= salmamun@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90PartnershipsGovernance and capacity developmentKnowledge solutionsEnvironmentally sustainable growthInclusive economic growthGender Equity and Mainstreaming10400000Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development 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Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering182116.02Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering-59160.91Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health EngineeringPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Improved climate-resilient municipal infrastructure Indicator: Water supply: 12,360 new service connections including services to poor areas Achievement: 3244Output: 1. Improved climate-resilient municipal infrastructure Indicator: By 2020 in project towns: Drainage: 94 kms of new and improved drains constructed Achievement: 3.11 Progress/Status: Drainage: A total of 106.11 km of new and improved drains constructed Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: Cyclone shelters: 22 shelters constructed, with separate and safe facilities for women Achievement: 2 Progress/Status: Cyclone shelters: A total of 22 shelters constructed, with separate and safe facilities for women. Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: Water supply: 194 km of pipes installed or upgraded; 12,360 new service connections including services to poor areas Achievement: 0 Progress/Status: A total of 194.8 kmof pipes installed or upgraded; 12,388 new service connections, including services to poor areas Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: Sanitation: 51 new community latrines with separate and safe facilities for women constructed Achievement: 2 Progress/Status: Sanitation: A total of 71units public/ community toilet with separate and safe facilities for women constructed. Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: 2 septage management schemes implemented Achievement: 1 Progress/Status: Solid waste, management: 2 septage management sub-projects are under implementation Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: Emergency access: 112 km of upgraded roads, bridges, culverts Achievement: .84 Progress/Status: Emergency access: A total of 130.84 km of upgraded roads, bridges, culverts constructed Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: Local economic infrastructure. At least five subprojects developed under stage 2. Achievement: 3 Progress/Status: Local economic infrastructure, 19 sub-projects completed out of 19 sub projects which were developed under stage 2 including services to poor areas. Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: Participatory climate-proofed urban master plans approved (33% of participants during consultations are women) Achievement: Y Progress/Status: urban master plans (cumulative 8) incorporating climate change considerations prepared (37% of participants to consultations were women). Data Source: Approved urban master plans, and adopted building code guidelines Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: Climate-proofed building code guidelines adopted (include design features that cater to women in public facilities) Achievement: Y Progress/Status: Generic Climate Change Adaptation Building Standards Guide including design features for women prepared and endorsed by Paurashavas, LGED and DPHE in earlier years. Data Source: Published LGED and DPHE design standards Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: Climate-proofed LGED and DPHE design standard guidelines published Achievement: Y Progress/Status: Recommendations on Mainstreaming Climate Vulnerability and Adaptation Assessment into LGED and DPHE Engineering Design Standards in the Urban Sector prepared and endorsed by LGED and DPHE in earlier years Data Source: Adopted water safety plans Adopted O&M plan with tariff plan Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: Water safety plans with groundwater monitoring (that define a leadership role for women) approved Achievement: Y Progress/Status: One (cumulative 9) water safety plan prepared where leadership role of women in water safety planning and monitoring is clearly defined. Preparation for one WSP and updating of 8 WSPs are ongoing. Data Source: Resolution adopting GAP and PRAPs with budget support for each town Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: O&M plans approved including tariff plan for cost recovery (33% of participants during consultations are women) Achievement: Y Progress/Status: Regular monitoring undertaken. O & M plans of 10 Pourashavas including tariff plan for cost recovery were prepared and approved in earlier years (35% women participation during consultations). Data Source: Consolidated annual monitoring report of pourashavas and LGED and DPHE Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: GAP and PRAPs approved for towns Achievement: Y Progress/Status: GAPs and PRAPs for Batch 1, 2, & 3 Towns prepared and endorsed by respective Paurashava councils in earlier quarters. Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: Computerized financial accounting and billing systems functional Achievement: Y Progress/Status: Regular monitoring undertaken. Computerized billing systems were established and functional in all Batch 1, 2 and 3 Pourashavas in earlier years. Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: At least 6000(at least 600 per town including 60% women) undergo and complete livelihood training and knowledge based awareness programs that consider climate change Achievement: 0 Progress/Status: 917 women (cumulative 10,674 participants [women = 63.30%]) received livelihood trainings and participated in knowledge-based awareness programs on climate change.Output: 3. Project management and administration supported Indicator: Quarterly progress reports and audit reports are submitted on time and of satisfactory quality (gender- disaggregated data collected) Achievement: Y Progress/Status: Quarterly progress reports with gender-disaggregated data submitted Quarterly Progress Reports issued as scheduled by PMU. Current QPR-33 (June-2022) with the Project Completion Report (PCR) will be submitted. Data Source: Quarterly progress reports issued by PMU Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 3. Project management and administration supported Indicator: Project implemented on time and within budget Achievement: Y Progress/Status: According to the Project Performance Monitoring Format, the overall project progress is 100%; compared to an elapsed loan period of 100%, for an extended contract period to 30th June 2022 Data Source: Quarterly progress reports issued by PMU Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YIncreased climate and disaster resiliency in coastal towns benefiting the poor and women.By 2020 in project towns: Percentage of household reporting inundation for more than 3 days reduced to about 21% (baseline: 43% in 2013) Achievement: 20 Progress/Status: Percentage of household reporting inundation for more than 3 days reduced to about 20.0%. Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of evaluation of climate resilienceDrinking water supply systems compliant with government water standards throughout the year increased to 70% (2013 baseline 40%, 13.2% among households headed by women) Achievement: 70 Progress/Status: Drinking water supply systems compliant with government water standards throughout the year increased to 70.0%. Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of evaluation of climate resilienceAdditional 12,500 households with access to climate-proofed public sanitation facilities (2013 baseline 0) Achievement: 0 Progress/Status: A total of 15,812 household works with access to climate-proofed public sanitation facilities Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of evaluation of climate resilienceAdditional 7,900 household with access to improved cyclone facilities with separate areas and toilets for women (2013 baseline 0) Achievement: 0 Progress/Status: A total of 8,600 households with access to improved cyclone facilities with separate areas and toilets for women Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of evaluation of climate resilience XM-DAC-46004-34418-025-LN4440Asian Development BankThe impact of the project will be enhanced economic growth and reduced poverty in rural areas of the selected districts in the southwest area of Bangladesh. The outcome will be enhanced productivity and sustainability of the selected existing flood control, drainage/irrigation (FCDI) systems. This will also contribute to increasing incomes and livelihood as well as raise quality of living standards of the local population, particularly women and socially disadvantaged groups. The project has following three outputs: (i) water management organization's (WMO's) capacity for sustainable water resources planning and management in the subproject areas strengthened, (ii) infrastructure facilities of FCDI schemes in the subproject areas restored, and (iii) institutional capacity for sustainable participatory integrated water resources planning and management strengthened.Asian Development BankBangladesh Water Development BoardAsian Development BankAsian Development BankSrivastava, Pushkarhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=34418-025 (Approved)&officer= psrivastava@adb.org&division= Agriculture, Food, Nature, and Rural Development Sector Office (SG-AFNR)&projectcountry= BangladeshMadaripur23.17097 90.20935Gopalganj23.16667 89.91667Gender Equity and MainstreamingAddressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityPromoting rural development and food securityStrengthening governance and institutional capacity71000000Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board2000000.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board29598.62Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board406804.05Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board809727.99Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board500898.04Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1113041.58Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board921495.11Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board465708.54Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board335324.90Asian Development BankBangladesh Water Development Board1049555.41Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board10777.78Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board20342.03Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board35114.90Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board53978.11Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development BoardPerformanceFiduciaryOutput/s as listed by the project staff.Output: Adaptive resilience of FCD/I schemes in project areas enhanced Indicator: In four schemes, FCDI infrastructure made fully functional and climate resilient (2023 Baseline: in 0 schemes) (OP 1.3.1, 2.1.4; 3.2.5; 3.3; 5.1.1; 5.3.1) Progress/Status: Construction/rehabilitation of 20 works contracts are in progress. Data Source: SIPs' BME reports, project progress report Actual value: Output: Adaptive resilience of FCD/I schemes in project areas enhanced Indicator: 17 WMA buildings constructed with EWCD friendly featuresc (2023 Baseline: 0) (OP 1.3.1, 2.1.4) Progress/Status: Designs and bidding documents will be prepared once ISPMC is on board. Data Source: SIPs' BME reports, project progress report Actual value: Output: Capacity of WMOs for sustainable climate resilient planning and management of water resources and livelihood development strengthened. Indicator: One completed IWMP submitted for BWDB approval (2023 Baseline: 0 IWMP) (OP 3.2.4) Progress/Status: ISPMC is responsible to start the progress. Recruitment of ISPMC is pending for government's approval. Data Source: Completed IWMP Actual value: Output: Capacity of WMOs for sustainable climate resilient planning and management of water resources and livelihood development strengthened. Indicator: 17 completed SIPs with sex-disaggregated data submitted for WMAs' endorsement (2023 Baseline: 0 SIP) (OP 2.5; 3.2.2) Progress/Status: ISPMC is responsible to start the progress. Recruitment of ISPMC is pending for government's approval. Data Source: 17 completed SIPs, WMA meeting minutes, project progress reports Actual value: Output: Capacity of WMOs for sustainable climate resilient planning and management of water resources and livelihood development strengthened. Indicator: 70% of beneficiary households enrolled as members of WMGs, with 33% women participation (2023 baseline: 0%) (OP 1.1.3, 2.5; 3.2.2) Progress/Status: ISPMC is responsible to start the progress. Recruitment of ISPMC is pending for government's approval. Data Source: BME reports, project progress reports, project completion report Actual value: Output: Capacity of WMOs for sustainable climate resilient planning and management of water resources and livelihood development strengthened. Indicator: 172 WMGs achieved SIP targets in climate adaptive agriculture, fisheries, and livelihood programs (2023 Baseline: 0 WMGs) (OP 1.3, 2.5) Progress/Status: ISPMC is responsible to start the progress. Recruitment of ISPMC is pending for government's approval. Data Source: BME reports, project progress reports, project completion report Actual value: Output: Capacity of WMOs for sustainable climate resilient planning and management of water resources and livelihood development strengthened. Indicator: 172 WMGs achieved 33% women participation in implementation of SIPs (2023 Baseline: 0%) (OP 3.2.2) Progress/Status: ISPMC is responsible to start the progress. Recruitment of ISPMC is pending for government's approval. Data Source: BME reports, project progress reports, project completion report Actual value: Output: Capacity of WMOs for sustainable climate resilient planning and management of water resources and livelihood development strengthened. Indicator: 17 O&M transfer agreements for all structures planned in SIPs submitted for WMOs' acceptance (2023 Baseline: 0 agreements) (OP 3.2.5) Progress/Status: ISPMC is responsible to start the progress. Recruitment of ISPMC is pending for government's approval. Data Source: BME reports, project progress reports, project completion report Actual value: Output: Institutional capacity for mainstreaming climate resilience, and sustainable participatory and integrated water resources planning, and management strengthened. Indicator: BWDB MIS operationalized for O&M monitoring (2023 Baseline: 0 MIS) (OP 6.2.1) Progress/Status: This will progress once ISPMC will be on board. Data Source: Project progress reports, BME report Actual value: Output: Institutional capacity for mainstreaming climate resilience, and sustainable participatory and integrated water resources planning, and management strengthened. Indicator: Operational dashboard for digital O&M monitoring, WMO support, climate and production data collection utilized by BWDB (2023 Baseline: 0 dashboard) (OP 3.2.4) Progress/Status: This will progress once ISPMC will be on board. Data Source: 1Project progress reports, BME report Actual value: Output: Institutional capacity for mainstreaming climate resilience, and sustainable participatory and integrated water resources planning, and management strengthened. Indicator: WMO database of BWDB with sex-disaggregated data operationalized (2023 Baseline: Not applicable) (OP 1.3.3, 2.3.2) Progress/Status: This will progress once ISPMC will be on board. Data Source: Project progress reports, BME report Actual value: Output: Institutional capacity for mainstreaming climate resilience, and sustainable participatory and integrated water resources planning, and management strengthened. Indicator: Preparatory activities for future investment project completed (2023 Baseline: Not applicable) (OP 6.2.1) Progress/Status: This will progress once ISPMC will be on board. Data Source: Feasibility report Actual value: Climate resilience and productivity of the selected existing FCD/I systems enhanced.Cropping intensity increased to 179.5% (2023 Baseline: 128.6%) (OP 1.3, 3.2.1; 5.3) Progress/Status: Not yet due. Data Source: BME reports based on data collected from Upazilla Agriculture offices in project areas, or annual data from district offices of the Department of Agriculture Extension Actual value: Annual rice production increased to 309,875 tons (2023 Baseline: 211,911 tons) (OP 1.3, 5.3) Progress/Status: Not yet due. Data Source: BME reports based on data collected from Upazilla Agriculture offices in project areas, or annual data from district offices of the Department of Agriculture Extension Actual value: Area under vegetable cultivations increased to 480 ha (2023 Baseline: 235 ha) (OP 1.3, 5.3) Progress/Status: Not yet due. Data Source: BME reports based on data collected from Upazilla Agriculture offices in project areas, or annual data from district offices of the Department of Agriculture Extension Actual value: Annual production of culture fisheries increased to 15,200 t (2023 Baseline: 12,200 t) (OP 1.3, 5.3) Progress/Status: Not yet due. Data Source: BME reports, WMO household survey, annual data from district offices of the Department of Fisheries Actual value: At least 30% of members of WMA are women and economically empowered by the project (2023 Baseline: 0) (OP 1.1.3, 1.3.3, 2.3.1; 2.3.2; 2.5; 3.2.2) Progress/Status: Not yet due. Data Source: Self-perception survey conducted by ADB and BWDB on a representative sample of women who participated in project-financed capacity-building initiatives and livelihood training Actual value: XM-DAC-46004-44167-015-GRNT0799Asian Development BankThe multitranche financing facility (MFF) to the People's Republic of Bangladesh for the Flood and Riverbank Erosion Risk Management Investment Program was approved in 2014 to improve the livelihoods in the project area along the Jamuna, Padma, and Ganges rivers in central Bangladesh. It will reduce flood and riverbank erosion risks in priority erosion reaches through structural and nonstructural interventions, and institutional and knowledge-based strengthening. It will implement three subprojects comprising climate-resilient flood embankments protecting critical riparian productive areas in central Bangladesh and capacity building initiatives. It will extend successful riverbank protection technologies of the ADB-financed Jamuna-Meghna River Erosion Mitigation Project to other areas, with necessary improvements. At the government's request the originally envisaged Tranches 2 and 3 of the MFF will be combined into a single and final tranche (Tranche 2). Tranche 2 will be a continuation of the works carried out under Tranche 1 and will build upon the achievements of Tranche 1.Asian Development BankBangladesh Water Development BoardAsian Development BankAsian Development BankDrieu, Olivierhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=44167-015 (Active)&officer= odrieu@adb.org&division= Agriculture, Food, Nature, and Rural Development Sector Office (SG-AFNR)&projectcountry= BangladeshChauhali24.2 89.75Harirampur24.21156 88.75037Enayetpur24.97779 88.7628Effective gender mainstreaming (EGM)Addressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityPromoting rural development and food securityStrengthening governance and institutional capacity17890000Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1022631.38Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1007208.82Asian Development BankBangladesh Water Development Board619423.19Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board779540.44Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1101201.51Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board455667.63Asian Development BankBangladesh Water Development Board56872.49Asian Development BankBangladesh Water Development Board1339136.43Asian Development BankBangladesh Water Development Board721189.63Asian Development BankBangladesh Water Development Board1316157.17Asian Development BankBangladesh Water Development Board1939684.00Asian Development BankBangladesh Water Development Board267.44Asian Development BankBangladesh Water Development Board6017.82Asian Development BankBangladesh Water Development Board9713.29Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board-1574.70Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board226216.17Asian Development BankBangladesh Water Development Board3000000.00Incoming funds from an external organisationGovernment of the NetherlandsAsian Development Bank1683000.00Incoming funds from an external organisationGovernment of the NetherlandsAsian Development Bank3000000.00Incoming funds from an external organisationGovernment of the NetherlandsAsian Development BankPerformanceFiduciaryOutput/s as listed by the project staff.Output: Flood and riverbank erosion risk mitigation functioning at priority reaches improved Indicator: 30 km of riverbank protected by applying appropriate technology and methodology Progress/Status: Exceeded. 60.1 km of riverbank protection were built (16.8 km of adaptation works and 43.3 km of new riverbank protections); to maximize the utilization of the loan proceeds, some savings under Project 2 were used in 2023-24 to construct approximately 30 km of additional riverbank protections in the subprojects with the same technology and methodology. Data Source: BWDB project progress and completion reports Actual value: Output: Flood and riverbank erosion risk mitigation functioning at priority reaches improved Indicator: 7.9 km of climate-resilient flood embankment constructed, rehabilitated, or upgraded against 100-year probable floods (200-year flood along the main rivers) Progress/Status: Partly Achieved. Due to government budget constraints to allocate sufficient counterpart funds for timely acquiring the required land, the length of constructed embankment was reduced to 1.7 km; the remaining 6.2 km have been deferred to the follow-on project. Data Source: BWDB project progress and completion reports Actual value: Output: Flood and riverbank erosion risk mitigation functioning at priority reaches improved Indicator: 2 regulators and other hydraulic structures (i.e., fish passes) installed Progress/Status: Not Achieved. No regulators (with fish passes) were constructed due to time constraints; hydraulic structures, including regulators will be incorporated in the follow-on project as appropriate. Data Source: BWDB project progress and completion reports Actual value: Output: Flood and riverbank erosion risk mitigation functioning at priority reaches improved Indicator: 1 channel closure with “building with nature” approach Progress/Status: Achieved. One channel closure (North Dhaleswari) completed with “building with nature” approach (use of vetiver grass). Data Source: BWDB project progress and completion reports Actual value: Output: Flood and riverbank erosion risk mitigation functioning at priority reaches improved Indicator: 160 community-based disaster management units established (minimum of 35% women-led) and developing of their capacity Progress/Status: Partly Achieved. 55 CDMUs have been established and their capacity have been developed, including 40 under from Project 1 (49 units (89%) are women-led); establishing the remaining CDMUs will be part of the community activities under the follow-on project. Data Source: implementation NGOs reports BWDB project progress reports Actual value: Output: Flood and riverbank erosion risk mitigation functioning at priority reaches improved Indicator: 14 community groups established and livelihood training program conducted (50% women participants) Progress/Status: Achieved. 14 community groups were established and livelihood training programs conducted (41% were women participants). Data Source: implementation NGOs reports BWDB project progress reports Actual value: Output: Flood and riverbank erosion risk mitigation functioning at priority reaches improved Indicator: 12 fish sanctuaries established Progress/Status: Not Achieved. A revisited approach shows that beels are leased out for productive use; this makes this activity not feasible to achieve (and also not feasible under any follow-on projects). Data Source: implementation NGOs reports BWDB project progress reports Actual value: Output: Institutional system for flood and riverbank erosion risk management strengthened Indicator: Office of the CE-River Management operational. Progress/Status: Achieved. CE-River Management has been appointed and assumed office since 28 May 2023. Trainings were conducted to staff of the office. Data Source: BWDB project progress reports Baseline year: 2020 Baseline value: established Baseline year: 2020 Baseline value: established Target year: 2024 Target value: operationalOutput: Institutional system for flood and riverbank erosion risk management strengthened Indicator: Information and management systems refined and piloted including: (i) project website and database with sex-disaggregated data as appropriate in use; (ii) web-based asset database developed and piloted; (iii) project monitoring system in use; and (iv) guideline for river stabilization prepared. Progress/Status: Achieved. The information and management systems have been refined and are operational: (i) project website and database with sex-disaggregated data as appropriate are in use; (ii) web-based asset database developed and piloted (the BWDB Scheme Database Inventory and Mapping System was replaced and enhanced by 4 databases (River Survey, ADCP, Float Tracking, and Water Levels) were developed to support the CE River Management Office; (iii) project monitoring system in use to help monitor project progress; Planning Commission is developing a similar system; and (iv) guideline for river stabilization prepared supported by information in the River Survey, ADCP, Float Tracking, and Water Levels databases. Data Source: BWDB project progress reports Baseline year: 2020 Baseline value: outlined Baseline year: 2020 Baseline value: outlined Target year: 2024 Target value: refined & pilotedOutput: Institutional system for flood and riverbank erosion risk management strengthened Indicator: 5-year budgetary plan for riverbank protection O&M and emergency work for the main rivers submitted for endorsement by BWDB. Progress/Status: Achieved. Plan has been updated and submitted to BWDB for endorsement. Data Source: BWDB annual budgetary plan BWDB construction material stockade plan Baseline year: 2020 Baseline value: draft submitted Baseline year: 2020 Baseline value: draft submitted Target year: 2024 Target value: for endorsementOutput: Institutional system for flood and riverbank erosion risk management strengthened Indicator: Long-term river stabilization and river management master plans refined to include char lands development and submitted for endorsement by BWDB . Progress/Status: Achieved. The comprehensive program focused on sediment loads, river regimes, effects of riverbank protection on the rivers and river management principles; five research papers published in scientific journals; the 2020 River Stabilization Plan has been refined. All documents have been submitted to BWDB for endorsement. Data Source: BWDB project progress reports Baseline year: 2020 Baseline value: initial endorsed Baseline year: 2020 Baseline value: initial endorsed Target year: 2024 Target value: for endorsementOutput: Institutional system for flood and riverbank erosion risk management strengthened Indicator: Gender responsive guideline for river management (focus Lower Jamuna) submitted for endorsement to BWDB. Progress/Status: Achieved. Gender responsive guideline for river management prepared and submitted to BWDB for endorsement (the guideline is a supplementary annex to the BWDB 2021 Design Guideline for Riverbank Protection Work). Data Source: BWDB project progress reports Baseline year: 2020 Baseline value: studies initiated Baseline year: 2020 Baseline value: studies initiated Target year: 2024 Target value: for endorsementOutput: Institutional system for flood and riverbank erosion risk management strengthened Indicator: Project website updated. Progress/Status: Achieved. Project website updated and operational. Data Source: BWDB project reports and webpage Baseline year: 2020 Baseline value: developed Baseline year: 2020 Baseline value: developed Target year: 2024 Target value: updatedOutput: Program management systems operational Indicator: Management information system, quality control systems, accountability measures, and gender-sensitive project monitoring toolsi established and used by PMO and SMOs Progress/Status: Achieved. MIS, quality control systems, accountability measures, and gender sensitive project monitoring tools have been established and are used by the PMO and SMOs. Data Source: BWDB financial records and progress reports Baseline year: 2020 Baseline value: Not applicable Baseline year: 2020 Baseline value: Not applicable Target year: 2024 Target value: establishedOutput: Program management systems operational Indicator: At least 60% of Office of the Chief Engineer River Management staff (including a minimum of 60% of female staff) with increased knowledge on Adaptive Approach. Progress/Status: Achieved. 67% (4/6 of the Office of the CE River Management staff have been trained on the Adaptive Approach; 100% of the women in the Office received training (1/1). Data Source: BWDB annual reports and facility completion report Actual value: Output: Program management systems operational Indicator: Follow-on project in line with Bangladesh Delta Plan 2100 and approved River Stabilization Plan (2020), expanding innovative technologies developed under this MFF prepared for the Government of Bangladesh and ADB approval. Progress/Status: Achieved. Feasibility study for the follow-on project has been prepared. Data Source: Government of Bangladesh and ADB draft loan processing documents Baseline year: 2020 Baseline value: Not applicable Baseline year: 2020 Baseline value: Not applicable Target year: 2024 Target value: developedFlood and riverbank erosion risks in the subproject areas reduced.15,400 ha of land protected from inundation damages Progress/Status: Partly Achieved. A total of 4,000 ha of land have been protected against inundation damages. Data Source: Districts' flood damage records Actual value: About 0.5 million people protected from inundation damages Progress/Status: Partly Achieved. Approximately 0.378 million people are protected against inundation damages; out of which 0.268 million people are also protected from risk of riverbank erosion. Data Source: Districts' flood damage records Actual value: 3,000 ha of lands with assets protected from riverbank erosion Progress/Status: Exceeded. Approximately 8,600 ha of land are protected against riverbank erosion. Data Source: BWDB's dry season satellite image analysis (outsourced to CEGIS) Actual value: 8,000 ha of char land recovered from the river for development Progress/Status: Achieved. The original plan to close the Salimabad channel and reclaim land in the area was adjusted due to morphologic changes in the river. Hence, another channel was closed by the North Dhaleswari instead. Considering this and the additional riverbank protections constructed along Enayetpur and Belkuchi approximately 8,200 ha of land have been recovered from the river corridor for further development. Data Source: BWDB's dry season satellite image analysis (outsourced to CEGIS) Target value: 8,000 Actual value: XM-DAC-46004-53237-001-GRNT0906Asian Development BankThe proposed Climate and Disaster Resilient Small-scale Water Resources Management Project builds on three prior Asian Development Bank (ADB)-financed small-scale water resources (SSWR) management projects implemented by the Local Government Engineering Department (LGED) in Bangladesh. This project renews the emphasis on flood and drought risk management, drainage improvement, and irrigation systems modernization; enhances the climate and disaster resilience of SSWR infrastructures and services; and improves agricultural productivity and profitability through effective, participatory, and sustainable SSWR management in the selected project locations. It will provide beneficiary-managed infrastructure, facilities, and equipment covering a benefit area of more than 220,000 hectares (ha) to address key issues facing the agriculture and fisheries sectors. It will (i) establish 150 new inclusive water management cooperative associations (WMCAs) and provide them with new climate- and disaster-resilient water management infrastructure; (ii) strengthen the WMCAs at 230 existing subprojects and assist them with measures, including additional infrastructure to enhance performance; and (iii) provide emergency reconstruction and modernization of the Bakkhali rubber dam (BRD). It will (i) enhance crop and fishery agribusinesses and marketing with facilities, machinery, and equipment supporting the livelihoods of 380,000 households, including 30,000 women from poor and/or smallholder households, and 45,000 vulnerable persons from 45,000 functionally landless and/or poor households; and (ii) increase the inclusion and participation of women, youth, and small ethnic communities (SECs). It will be implemented over 6 years (i.e., implementation period) in 42 districts covering 64% of the national area and four broad areas prone to natural disasters, home to 77% of the country's rural poor.Asian Development BankLocal Government Engineering DepartmentAsian Development BankAsian Development BankAyubi, Mohammad Hanifhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=53237-001 (Active)&officer= mhayubi@adb.org&division= Agriculture, Food, Nature, and Rural Development Sector Office (SG-AFNR)&projectcountry= BangladeshBangladesh23.89507 90.29226Gender Equity and MainstreamingAddressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityPromoting rural development and food securityStrengthening governance and institutional capacity17800000Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1025078.37Asian Development BankLocal Government Engineering Department1025078.37Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1037589.66Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department3619656.11Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department2500000.00Incoming funds from an external organisationGovernment of the NetherlandsAsian Development BankPerformanceFiduciaryOutput/s as listed by the project staff.Output: Agribusinesses enhanced at the upazila (subdistrict) and WMCA levels, and vulnerable people?s livelihoods supported Indicator: Agriculture/ fishery business plans prepared by inclusive subcommittees in 115 performance enhancement subprojects and the BRD (2022 baseline: 0 business plans). (OP2.2,5.2,5.3). Progress/Status: This will be started once agribusiness NGOs will be onboard which engagement process has been started. Data Source: Project progress reports, annual EME reports, and MIS database. Actual value: Output: Agribusinesses enhanced at the upazila (subdistrict) and WMCA levels, and vulnerable people?s livelihoods supported Indicator: 100 women's development business plans prepared by WD subcommittees for IGAs and/or cottage, micro, and small enterprises benefitting 30,000 women in performance enhancement subprojects and the BRD (2022 baseline: 0 business plans). (OP1.2,2.1,2.4,2.5). Progress/Status: Not due yet Data Source: Project progress reports, annual EME reports, and MIS database. Actual value: Output: Agribusinesses enhanced at the upazila (subdistrict) and WMCA levels, and vulnerable people?s livelihoods supported Indicator: WMCA-farmers adopt market-driven and nutrition sensitive agricultural production and marketing practices and equipment accessible by all members in 58 PE SPs and BRD. (2022 baseline: 0 SP). (OP2.2,5.2,5.3). Progress/Status: This will be started once agribusiness NGOs will be onboard which engagement process has been started. Data Source: Project progress reports, annual EME reports, and MIS database. Actual value: Output: Agribusinesses enhanced at the upazila (subdistrict) and WMCA levels, and vulnerable people?s livelihoods supported Indicator: WMCA-farmers managed aquaculture facilities and practices modernized for 4,000 ponds, 500 cages, and for 1,800 ha of floodplain (2022 baseline: 0 pond, 0 cage, 0 ha floodplain). (OP1.3,2.1,2.5,5.2.5.3). Progress/Status: This will be started once agribusiness NGOs will be onboard which engagement process has been started. Data Source: Project progress reports, annual EME reports, and MIS database. Actual value: Output: Agribusinesses enhanced at the upazila (subdistrict) and WMCA levels, and vulnerable people?s livelihoods supported Indicator: 25 roadside markets upgraded and 10 upazila markets modernized (2022 baseline: 0, 0). (OP2.1,5.2) Progress/Status: Not due yet Data Source: Project progress reports, annual EME reports, and MIS database. Actual value: Output: Agribusinesses enhanced at the upazila (subdistrict) and WMCA levels, and vulnerable people?s livelihoods supported Indicator: At least 300 WMCAs-farmers-women supported to prepare applications for loans from PFIs. (2022 baseline: 0). (OP2.1,5.2) Progress/Status: Not due yet Data Source: Project progress reports, annual EME reports, and MIS database. Actual value: Output: Agribusinesses enhanced at the upazila (subdistrict) and WMCA levels, and vulnerable people?s livelihoods supported Indicator: At least 190,000 HHs supported to adopt new/ improved inputs, agriculture technologies, and practices (2022 baseline: 0 HH) (OP1.2,1.3,2.1,2.5,3.3,5.3) (CI 1.2.2). Progress/Status: This will be started once agribusiness NGOs will be onboard which engagement process has been started. Data Source: Project progress reports, annual EME reports, and MIS database. Actual value: Output: Participatory subproject development and management improved Indicator: Inclusive WMCAs formed and active for 150 new subprojects with at least 40% of the general membership comprising women, and with at least one-third of the management committees comprising women (2022 baseline: 0 WMCAs formed) (OP 2.3) Achievement: 27 Progress/Status: Achieved for 30 Nos. WMCA, new subprojects with at least 40% of the general membership comprising women, and with at least one-third of the management committees comprising women. Data Source: Project progress reports, grading assessments for WMCAs, MIS database, M&E reportsOutput: Participatory subproject development and management improved Indicator: Inclusive WMCAs formed and active for 150 new subprojects with management committees comprising at least one-third youths (2022 baseline: 0 WMCAs formed) (OP2.3) Achievement: 27 Progress/Status: Achieved for 30 Nos. WMCA, new subprojects with management committees comprising at least one-third youths. Data Source: Project progress reports, grading assessments for WMCAs, MIS database, M&E reports.Output: Participatory subproject development and management improved Indicator: WMCAs approve detailed designs for works for 150 new and 230 performance enhancement SPs and the BRD (2022 baseline: 0 WMCAs have approved designs) (OP5.3). Achievement: 78 Progress/Status: Detail Drawing and Designs are approved for 30 new subprojects and 61 existing subprojects. Data Source: Project progress reports, grading assessments for WMCAs, MIS database, M&E reports.Output: Participatory subproject development and management improved Indicator: 500 inclusive (men and women) subcommittees managing O&M, agriculture, and fisheries development, and 100 women only subcommittees managing women's development, formed and active (2022 baseline: 50 and 0 subcommittees) (OP2.1,5.2,5.3). Achievement: 15 Progress/Status: 173 inclusive (men and women) subcommittees managing O&M, agriculture, and fisheries development, and 15 women only subcommittees managing women's development, formed and active. Data Source: Project progress reports, grading assessments for WMCAs, MIS database, M&E reports.Output: Participatory subproject development and management improved Indicator: Monitoring and evaluation systems in place and sex disaggregated data collected and entered into an improved MIS for 150 new SPs, 230 PE SPs and the BRD (2021 baseline: 0 SPs) (OP6.2). Achievement: 78 Progress/Status: New subprojects- 30 nos. Data Source: Project progress reports, grading assessments for WMCAs, MIS database, M&E reports.Output: Small-scale water resources infrastructure with climate and disaster resilient features developed or enhanced Indicator: Climate and disaster resilient SSWR infrastructure constructed for 150 new SPs covering 86,000 ha (2023 baseline: 0 SP) (OP1.3,3.2,5.1,5.3). Progress/Status: Existing subprojects- 51 nos Data Source: Project progress reports, MIS Actual value: Output: Small-scale water resources infrastructure with climate and disaster resilient features developed or enhanced Indicator: 230 existing SSWR SPs covering 130,000 ha enhanced and made climate and disaster resilience (2022 baseline: 0 SP) (OP1.3,3.2,5.1,5.3). Progress/Status: Design and estimates of first batch packages started. Data Source: Project progress reports, MIS Actual value: Output: Small-scale water resources infrastructure with climate and disaster resilient features developed or enhanced Indicator: Emergency reconstruction and modernization of the BRD SP covering 3,000 ha (2022 baseline: not applicable) (OP1.3,3.2,5.1,5.3). Progress/Status: The preparation of designs of BRD subproject is ongoing. Data Source: Project progress reports, MIS Baseline year: 2022 Baseline value: not applicable Baseline year: 2022 Baseline value: not applicable Target year: 2029 Target value: reconstructedOutput: Small-scale water resources infrastructure with climate and disaster resilient features developed or enhanced Indicator: 110 km of farm and village small roads with ancillary culverts and bridges (2022 baseline: 0 km) (OP1.3, 5.1). Progress/Status: Not due yet Data Source: Project progress reports, MIS Actual value: Output: Small-scale water resources infrastructure with climate and disaster resilient features developed or enhanced Indicator: At least 190,000 HHs supported to adopt environmentally sustainable and climate-resilient technologies and O&M practices (2022 baseline: 0 HH) (OP3.2,3.3,5.1,5.3). Progress/Status: Not due yet Data Source: Project progress reports, MIS Actual value: Climate- and disaster-resilient agricultural productivity and profitability in selected geographic areas increasedAverage cropping intensity for average rainfall year in project areas increased to 187% (2022 baseline: 167%) (OP 5.3) Progress/Status: Not Due yet. Data Source: Monitoring and evaluation reports and LGED MIS database. Actual value: Average crop yields increased to 5.26 t/ha for the high-yielding variety boro rice, 4.03 t/ha for the high-yielding variety aman rice, 2.86 t/ha for wheat, and 14.4 t/ha for potato (2022 baseline: 5.12 t/ha for boro, 3.85 t/ha for aman, 2.82 t/ha for wheat, and 13.7 t/ha for potato) (OP 5.3) Progress/Status: Not Due yet. Data Source: Monitoring and evaluation reports and LGED MIS database. Actual value: 220,000 ha benefit area with 87,000 ha (40%) having reduced flood risk (2022 baselines: 0 ha) (OP 3.2) Progress/Status: Not Due yet. Data Source: Monitoring and evaluation reports and LGED MIS database. Actual value: 230,000 households (60% of total beneficiaries HHs) report improved access to water for agricultural and aquaculture purposes (2022 baseline: 0 HH) (OPs 2.1, 2.4, 2.5, 3.1, 5.3) (Cl 1.2.1) Progress/Status: Not Due yet. Data Source: Monitoring and evaluation reports and LGED MIS database. Actual value: 57,000 households (15% of total beneficiary HHs) report improved physical access to markets (2022 baseline: 0 HH). (OP2.5,5.2,5.3) (CI 2.2.6). Progress/Status: Not Due yet. Data Source: Monitoring and evaluation reports and LGED MIS database. Actual value: Livelihood of 30,000 women of poor and smallholder HHs improved by IGAs (2022 baseline: 0 women). (OP1.2,2.1,2.4). Progress/Status: Not Due yet. Data Source: Monitoring and evaluation reports and LGED MIS database. Actual value: At least 30,000 women in performance enhancement subprojects and the BRD benefit from the new business plans developed or supported by the project (2022 baseline: 0 women) (OPs 1.2, 2.1, 2.4, 2.5) Progress/Status: Not Due yet. Data Source: Monitoring and evaluation reports and LGED MIS database. Actual value: XM-DAC-46004-34418-013-GRNT0441Asian Development BankAs overall goal, the Project will enhance economic growth and reduce poverty in the concerned FCD/I areas, while providing a model for rejuvenating the poorly performing FCD/I systems that will be replicated throughout the country. The Project objective is to enhance and sustain the productivity of the selected existing FCD/I systems suffering from low performance and high incidence of poverty, with its scope comprising (i) preparing participatory integrated water management plans (IWMPs) ($0.9 million); (ii) establishing productive and sustainable water management systems through IWMP implementation comprising (a) WMA formation and strengthening with participatory preparation of program implementation plans ($1.5 million), (b) water management infrastructure ($25.3 million), (c) support services for developing agriculture, fishery, and livelihood enhancement of the poor ($3.7 million), and (d) support for establishing sustainable O&M mechanisms ($3.3 million); and (iii) strengthening institutions (including policy and institutional framework and organizational capacities) for effective provision of services to achieve this ends and project management ($7.9 million).Asian Development BankBangladesh Water Development BoardAsian Development BankAsian Development BankSrivastava, Pushkarhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=34418-013 (Closed)&officer= psrivastava@adb.org&division= Agriculture, Food, Nature, and Rural Development Sector Office (SG-AFNR)&projectcountry= BangladeshGopalganj District23.16667 89.91667Faridpur District23.41667 90.16667Magura District23.43333 89.43333Narail District23.13333 89.6Jessore District23.08333 89.16667Rajbari District23.66667 89.55Inclusive economic growthGender Equity and Mainstreaming Governance and capacity development PartnershipsGender Equity and Mainstreaming7000000Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board100000.00Asian Development BankBangladesh Water Development Board14487.43Asian Development BankBangladesh Water Development Board525000.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board32558.82Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board26071.76Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board32437.77Asian Development BankBangladesh Water Development Board58807.25Asian Development BankBangladesh Water Development Board96977.90Asian Development BankBangladesh Water Development Board21684.08Asian Development BankBangladesh Water Development Board310180.34Asian Development BankBangladesh Water Development Board57843.17Asian Development BankBangladesh Water Development Board155136.98Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board45258.87Asian Development BankBangladesh Water Development Board182862.17Asian Development BankBangladesh Water Development Board58291.09Asian Development BankBangladesh Water Development Board98925.94Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board61800.41Asian Development BankBangladesh Water Development Board44285.42Asian Development BankBangladesh Water Development Board145920.91Asian Development BankBangladesh Water Development Board30184.86Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board159819.00Asian Development BankBangladesh Water Development Board73057.23Asian Development BankBangladesh Water Development Board42926.35Asian Development BankBangladesh Water Development Board132500.23Asian Development BankBangladesh Water Development Board48829.67Asian Development BankBangladesh Water Development Board105670.50Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board29221.85Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board156095.63Asian Development BankBangladesh Water Development Board82106.00Asian Development BankBangladesh Water Development Board9703.53Asian Development BankBangladesh Water Development Board31374.43Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board1468.57Asian Development BankBangladesh Water Development Board201549.02Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board133313.80Asian Development BankBangladesh Water Development Board121244.69Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board156983.23Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board135626.28Asian Development BankBangladesh Water Development Board204091.58Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board297599.26Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board413563.65Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board415020.22Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board379510.63Asian Development BankBangladesh Water Development Board6509.44Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board302086.15Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board91444.01Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board101573.04Asian Development BankBangladesh Water Development Board138979.54Asian Development BankBangladesh Water Development Board454102.68Asian Development BankBangladesh Water Development Board35753.04Asian Development BankBangladesh Water Development Board117232.18Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board957601.00Incoming funds from an external organisationGovernment of the NetherlandsAsian Development Bank365000.00Incoming funds from an external organisationGovernment of the NetherlandsAsian Development Bank860000.00Incoming funds from an external organisationGovernment of the NetherlandsAsian Development Bank286000.00Incoming funds from an external organisationGovernment of the NetherlandsAsian Development Bank571000.00Incoming funds from an external organisationGovernment of the NetherlandsAsian Development Bank305000.00Incoming funds from an external organisationGovernment of the NetherlandsAsian Development Bank570000.00Incoming funds from an external organisationGovernment of the NetherlandsAsian Development Bank333000.00Incoming funds from an external organisationGovernment of the NetherlandsAsian Development Bank2752399.00Incoming funds from an external organisationGovernment of the NetherlandsAsian Development BankPerformanceFiduciaryOutput/s as listed by the project staff.Output: Infrastructure facilities of FCDI schemes in the subproject areas restored Indicator: By 2022: 2a. In 11 schemes, FCDI infrastructures are fully functioning. (2015 baseline: in two schemes) Achievement: 0 Progress/Status: Achieved. Rehabilitation of 115 works were completed. Overall physical progress was 100% in all implementation schemes. Data Source: Prepared SIPs, BME report, project progress reportOutput: Institutional capacity for sustainable participatory integrated water resources planning and management Indicator: By 2022: 3a. BWDB uses MIS for O&M monitoring (2015 baseline: No) Achievement: Y Progress/Status: Achieved. Institute of Water modelling (IWM) has developed the MIS/Database of SW-AF project. Comments provided during its demonstration have been used to refine the MIS/Database. Data Source: Project progress reports, BME report Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2022 Target value: Y Actual value: YOutput: Institutional capacity for sustainable participatory integrated water resources planning and management Indicator: 3b. OCWM strengthening proposal approved by BWDB (2015 baseline: Not available) Achievement: Y Progress/Status: Achieved. A committee setup by the BWDB/MOWR has carried out a need-based assessment and proposed a staffing plan, which has been approved by GOB. A regulation (pravidhanmala) is required to be adopted, following which staffing would be strengthened. Data Source: Project progress reports, BME report Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2022 Target value: Y Actual value: YOutput: Institutional capacity for sustainable participatory integrated water resources planning and management Indicator: 3c. BWDB conducts annual auditing for 252 WMGs after WMG registration. (2015 Baseline: 0) Achievement: 293 Progress/Status: Achieved. Target increased from 252 WMGs to 367 WMGs, including 90 active WMGs of original project. BWDB through Directorate of Audit (DOA) has conducted audits in 90 WMGs under original project and 203 WMGs under AF project so total comes to 293 no. WMGs. Data Source: Project progress reports, BME reportOutput: Institutional capacity for sustainable participatory integrated water resources planning and management Indicator: 3d. WMO database of BWDB with sex-disaggregated data is functioning. (2015 baseline: Not available) Achievement: Y Progress/Status: Achieved. WMO database (sex-disaggregated) published in the project website. Data Source: Project progress reports, BME report Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2022 Target value: Y Actual value: YOutput: WMOs capacity for sustainable water resources planning and management in the subproject areas strengthened Indicator: By 2022: 1a. 13 IWMPs approved by ADB(2015 baseline: 9) Achievement: 0 Progress/Status: Achieved. 4 additional IWMPs have been completed. Bamonkhali-Barnali, Purulia-Charbhatpara and Arol Beel completed, while IWMP of Sunamukhi-Banmander is replaced with FS Tungipara & Kotalipara - which has also been completed and endorsed by BWDB. Data Source: Prepared plans; project progress reportsOutput: Indicator Indicator: 1b. 36 SIPs with sex disaggregated data are endorsed by WMAs. (2015 baseline: 14 Achievement: 0 Progress/Status: Achieved. 23 additional SIPs have been completed and endorsed by WMAs. The total number of SIPs are 37. Data Source: Prepared SIPs, project progress reports, project websitesOutput: Indicator Indicator: 1c. 70% of beneficiary household are enrolled as members of WMGs with 33% women participation (2015 baseline: 0% in 9 subproject areas) Achievement: 71 Progress/Status: Achieved. A total of 112,634 (100%) members have enrolled against target of 112,319 (71% of total household no. 159,297). Of these 57,393 (51%) of WMG members are females. 36% of EC members are females and all ECs have six sub-committees with minimum 33% female members. Data Source: BME reports, project progress reports, project completion reportOutput: Indicator Indicator: 1d. 252 WMGs completed agriculture, fisheries, and livelihood programs and achieve SIP targets with 33% women participation (2015 baseline: in 102 WMGs) Achievement: 357 Progress/Status: Achieved. Target increased from 150 WMGs to 267 WMGs, all of which have been formed and registered. Thus, the total number of WMGs including original project (90 WMGs.) is 357. Agriculture and fisheries programs have been progressed 104% and 75%, respectively. Female participation in collective action is 43%. Data Source: BME reports, project progress reports, project completion reportOutput: Indicator Indicator: 1e. O&M transfer agreements are signed with WMOs concerned for all structures planned in SIPs (2015 baseline: 13 agreements) Achievement: Y Progress/Status: Achieved. 23 nos. O&M transfer agreements have been signed with WMOs. O&M Guidelines have been distributed to each WMA. Data Source: BME reports, project progress reports, project completion report Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2022 Target value: Y Actual value: YEnhanced productivity and sustainability of existing FCD/I systemsBy 2022: a. Cropping intensity increased to 235% (2013 baseline: 205 %) Achievement: 248 Progress/Status: Overachieved. Cropping Intensity increased to 248%. (As per sample survey of the project area). Data Source: BME reports, annual data from district offices of the Department of Agriculture Extensionb. Annual rice production increased to 2.61 t/ha (2013 baseline: 1.62 t/ha) Achievement: 3.84 Progress/Status: Overachieved. Annual rice production increased to 3.84 t/ha, (As per sample survey of the project area). Data Source: BME reports, annual data from district offices of the Department of Agriculture Extensionc. Annual production of cultural fisheries increased to 3,729 t (2013 baseline: 2,076.6 t) Achievement: 3583 Progress/Status: Partially achieved. Annual production of cultural fisheries increased to 3,583 t as per DOF and ISPMC field data. Data Source: BME reports, WMO household survey, annual data from district offices of the Department of Fisheries Target value: 3,729d. Average annual household income of WMG members increased to Tk64,758, with female headed households data provided. (2013 baseline: Tk50,727) Achievement: 86400 Progress/Status: Overachieved. Average estimated annual household income of WMG members increased to Tk. 86,400. Data collected from income impact assessment survey for female headed household. Data Source: BME reports, WMO household survey XM-DAC-46004-57194-001-LN4451Asian Development BankThe Government of Bangladesh has committed social protection as one of its most prioritized agenda. The government formulated the National Social Security Strategy (NSSS) in 2015 to provide a long-term vision of developing an inclusive social protection system. Aligned with the NSSS, Asian Development Bank (ADB) provided the first Strengthening Social Resilience Program (SSRP) in 2021 to enhance inclusiveness and responsiveness of social protection in Bangladesh. The first SSRP helped the government increase the coverage of social protection, improve financial inclusion of disadvantaged people, and strengthen response to diverse protection needs. Building on the first SSRP's achievements, the proposed program will further support the government in enhancing protective and preventive social protection, aligned with Phase II Action Plan of NSSS (2021-2026).Asian Development BankFinance Division, MOF (EA)Asian Development BankAsian Development BankShiroishi, Hiroko Uchimurahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=57194-001 (Active)&officer= huchimura@adb.org&division= Human and Social Development Sector Office (SG-HSD)&projectcountry= BangladeshBangladesh23.89507 90.29226Effective gender mainstreaming (EGM)Addressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityStrengthening governance and institutional capacity250000000Asian Development BankFinance Division, MOF (EA)250000000.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)2263888.89Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)2500000.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)2500000.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)2500000.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)PolicyPerformanceFiduciaryPolicy Action/s as listed by the project staff. Action 1: MOSW adopted a policy to consolidate the cash-based programs for persons with disabilities administered by DSS from two programs to one program to improve administrative efficiency in social protection program management. Target date: 2024-05-31 Action 2: MOSW adopted and commenced Bangladesh's first scheme to verify if beneficiaries are alive or deceased for all cash-based social protection programs, administered by DSS, to minimize leakage and misuse of social protection resources and to improve overall efficiency in social protection program management. Target date: 2024-05-31 Action 3: CCSSP approved an increase in the monthly allowance of WA by 10%, and the Cabinet approved raising the income threshold of WA's eligibility criteria, to provide protection commensurate with inflation and economic conditions. Target date: 2024-05-31 Action 1: MOSW adopted a policy to consolidate the cash-based programs for persons with disabilities administered by DSS from two programs to one program to improve administrative efficiency in social protection program management. Target date: 2024-05-31Policy 1: Social protection program management improved Outcome 2: WA's benefits increased at least by 20% (2023 baseline: Tk500/month). Action 2: MOSW adopted and commenced Bangladesh's first scheme to verify if beneficiaries are alive or deceased for all cash-based social protection programs, administered by DSS, to minimize leakage and misuse of social protection resources and to improve overall efficiency in social protection program management. Target date: 2024-05-31 Action 3: CCSSP approved an increase in the monthly allowance of WA by 10%, and the Cabinet approved raising the income threshold of WA's eligibility criteria, to provide protection commensurate with inflation and economic conditions. Target date: 2024-05-31 Action 1: MOSW adopted a policy to consolidate the cash-based programs for persons with disabilities administered by DSS from two programs to one program to improve administrative efficiency in social protection program management. Target date: 2024-05-31Policy 1: Social protection program management improved Outcome 3: At least one adaptable social protection program (a social protection program integrated adaptive measures) commenced (2023 baseline: NA) Action 2: MOSW adopted and commenced Bangladesh's first scheme to verify if beneficiaries are alive or deceased for all cash-based social protection programs, administered by DSS, to minimize leakage and misuse of social protection resources and to improve overall efficiency in social protection program management. Target date: 2024-05-31 Action 3: CCSSP approved an increase in the monthly allowance of WA by 10%, and the Cabinet approved raising the income threshold of WA's eligibility criteria, to provide protection commensurate with inflation and economic conditions. Target date: 2024-05-31 Action 1: CCSSP approved an increase in the WA's beneficiary coverage to expand protection for vulnerable women. Target date: 2024-05-31Policy 2: Protection for vulnerable groups strengthened Outcome 1: 3,000 women workers received the improved maternity benefits based on international standards and Bangladesh Labour Law (2022 baseline: 2,845) Action 2: MOSW approved a revised policy to expand coverage of the transgender people's livelihood support program by removing the age limitation of 50 years old or above from the eligibility criteria. Target date: 2024-05-31 Action 3: The Cabinet Division issued the directive, for the first time in Bangladesh, on adaptive social protection to guide ministries and agencies in making social protection more adaptive to the impacts of climate change. Target date: 2024-05-31 Action 4: The Cabinet Division established the Committee on Adaptive Social Protection, under the CMC, to oversee the implementation of adaptive social protection under ministries and agencies. Target date: 2024-05-31 Action 1: CCSSP approved an increase in the WA's beneficiary coverage to expand protection for vulnerable women. Target date: 2024-05-31Policy 2: Protection for vulnerable groups strengthened NA Action 2: MOSW approved a revised policy to expand coverage of the transgender people's livelihood support program by removing the age limitation of 50 years old or above from the eligibility criteria. Target date: 2024-05-31 Action 3: The Cabinet Division issued the directive, for the first time in Bangladesh, on adaptive social protection to guide ministries and agencies in making social protection more adaptive to the impacts of climate change. Target date: 2024-05-31 Action 4: The Cabinet Division established the Committee on Adaptive Social Protection, under the CMC, to oversee the implementation of adaptive social protection under ministries and agencies. Target date: 2024-05-31 Action 1: CCSSP approved an increase in the WA's beneficiary coverage to expand protection for vulnerable women. Target date: 2024-05-31Policy 2: Protection for vulnerable groups strengthened NA Action 2: MOSW approved a revised policy to expand coverage of the transgender people's livelihood support program by removing the age limitation of 50 years old or above from the eligibility criteria. Target date: 2024-05-31 Action 3: The Cabinet Division issued the directive, for the first time in Bangladesh, on adaptive social protection to guide ministries and agencies in making social protection more adaptive to the impacts of climate change. Target date: 2024-05-31 Action 4: The Cabinet Division established the Committee on Adaptive Social Protection, under the CMC, to oversee the implementation of adaptive social protection under ministries and agencies. Target date: 2024-05-31 Action 1: MOLE established the EIS Governance Board to oversee the implementation of the EIS pilot in the RMG sector. Target date: 2024-05-31Policy 3: Social protection program scope improved NA Action 2: The EIS Governance Board approved the Governance Rules to improve transparency and accountability in the management of the EIS pilot in the RMG sector. Target date: 2024-05-31 Action 3: MOLE established a tripartite Committee on Social Protection to oversee implementation of NSIS and social protection for workers. Target date: 2024-05-31 Action 4: BB approved and increased two-fold the fund scale of Small Enterprise Refinancing Scheme for Women Entrepreneurs to enhance the access to financial services by women small business operators. Target date: 2024-05-31 Action 1: MOLE established the EIS Governance Board to oversee the implementation of the EIS pilot in the RMG sector. Target date: 2024-05-31Policy 3: Social protection program scope improved NA Action 2: The EIS Governance Board approved the Governance Rules to improve transparency and accountability in the management of the EIS pilot in the RMG sector. Target date: 2024-05-31 Action 3: MOLE established a tripartite Committee on Social Protection to oversee implementation of NSIS and social protection for workers. Target date: 2024-05-31 Action 4: BB approved and increased two-fold the fund scale of Small Enterprise Refinancing Scheme for Women Entrepreneurs to enhance the access to financial services by women small business operators. Target date: 2024-05-31 Action 1: MOLE established the EIS Governance Board to oversee the implementation of the EIS pilot in the RMG sector. Target date: 2024-05-31Policy 3: Social protection program scope improved NA Action 2: The EIS Governance Board approved the Governance Rules to improve transparency and accountability in the management of the EIS pilot in the RMG sector. Target date: 2024-05-31 Action 3: MOLE established a tripartite Committee on Social Protection to oversee implementation of NSIS and social protection for workers. Target date: 2024-05-31 Action 4: BB approved and increased two-fold the fund scale of Small Enterprise Refinancing Scheme for Women Entrepreneurs to enhance the access to financial services by women small business operators. Target date: 2024-05-31 Action 1: MOLE established the EIS Governance Board to oversee the implementation of the EIS pilot in the RMG sector. Target date: 2024-05-31Policy 3: Social protection program scope improved NA Action 2: The EIS Governance Board approved the Governance Rules to improve transparency and accountability in the management of the EIS pilot in the RMG sector. Target date: 2024-05-31 Action 3: MOLE established a tripartite Committee on Social Protection to oversee implementation of NSIS and social protection for workers. Target date: 2024-05-31 Action 4: BB approved and increased two-fold the fund scale of Small Enterprise Refinancing Scheme for Women Entrepreneurs to enhance the access to financial services by women small business operators. Target date: 2024-05-31 XM-DAC-46004-51311-002-LN4561Asian Development BankThe additional financing will provide BIFFL with long-term financing to continue supporting critical infrastructure development in line with the government's priorities. It will catalyze private sector financing through PPPs, reduce pressure on public finance to address infrastructure development deficits in the country, and create more employment opportunities.Asian Development BankMinistry of FinanceAsian Development BankAsian Development BankParam Soothy, Rubenhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=51311-002 (Active)&officer= rparamsoothy@adb.org&division= Finance Sector Office (SG-FIN)&projectcountry= BangladeshBangladesh23.89507 90.29226Effective gender mainstreaming (EGM)Addressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityStrengthening governance and institutional capacity100000000Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance29455857.18Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance17076264.93Asian Development BankMinistry of Finance3000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance5000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance379867.86Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance1071572.15Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of FinancePerformanceFiduciaryOutput/s as listed by the project staff.Output: BIFFL?s institutional capacity to finance PPP infrastructure projects improved Indicator: Key policy documents including (i) Risk Appetite Framework and Risk Mapping, (ii) Risk Management Policy, (iii) Comprehensive HR policy; (iv) Treasury Policy, and (iv) Procurement Policy developed and approved by BIFFL board by 2027 Data Source: ADB project review missions, BIFFL project monitoring and review reports, and/or ADB TA consultant reports Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2027 Target value: YOutput: BIFFL?s institutional capacity to finance PPP infrastructure projects improved Indicator: Capacity development training in line with the capacity development plan conducted on key and emerging operational areas such as climate financing and corporate governance, including a study tour Data Source: ADB project review missions, BIFFL project monitoring and review reports, and/or ADB TA consultant reports Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2028 Target value: YOutput: BIFFL?s institutional capacity to finance PPP infrastructure projects improved Indicator: At least 80% of all BIFFL staff engaged in operations and safeguards (including at least 90% relevant female staff in operations and safeguards) have knowledge of GESI, and safeguard compliance increased by 2026 (TI 6.2.3) Data Source: ADB project review missions, BIFFL project monitoring and review reports, and/or ADB TA consultant reports Actual value: Output: BIFFL?s institutional capacity to finance PPP infrastructure projects improved Indicator: A functioning GESI and safeguards unit to screen, appraise, and categorize subprojects established by August 2020 September 2025 Progress/Status: A functioning GESI and safeguards unit is established. Data Source: ADB project review missions, BIFFL project monitoring and review reports, and/or ADB TA consultant reports Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2025 Target value: YOutput: BIFFL?s institutional capacity to finance PPP infrastructure projects improved Indicator: At least 30% of all operational staff with increased awareness in gender-responsive infrastructure by 2028 Data Source: ADB project review missions, BIFFL project monitoring and review reports, and/or ADB TA consultant reports Actual value: Output: BIFFL?s institutional capacity to finance PPP infrastructure projects improved Indicator: At least one independent director elected to the board by 2026 Data Source: ADB project review missions, BIFFL project monitoring and review reports, and/or ADB TA consultant reports Actual value: Output: BIFFL?s institutional capacity to finance PPP infrastructure projects improved Indicator: Institution-wide GESI strategy developed and approved by 2026 Data Source: ADB project review missions, BIFFL project monitoring and review reports, and/or ADB TA consultant reports Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2026 Target value: YOutput: Long-term debt to infrastructure subprojects provided Indicator: Up to $150 million funding provided to qualified infrastructure subprojects by BIFFL during 2020-2029 (TI 1.3.1) Progress/Status: As of September 2025, ADB disbursed $29.45 million to BIFFL for supporting two eligible PPP subprojects. Data Source: ADB project review and related disbursement data, BIFFL project monitoring and review reports, and BIFFL annual reports Baseline year: 2019 Baseline value: 0 Target year: 2029 Target value: $150000000Output: Long-term debt to infrastructure subprojects provided Indicator: At least two PPP projects supported by BIFFL by 2029 (TI 1.3.1) Progress/Status: BIFFL is supporting two eligible PPP subprojects. Data Source: ADB project review and related disbursement data, BIFFL project monitoring and review reports, and BIFFL annual reports Actual value: Output: Long-term debt to infrastructure subprojects provided Indicator: Gender screening of at least one subproject funded by ADB by 2029 Data Source: ADB project review and related disbursement data, BIFFL project monitoring and review reports, and BIFFL annual reports Actual value: Availability of long-term financing for PPP infrastructure projects increased, and new employment opportunities createdAt least $100 million private sector equity (in ADB-financed PPP subprojects) leveraged by BIFFL during 2020-2029 to expand PPP projects (TI 1.3.1) Data Source: Annual audited statement of the utilization of funds, BIFFL project monitoring and review reports and BIFFL annual reports, Government of Bangladesh reports, ADB project review missions, and consultant reviews Actual value: At least $200 million private sector commercial debt (in ADB-financed PPP subprojects) leveraged by BIFFL during 2020-2029 to expand PPP projects (2019 baseline: 0) (TI 1.3.1) Data Source: Annual audited statement of the utilization of funds, BIFFL project monitoring and review reports and BIFFL annual reports, Government of Bangladesh reports, ADB project review missions, and consultant reviews Actual value: About 3,500 jobs in PPP subprojects supported by BIFFL, throughout the full PPP subproject cycle, created during 2020-2029 (RFI 1.2) Data Source: Annual audited statement of the utilization of funds, BIFFL project monitoring and review reports and BIFFL annual reports, Government of Bangladesh reports, ADB project review missions, and consultant reviews Actual value: XM-DAC-46004-58020-001-LN4571Asian Development BankThe program enables the government to address structural weaknesses in mobilizing domestic resources, enabling investment climate, facilitating trade and logistics, and promoting transparency and good governance. A programmatic approach with two subprograms ($600 million each) is designed to sequentially implement complex reforms focusing on three reform areas: (i) fiscal management strengthened; (ii) state-owned enterprise (SOE) governance and investment climate improved; and (iii) trade policy and logistics strengthened. Subprogram 1 supports the government in initiating tax expenditure rationalization, tax administration automation and digitalization, data transparency, public investment management (PIM) system improvement, SOE governance and fiscal risk monitoring strengthening, regulatory environment streamlining, and trade facilitation.Asian Development BankFinance Division, MOF (EA)Asian Development BankAsian Development BankRahman, Aminurhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=58020-001 (Active)&officer= amrahman@adb.org&division= Public Sector Management and Governance Sector Office (SG-PSMG)&projectcountry= BangladeshBangladesh23.89507 90.29226Some gender elements (SGE)Addressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityStrengthening governance and institutional capacityFostering regional cooperation and integration91764000000Asian Development BankFinance Division, MOF (EA)587064167.40Asian Development BankFinance Division, MOF (EA)1853032.70Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)2169585.45Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)3174195.26Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)PolicyPerformanceFiduciaryPolicy Action/s as listed by the project staff. Action 1: To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains. Action 1: To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains. Action 2: To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.f Action 2: To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.f Action 3: To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. h Action 3: To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. h Action 4: To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.j Action 4: To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.j Action 5: (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle. Action 5: (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle. Action 6: To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028. Action 6: To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028. Action 7: 1.1. To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains. 1.2. To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.f 1.3. To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. h 1.4. To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.j 1.5. (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle. 1.6. To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028. To streamline the approval of the public projects through enhanced digitalization, the Planning Commission integrated the Ministry Assessment Format (MAF) and Sector Assessment Format (SAF) system with the Project Appraisal Management System (PAMS) and Project Processing Appraisal and Management System (PPS). Action 7: 1.1. To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains. 1.2. To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.f 1.3. To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. h 1.4. To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.j 1.5. (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle. 1.6. To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028. To streamline the approval of the public projects through enhanced digitalization, the Planning Commission integrated the Ministry Assessment Format (MAF) and Sector Assessment Format (SAF) system with the Project Appraisal Management System (PAMS) and Project Processing Appraisal and Management System (PPS). Action 1: The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services. Action 1: The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services. Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.i Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.i Action 3: To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs. Action 3: To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs. Action 4: To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.k Action 4: To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.k Action 5: To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs. Action 5: To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs. Action 6: The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors. Action 6: The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors. Action 7: 2.1. The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services.e 2.2. NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.i 2.3. To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs. 2.4. To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.k 2.5. To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs. 2.6. The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors. To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division will update and implement its Guideline for Public Investment Project Preparation, Processing, Approval, and Revision. n Action 7: 2.1. The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services.e 2.2. NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.i 2.3. To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs. 2.4. To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.k 2.5. To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs. 2.6. The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors. To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division will update and implement its Guideline for Public Investment Project Preparation, Processing, Approval, and Revision. n Action 1: To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains. Action 2: To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.f Action 3: To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. h Action 4: To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.j Action 5: (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle. Action 6: To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028. Action 7: 1.1. To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains. 1.2. To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.f 1.3. To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. h 1.4. To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.j 1.5. (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle. 1.6. To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028. To streamline the approval of the public projects through enhanced digitalization, the Planning Commission integrated the Ministry Assessment Format (MAF) and Sector Assessment Format (SAF) system with the Project Appraisal Management System (PAMS) and Project Processing Appraisal and Management System (PPS). Action 1: The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services. Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.i Action 3: To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs. Action 4: To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.k Action 5: To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs. Action 6: The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors. Action 7: 2.1. The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services.e 2.2. NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.i 2.3. To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs. 2.4. To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.k 2.5. To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs. 2.6. The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors. To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division will update and implement its Guideline for Public Investment Project Preparation, Processing, Approval, and Revision. n Action 1: To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains. Action 2: To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.f Action 3: To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. h Action 4: To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.j Action 5: (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle. Action 6: To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028. Action 7: 1.1. To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains. 1.2. To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.f 1.3. To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. h 1.4. To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.j 1.5. (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle. 1.6. To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028. To streamline the approval of the public projects through enhanced digitalization, the Planning Commission integrated the Ministry Assessment Format (MAF) and Sector Assessment Format (SAF) system with the Project Appraisal Management System (PAMS) and Project Processing Appraisal and Management System (PPS). Action 1: The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services. Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.i Action 3: To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs. Action 4: To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.k Action 5: To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs. Action 6: The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors. Action 7: 2.1. The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services.e 2.2. NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.i 2.3. To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs. 2.4. To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.k 2.5. To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs. 2.6. The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors. To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division will update and implement its Guideline for Public Investment Project Preparation, Processing, Approval, and Revision. n Action 1: To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains. Action 1: To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains. Action 2: To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.f Action 2: To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.f Action 3: To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. h Action 3: To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. h Action 4: To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.j Action 4: To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.j Action 5: (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle. Action 5: (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle. Action 6: To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028. Action 6: To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028. Action 7: 1.1. To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains. 1.2. To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.f 1.3. To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. h 1.4. To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.j 1.5. (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle. 1.6. To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028. To streamline the approval of the public projects through enhanced digitalization, the Planning Commission integrated the Ministry Assessment Format (MAF) and Sector Assessment Format (SAF) system with the Project Appraisal Management System (PAMS) and Project Processing Appraisal and Management System (PPS). Action 7: 1.1. To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains. 1.2. To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.f 1.3. To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. h 1.4. To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.j 1.5. (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle. 1.6. To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028. To streamline the approval of the public projects through enhanced digitalization, the Planning Commission integrated the Ministry Assessment Format (MAF) and Sector Assessment Format (SAF) system with the Project Appraisal Management System (PAMS) and Project Processing Appraisal and Management System (PPS). Action 1: The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services. Action 1: The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services. Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.i Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.i Action 3: To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs. Action 3: To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs. Action 4: To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.k Action 4: To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.k Action 5: To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs. Action 5: To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs. Action 6: The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors. Action 6: The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors. Action 7: 2.1. The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services.e 2.2. NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.i 2.3. To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs. 2.4. To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.k 2.5. To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs. 2.6. The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors. To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division will update and implement its Guideline for Public Investment Project Preparation, Processing, Approval, and Revision. n Action 7: 2.1. The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services.e 2.2. NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.i 2.3. To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs. 2.4. To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.k 2.5. To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs. 2.6. The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors. To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division will update and implement its Guideline for Public Investment Project Preparation, Processing, Approval, and Revision. n Action 1: To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains. Action 2: To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.f Action 3: To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. h Action 4: To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.j Action 5: (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle. Action 6: To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028. Action 7: 1.1. To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains. 1.2. To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.f 1.3. To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. h 1.4. To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.j 1.5. (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle. 1.6. To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028. To streamline the approval of the public projects through enhanced digitalization, the Planning Commission integrated the Ministry Assessment Format (MAF) and Sector Assessment Format (SAF) system with the Project Appraisal Management System (PAMS) and Project Processing Appraisal and Management System (PPS). Action 1: The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services. Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.i Action 3: To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs. Action 4: To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.k Action 5: To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs. Action 6: The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors. Action 7: 2.1. The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services.e 2.2. NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.i 2.3. To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs. 2.4. To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.k 2.5. To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs. 2.6. The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors. To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division will update and implement its Guideline for Public Investment Project Preparation, Processing, Approval, and Revision. n Action 1: To improve fiscal risk management related to SOEs, the Finance Division (FD), Ministry of Finance (MOF) adopted the policy directives/ circular (i) to include 10 power sector SOEs having largest contingent liabilities under direct fiscal monitoring by Monitoring Cell (MC) and to implement Public Service Obligations (PSO) guidance for their performance improvement; (ii) that 30 largest (in terms of liabilities/assets) SOEs to publish their audited financial statements (within 6 months after the end of the financial year) and aggregate report on their performance, budget, and other activities available under AFS; and (iii) that all SOEs adopt a code of conduct developed by FD, MOF by March 2025 Base year: 2023 Base value: N Target date: 2024-11-30 Target value: YPolicy 2: SOE governance and investment climate improved Outcome 1: At least 30% of all commercial SOEs monitored by FD, MOF adopted business plans consistent with their commercial mandate and are subject to annual performance evaluation against the corresponding business plan Action 2: To improve the transparency and accountability of SOEs, FD, MOF issued the policy directive/circular that by December 2025, all listed SOEs (i) to comply with the Code of Corporate Governance following OECD guideline; and (ii) to ensure at least 20% of Board of Directors (BOD) are independent. Base year: 2023 Base value: N Target date: 2024-11-30 Target value: Y Action 3: To facilitate business creation and operation, the Bangladesh Investment Development Authority (BIDA): (i) simplified and streamlined through the digital one-stop-service (OSS) the issuance of the trade licenses, Department of Inspection of Factories Establishment licenses, and environmental clearances (initially in Dhaka South City Corporation, Dhaka North City Corporation and Chattogram City Corporation), and the opening of online bank accounts ; (ii) integrated Registrar of Joint Stock Companies and Firms (RJSC) services, BTCL services, and Trade-related services, and Water Utility connections to digital OSS. Base year: 2023 Base value: N Target date: 2024-11-30 Target value: Y Action 4: To facilitate Foreign Direct Investment (FDI) and improve foreign exchange reserves, the government (i) through Bangladesh Bank enhances legal frameworks to attract FDI by enacting the new Offshore Banking Actr and (ii) through RJSC established 7 working days for approval of notice of issue/transfer of shares by updating its Citizen Charter. Base year: 2023 Base value: N Target date: 2024-11-30 Target value: Y Action 5: To prevent artificial price fixing practices and ensure a fair market, Bangladesh Competition Commission (BCC) issued the Statutory Regulatory Order (SRO) to industry and trade associations to conduct meetings and discussions transparently without sharing trade sensitive data. Base year: 2023 Base value: N Target date: 2024-11-30 Target value: Y Action 1: To further enhance fiscal risk management and improve SOE performance, the FD, MOF will (i) issue the SOE Ownership Policy; (ii) mandate that 50 largest commercial SOEs will implement Public Service Obligations (PSOs)p and will publish their audited Financial Statements within 6 months from end of the financial year; and(iii) FD, MOF will publish fiscal risk report of 30 largest commercial SOEs, and aggregate report on 50 SOEs on their performance, budget, level of government support, and governance. Base year: 2023 Base value: N Target date: 2026-03-31 Target value: YPolicy 2: SOE governance and investment climate improved Outcome 1: At least 30% of all commercial SOEs monitored by FD, MOF adopted business plans consistent with their commercial mandate and are subject to annual performance evaluation against the corresponding business plan Action 2: To further enhance SOE management, FD, MOF will issue a circular that (i) by October 2026, all unlisted SOEs will have at least 20% their BOD as independent and 25% as female members. Base year: 2023 Base value: N Target date: 2026-03-31 Target value: Y Action 3: To improve and modernize quality public services to businesses, BIDA will (i) enhance the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expand the issuance and renewal of the trade license, DIFE licenses, and environmental clearances in additional nine city corporations; and (iii) establish BIDA helpdesk/support center for businesses. Base year: 2023 Base value: N Target date: 2026-03-31 Target value: Y Action 4: To promote a level playing field for private sector, including for women entrepreneurs,s and climate responsive businesses, the government will amend the Companies Act (1994) and obtain Cabinet Approval for submission to the Parliament. Base year: 2023 Base value: N Target date: 2026-03-31 Target value: Y Action 5: To further promote FDI and facilitate domestic investment, the government through BIDA will design and implement a comprehensive new Investment Policy. Base year: 2023 Base value: N Target date: 2026-03-31 Target value: Y Action 6: To strengthen PPPs, the PPPA will (i) adopt an appropriate procurement modality through value-for-money (VFM) assessment and pilot it in targeted line ministries and agencies; (ii) implement the updated gender responsive PPP screening tools and methodology in line ministries and agencies; (iii) update “Procurement Guidelines for PPP Projects, 2018” considering small scale social infrastructure PPP projects, which are SDG compliant, gender responsive and climate smart; and (iv) develop and implement a policy for climate resilient Infrastructure PPPs. Base year: 2023 Base value: N Target date: 2026-03-31 Target value: Y Action 1: To improve fiscal risk management related to SOEs, the Finance Division (FD), Ministry of Finance (MOF) adopted the policy directives/ circular (i) to include 10 power sector SOEs having largest contingent liabilities under direct fiscal monitoring by Monitoring Cell (MC) and to implement Public Service Obligations (PSO) guidance for their performance improvement; (ii) that 30 largest (in terms of liabilities/assets) SOEs to publish their audited financial statements (within 6 months after the end of the financial year) and aggregate report on their performance, budget, and other activities available under AFS; and (iii) that all SOEs adopt a code of conduct developed by FD, MOF by March 2025 Base year: 2023 Base value: N Target date: 2024-11-30 Target value: YPolicy 2: SOE governance and investment climate improved Outcome 2: Total profitability for SOEs monitored by FD, MOF increases, with at least 30% of all monitored SOEs improved their profitability by 10%. Action 2: To improve the transparency and accountability of SOEs, FD, MOF issued the policy directive/circular that by December 2025, all listed SOEs (i) to comply with the Code of Corporate Governance following OECD guideline; and (ii) to ensure at least 20% of Board of Directors (BOD) are independent. Base year: 2023 Base value: N Target date: 2024-11-30 Target value: Y Action 3: To facilitate business creation and operation, the Bangladesh Investment Development Authority (BIDA): (i) simplified and streamlined through the digital one-stop-service (OSS) the issuance of the trade licenses, Department of Inspection of Factories Establishment licenses, and environmental clearances (initially in Dhaka South City Corporation, Dhaka North City Corporation and Chattogram City Corporation), and the opening of online bank accounts ; (ii) integrated Registrar of Joint Stock Companies and Firms (RJSC) services, BTCL services, and Trade-related services, and Water Utility connections to digital OSS. Base year: 2023 Base value: N Target date: 2024-11-30 Target value: Y Action 4: To facilitate Foreign Direct Investment (FDI) and improve foreign exchange reserves, the government (i) through Bangladesh Bank enhances legal frameworks to attract FDI by enacting the new Offshore Banking Actr and (ii) through RJSC established 7 working days for approval of notice of issue/transfer of shares by updating its Citizen Charter. Base year: 2023 Base value: N Target date: 2024-11-30 Target value: Y Action 5: To prevent artificial price fixing practices and ensure a fair market, Bangladesh Competition Commission (BCC) issued the Statutory Regulatory Order (SRO) to industry and trade associations to conduct meetings and discussions transparently without sharing trade sensitive data. Base year: 2023 Base value: N Target date: 2024-11-30 Target value: Y Action 1: To further enhance fiscal risk management and improve SOE performance, the FD, MOF will (i) issue the SOE Ownership Policy; (ii) mandate that 50 largest commercial SOEs will implement Public Service Obligations (PSOs)p and will publish their audited Financial Statements within 6 months from end of the financial year; and(iii) FD, MOF will publish fiscal risk report of 30 largest commercial SOEs, and aggregate report on 50 SOEs on their performance, budget, level of government support, and governance. Base year: 2023 Base value: N Target date: 2026-03-31 Target value: YPolicy 2: SOE governance and investment climate improved Outcome 2: Total profitability for SOEs monitored by FD, MOF increases, with at least 30% of all monitored SOEs improved their profitability by 10%. Action 2: To further enhance SOE management, FD, MOF will issue a circular that (i) by October 2026, all unlisted SOEs will have at least 20% their BOD as independent and 25% as female members. Base year: 2023 Base value: N Target date: 2026-03-31 Target value: Y Action 3: To improve and modernize quality public services to businesses, BIDA will (i) enhance the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expand the issuance and renewal of the trade license, DIFE licenses, and environmental clearances in additional nine city corporations; and (iii) establish BIDA helpdesk/support center for businesses. Base year: 2023 Base value: N Target date: 2026-03-31 Target value: Y Action 4: To promote a level playing field for private sector, including for women entrepreneurs,s and climate responsive businesses, the government will amend the Companies Act (1994) and obtain Cabinet Approval for submission to the Parliament. Base year: 2023 Base value: N Target date: 2026-03-31 Target value: Y Action 5: To further promote FDI and facilitate domestic investment, the government through BIDA will design and implement a comprehensive new Investment Policy. Base year: 2023 Base value: N Target date: 2026-03-31 Target value: Y Action 6: To strengthen PPPs, the PPPA will (i) adopt an appropriate procurement modality through value-for-money (VFM) assessment and pilot it in targeted line ministries and agencies; (ii) implement the updated gender responsive PPP screening tools and methodology in line ministries and agencies; (iii) update “Procurement Guidelines for PPP Projects, 2018” considering small scale social infrastructure PPP projects, which are SDG compliant, gender responsive and climate smart; and (iv) develop and implement a policy for climate resilient Infrastructure PPPs. Base year: 2023 Base value: N Target date: 2026-03-31 Target value: Y Action 1: To improve fiscal risk management related to SOEs, the Finance Division (FD), Ministry of Finance (MOF) adopted the policy directives/ circular (i) to include 10 power sector SOEs having largest contingent liabilities under direct fiscal monitoring by Monitoring Cell (MC) and to implement Public Service Obligations (PSO) guidance for their performance improvement; (ii) that 30 largest (in terms of liabilities/assets) SOEs to publish their audited financial statements (within 6 months after the end of the financial year) and aggregate report on their performance, budget, and other activities available under AFS; and (iii) that all SOEs adopt a code of conduct developed by FD, MOF by March 2025 Action 2: To improve the transparency and accountability of SOEs, FD, MOF issued the policy directive/circular that by December 2025, all listed SOEs (i) to comply with the Code of Corporate Governance following OECD guideline; and (ii) to ensure at least 20% of Board of Directors (BOD) are independent. Action 3: To facilitate business creation and operation, the Bangladesh Investment Development Authority (BIDA): (i) simplified and streamlined through the digital one-stop-service (OSS) the issuance of the trade licenses, Department of Inspection of Factories Establishment licenses, and environmental clearances (initially in Dhaka South City Corporation, Dhaka North City Corporation and Chattogram City Corporation), and the opening of online bank accounts ; (ii) integrated Registrar of Joint Stock Companies and Firms (RJSC) services, BTCL services, and Trade-related services, and Water Utility connections to digital OSS. Action 4: To facilitate Foreign Direct Investment (FDI) and improve foreign exchange reserves, the government (i) through Bangladesh Bank enhances legal frameworks to attract FDI by enacting the new Offshore Banking Actr and (ii) through RJSC established 7 working days for approval of notice of issue/transfer of shares by updating its Citizen Charter. Action 5: To prevent artificial price fixing practices and ensure a fair market, Bangladesh Competition Commission (BCC) issued the Statutory Regulatory Order (SRO) to industry and trade associations to conduct meetings and discussions transparently without sharing trade sensitive data. Action 1: To further enhance fiscal risk management and improve SOE performance, the FD, MOF will (i) issue the SOE Ownership Policy; (ii) mandate that 50 largest commercial SOEs will implement Public Service Obligations (PSOs)p and will publish their audited Financial Statements within 6 months from end of the financial year; and(iii) FD, MOF will publish fiscal risk report of 30 largest commercial SOEs, and aggregate report on 50 SOEs on their performance, budget, level of government support, and governance. Action 2: To further enhance SOE management, FD, MOF will issue a circular that (i) by October 2026, all unlisted SOEs will have at least 20% their BOD as independent and 25% as female members. Action 3: To improve and modernize quality public services to businesses, BIDA will (i) enhance the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expand the issuance and renewal of the trade license, DIFE licenses, and environmental clearances in additional nine city corporations; and (iii) establish BIDA helpdesk/support center for businesses. Action 4: To promote a level playing field for private sector, including for women entrepreneurs,s and climate responsive businesses, the government will amend the Companies Act (1994) and obtain Cabinet Approval for submission to the Parliament. Action 5: To further promote FDI and facilitate domestic investment, the government through BIDA will design and implement a comprehensive new Investment Policy. Action 6: To strengthen PPPs, the PPPA will (i) adopt an appropriate procurement modality through value-for-money (VFM) assessment and pilot it in targeted line ministries and agencies; (ii) implement the updated gender responsive PPP screening tools and methodology in line ministries and agencies; (iii) update “Procurement Guidelines for PPP Projects, 2018” considering small scale social infrastructure PPP projects, which are SDG compliant, gender responsive and climate smart; and (iv) develop and implement a policy for climate resilient Infrastructure PPPs. Action 1: To improve fiscal risk management related to SOEs, the Finance Division (FD), Ministry of Finance (MOF) adopted the policy directives/ circular (i) to include 10 power sector SOEs having largest contingent liabilities under direct fiscal monitoring by Monitoring Cell (MC) and to implement Public Service Obligations (PSO) guidance for their performance improvement; (ii) that 30 largest (in terms of liabilities/assets) SOEs to publish their audited financial statements (within 6 months after the end of the financial year) and aggregate report on their performance, budget, and other activities available under AFS; and (iii) that all SOEs adopt a code of conduct developed by FD, MOF by March 2025 Action 2: To improve the transparency and accountability of SOEs, FD, MOF issued the policy directive/circular that by December 2025, all listed SOEs (i) to comply with the Code of Corporate Governance following OECD guideline; and (ii) to ensure at least 20% of Board of Directors (BOD) are independent. Action 3: To facilitate business creation and operation, the Bangladesh Investment Development Authority (BIDA): (i) simplified and streamlined through the digital one-stop-service (OSS) the issuance of the trade licenses, Department of Inspection of Factories Establishment licenses, and environmental clearances (initially in Dhaka South City Corporation, Dhaka North City Corporation and Chattogram City Corporation), and the opening of online bank accounts ; (ii) integrated Registrar of Joint Stock Companies and Firms (RJSC) services, BTCL services, and Trade-related services, and Water Utility connections to digital OSS. Action 4: To facilitate Foreign Direct Investment (FDI) and improve foreign exchange reserves, the government (i) through Bangladesh Bank enhances legal frameworks to attract FDI by enacting the new Offshore Banking Actr and (ii) through RJSC established 7 working days for approval of notice of issue/transfer of shares by updating its Citizen Charter. Action 5: To prevent artificial price fixing practices and ensure a fair market, Bangladesh Competition Commission (BCC) issued the Statutory Regulatory Order (SRO) to industry and trade associations to conduct meetings and discussions transparently without sharing trade sensitive data. Action 1: To further enhance fiscal risk management and improve SOE performance, the FD, MOF will (i) issue the SOE Ownership Policy; (ii) mandate that 50 largest commercial SOEs will implement Public Service Obligations (PSOs)p and will publish their audited Financial Statements within 6 months from end of the financial year; and(iii) FD, MOF will publish fiscal risk report of 30 largest commercial SOEs, and aggregate report on 50 SOEs on their performance, budget, level of government support, and governance. Action 2: To further enhance SOE management, FD, MOF will issue a circular that (i) by October 2026, all unlisted SOEs will have at least 20% their BOD as independent and 25% as female members. Action 3: To improve and modernize quality public services to businesses, BIDA will (i) enhance the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expand the issuance and renewal of the trade license, DIFE licenses, and environmental clearances in additional nine city corporations; and (iii) establish BIDA helpdesk/support center for businesses. Action 4: To promote a level playing field for private sector, including for women entrepreneurs,s and climate responsive businesses, the government will amend the Companies Act (1994) and obtain Cabinet Approval for submission to the Parliament. Action 5: To further promote FDI and facilitate domestic investment, the government through BIDA will design and implement a comprehensive new Investment Policy. Action 6: To strengthen PPPs, the PPPA will (i) adopt an appropriate procurement modality through value-for-money (VFM) assessment and pilot it in targeted line ministries and agencies; (ii) implement the updated gender responsive PPP screening tools and methodology in line ministries and agencies; (iii) update “Procurement Guidelines for PPP Projects, 2018” considering small scale social infrastructure PPP projects, which are SDG compliant, gender responsive and climate smart; and (iv) develop and implement a policy for climate resilient Infrastructure PPPs. Action 1: To improve fiscal risk management related to SOEs, the Finance Division (FD), Ministry of Finance (MOF) adopted the policy directives/ circular (i) to include 10 power sector SOEs having largest contingent liabilities under direct fiscal monitoring by Monitoring Cell (MC) and to implement Public Service Obligations (PSO) guidance for their performance improvement; (ii) that 30 largest (in terms of liabilities/assets) SOEs to publish their audited financial statements (within 6 months after the end of the financial year) and aggregate report on their performance, budget, and other activities available under AFS; and (iii) that all SOEs adopt a code of conduct developed by FD, MOF by March 2025 Base year: 2024 Base value: n Target date: 2024-11-30 Target value: yPolicy 2: SOE governance and investment climate improved NA Action 2: To improve the transparency and accountability of SOEs, FD, MOF issued the policy directive/circular that by December 2025, all listed SOEs (i) to comply with the Code of Corporate Governance following OECD guideline; and (ii) to ensure at least 20% of Board of Directors (BOD) are independent. Base year: 2024 Base value: n Target date: 2024-11-30 Target value: y Action 3: To facilitate business creation and operation, the Bangladesh Investment Development Authority (BIDA): (i) simplified and streamlined through the digital one-stop-service (OSS) the issuance of the trade licenses, Department of Inspection of Factories Establishment licenses, and environmental clearances (initially in Dhaka South City Corporation, Dhaka North City Corporation and Chattogram City Corporation), and the opening of online bank accounts ; (ii) integrated Registrar of Joint Stock Companies and Firms (RJSC) services, BTCL services, and Trade-related services, and Water Utility connections to digital OSS. Base year: 2024 Base value: n Target date: 2024-11-30 Target value: y Action 4: To facilitate Foreign Direct Investment (FDI) and improve foreign exchange reserves, the government (i) through Bangladesh Bank enhances legal frameworks to attract FDI by enacting the new Offshore Banking Actr and (ii) through RJSC established 7 working days for approval of notice of issue/transfer of shares by updating its Citizen Charter. Base year: 2024 Base value: n Target date: 2024-11-30 Target value: y Action 5: To prevent artificial price fixing practices and ensure a fair market, Bangladesh Competition Commission (BCC) issued the Statutory Regulatory Order (SRO) to industry and trade associations to conduct meetings and discussions transparently without sharing trade sensitive data. Base year: 2024 Base value: n Target date: 2024-11-30 Target value: y Action 1: To further enhance fiscal risk management and improve SOE performance, the FD, MOF will (i) issue the SOE Ownership Policy; (ii) mandate that 50 largest commercial SOEs will implement Public Service Obligations (PSOs)p and will publish their audited Financial Statements within 6 months from end of the financial year; and(iii) FD, MOF will publish fiscal risk report of 30 largest commercial SOEs, and aggregate report on 50 SOEs on their performance, budget, level of government support, and governance. Base year: 2024 Base value: n Target date: 2026-03-31 Target value: yPolicy 2: SOE governance and investment climate improved NA Action 2: To further enhance SOE management, FD, MOF will issue a circular that (i) by October 2026, all unlisted SOEs will have at least 20% their BOD as independent and 25% as female members. Base year: 2024 Base value: n Target date: 2026-03-31 Target value: y Action 3: To improve and modernize quality public services to businesses, BIDA will (i) enhance the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expand the issuance and renewal of the trade license, DIFE licenses, and environmental clearances in additional nine city corporations; and (iii) establish BIDA helpdesk/support center for businesses. Base year: 2024 Base value: n Target date: 2026-03-31 Target value: y Action 4: To promote a level playing field for private sector, including for women entrepreneurs,s and climate responsive businesses, the government will amend the Companies Act (1994) and obtain Cabinet Approval for submission to the Parliament. Base year: 2024 Base value: n Target date: 2026-03-31 Target value: y Action 5: To further promote FDI and facilitate domestic investment, the government through BIDA will design and implement a comprehensive new Investment Policy. Base year: 2024 Base value: n Target date: 2026-03-31 Target value: y Action 6: To strengthen PPPs, the PPPA will (i) adopt an appropriate procurement modality through value-for-money (VFM) assessment and pilot it in targeted line ministries and agencies; (ii) implement the updated gender responsive PPP screening tools and methodology in line ministries and agencies; (iii) update “Procurement Guidelines for PPP Projects, 2018” considering small scale social infrastructure PPP projects, which are SDG compliant, gender responsive and climate smart; and (iv) develop and implement a policy for climate resilient Infrastructure PPPs. Base year: 2024 Base value: n Target date: 2026-03-31 Target value: y Action 1: To improve fiscal risk management related to SOEs, the Finance Division (FD), Ministry of Finance (MOF) adopted the policy directives/ circular (i) to include 10 power sector SOEs having largest contingent liabilities under direct fiscal monitoring by Monitoring Cell (MC) and to implement Public Service Obligations (PSO) guidance for their performance improvement; (ii) that 30 largest (in terms of liabilities/assets) SOEs to publish their audited financial statements (within 6 months after the end of the financial year) and aggregate report on their performance, budget, and other activities available under AFS; and (iii) that all SOEs adopt a code of conduct developed by FD, MOF by March 2025 Action 2: To improve the transparency and accountability of SOEs, FD, MOF issued the policy directive/circular that by December 2025, all listed SOEs (i) to comply with the Code of Corporate Governance following OECD guideline; and (ii) to ensure at least 20% of Board of Directors (BOD) are independent. Action 3: To facilitate business creation and operation, the Bangladesh Investment Development Authority (BIDA): (i) simplified and streamlined through the digital one-stop-service (OSS) the issuance of the trade licenses, Department of Inspection of Factories Establishment licenses, and environmental clearances (initially in Dhaka South City Corporation, Dhaka North City Corporation and Chattogram City Corporation), and the opening of online bank accounts ; (ii) integrated Registrar of Joint Stock Companies and Firms (RJSC) services, BTCL services, and Trade-related services, and Water Utility connections to digital OSS. Action 4: To facilitate Foreign Direct Investment (FDI) and improve foreign exchange reserves, the government (i) through Bangladesh Bank enhances legal frameworks to attract FDI by enacting the new Offshore Banking Actr and (ii) through RJSC established 7 working days for approval of notice of issue/transfer of shares by updating its Citizen Charter. Action 5: To prevent artificial price fixing practices and ensure a fair market, Bangladesh Competition Commission (BCC) issued the Statutory Regulatory Order (SRO) to industry and trade associations to conduct meetings and discussions transparently without sharing trade sensitive data. Action 1: To further enhance fiscal risk management and improve SOE performance, the FD, MOF will (i) issue the SOE Ownership Policy; (ii) mandate that 50 largest commercial SOEs will implement Public Service Obligations (PSOs)p and will publish their audited Financial Statements within 6 months from end of the financial year; and(iii) FD, MOF will publish fiscal risk report of 30 largest commercial SOEs, and aggregate report on 50 SOEs on their performance, budget, level of government support, and governance. Action 2: To further enhance SOE management, FD, MOF will issue a circular that (i) by October 2026, all unlisted SOEs will have at least 20% their BOD as independent and 25% as female members. Action 3: To improve and modernize quality public services to businesses, BIDA will (i) enhance the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expand the issuance and renewal of the trade license, DIFE licenses, and environmental clearances in additional nine city corporations; and (iii) establish BIDA helpdesk/support center for businesses. Action 4: To promote a level playing field for private sector, including for women entrepreneurs,s and climate responsive businesses, the government will amend the Companies Act (1994) and obtain Cabinet Approval for submission to the Parliament. Action 5: To further promote FDI and facilitate domestic investment, the government through BIDA will design and implement a comprehensive new Investment Policy. Action 6: To strengthen PPPs, the PPPA will (i) adopt an appropriate procurement modality through value-for-money (VFM) assessment and pilot it in targeted line ministries and agencies; (ii) implement the updated gender responsive PPP screening tools and methodology in line ministries and agencies; (iii) update “Procurement Guidelines for PPP Projects, 2018” considering small scale social infrastructure PPP projects, which are SDG compliant, gender responsive and climate smart; and (iv) develop and implement a policy for climate resilient Infrastructure PPPs. Action 1: To improve fiscal risk management related to SOEs, the Finance Division (FD), Ministry of Finance (MOF) adopted the policy directives/ circular (i) to include 10 power sector SOEs having largest contingent liabilities under direct fiscal monitoring by Monitoring Cell (MC) and to implement Public Service Obligations (PSO) guidance for their performance improvement; (ii) that 30 largest (in terms of liabilities/assets) SOEs to publish their audited financial statements (within 6 months after the end of the financial year) and aggregate report on their performance, budget, and other activities available under AFS; and (iii) that all SOEs adopt a code of conduct developed by FD, MOF by March 2025 Action 2: To improve the transparency and accountability of SOEs, FD, MOF issued the policy directive/circular that by December 2025, all listed SOEs (i) to comply with the Code of Corporate Governance following OECD guideline; and (ii) to ensure at least 20% of Board of Directors (BOD) are independent. Action 3: To facilitate business creation and operation, the Bangladesh Investment Development Authority (BIDA): (i) simplified and streamlined through the digital one-stop-service (OSS) the issuance of the trade licenses, Department of Inspection of Factories Establishment licenses, and environmental clearances (initially in Dhaka South City Corporation, Dhaka North City Corporation and Chattogram City Corporation), and the opening of online bank accounts ; (ii) integrated Registrar of Joint Stock Companies and Firms (RJSC) services, BTCL services, and Trade-related services, and Water Utility connections to digital OSS. Action 4: To facilitate Foreign Direct Investment (FDI) and improve foreign exchange reserves, the government (i) through Bangladesh Bank enhances legal frameworks to attract FDI by enacting the new Offshore Banking Actr and (ii) through RJSC established 7 working days for approval of notice of issue/transfer of shares by updating its Citizen Charter. Action 5: To prevent artificial price fixing practices and ensure a fair market, Bangladesh Competition Commission (BCC) issued the Statutory Regulatory Order (SRO) to industry and trade associations to conduct meetings and discussions transparently without sharing trade sensitive data. Action 1: To further enhance fiscal risk management and improve SOE performance, the FD, MOF will (i) issue the SOE Ownership Policy; (ii) mandate that 50 largest commercial SOEs will implement Public Service Obligations (PSOs)p and will publish their audited Financial Statements within 6 months from end of the financial year; and(iii) FD, MOF will publish fiscal risk report of 30 largest commercial SOEs, and aggregate report on 50 SOEs on their performance, budget, level of government support, and governance. Action 2: To further enhance SOE management, FD, MOF will issue a circular that (i) by October 2026, all unlisted SOEs will have at least 20% their BOD as independent and 25% as female members. Action 3: To improve and modernize quality public services to businesses, BIDA will (i) enhance the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expand the issuance and renewal of the trade license, DIFE licenses, and environmental clearances in additional nine city corporations; and (iii) establish BIDA helpdesk/support center for businesses. Action 4: To promote a level playing field for private sector, including for women entrepreneurs,s and climate responsive businesses, the government will amend the Companies Act (1994) and obtain Cabinet Approval for submission to the Parliament. Action 5: To further promote FDI and facilitate domestic investment, the government through BIDA will design and implement a comprehensive new Investment Policy. Action 6: To strengthen PPPs, the PPPA will (i) adopt an appropriate procurement modality through value-for-money (VFM) assessment and pilot it in targeted line ministries and agencies; (ii) implement the updated gender responsive PPP screening tools and methodology in line ministries and agencies; (iii) update “Procurement Guidelines for PPP Projects, 2018” considering small scale social infrastructure PPP projects, which are SDG compliant, gender responsive and climate smart; and (iv) develop and implement a policy for climate resilient Infrastructure PPPs. Action 1: To improve fiscal risk management related to SOEs, the Finance Division (FD), Ministry of Finance (MOF) adopted the policy directives/ circular (i) to include 10 power sector SOEs having largest contingent liabilities under direct fiscal monitoring by Monitoring Cell (MC) and to implement Public Service Obligations (PSO) guidance for their performance improvement; (ii) that 30 largest (in terms of liabilities/assets) SOEs to publish their audited financial statements (within 6 months after the end of the financial year) and aggregate report on their performance, budget, and other activities available under AFS; and (iii) that all SOEs adopt a code of conduct developed by FD, MOF by March 2025 Action 1: To improve fiscal risk management related to SOEs, the Finance Division (FD), Ministry of Finance (MOF) adopted the policy directives/ circular (i) to include 10 power sector SOEs having largest contingent liabilities under direct fiscal monitoring by Monitoring Cell (MC) and to implement Public Service Obligations (PSO) guidance for their performance improvement; (ii) that 30 largest (in terms of liabilities/assets) SOEs to publish their audited financial statements (within 6 months after the end of the financial year) and aggregate report on their performance, budget, and other activities available under AFS; and (iii) that all SOEs adopt a code of conduct developed by FD, MOF by March 2025 Action 2: To improve the transparency and accountability of SOEs, FD, MOF issued the policy directive/circular that by December 2025, all listed SOEs (i) to comply with the Code of Corporate Governance following OECD guideline; and (ii) to ensure at least 20% of Board of Directors (BOD) are independent. Action 2: To improve the transparency and accountability of SOEs, FD, MOF issued the policy directive/circular that by December 2025, all listed SOEs (i) to comply with the Code of Corporate Governance following OECD guideline; and (ii) to ensure at least 20% of Board of Directors (BOD) are independent. Action 3: To facilitate business creation and operation, the Bangladesh Investment Development Authority (BIDA): (i) simplified and streamlined through the digital one-stop-service (OSS) the issuance of the trade licenses, Department of Inspection of Factories Establishment licenses, and environmental clearances (initially in Dhaka South City Corporation, Dhaka North City Corporation and Chattogram City Corporation), and the opening of online bank accounts ; (ii) integrated Registrar of Joint Stock Companies and Firms (RJSC) services, BTCL services, and Trade-related services, and Water Utility connections to digital OSS. Action 3: To facilitate business creation and operation, the Bangladesh Investment Development Authority (BIDA): (i) simplified and streamlined through the digital one-stop-service (OSS) the issuance of the trade licenses, Department of Inspection of Factories Establishment licenses, and environmental clearances (initially in Dhaka South City Corporation, Dhaka North City Corporation and Chattogram City Corporation), and the opening of online bank accounts ; (ii) integrated Registrar of Joint Stock Companies and Firms (RJSC) services, BTCL services, and Trade-related services, and Water Utility connections to digital OSS. Action 4: To facilitate Foreign Direct Investment (FDI) and improve foreign exchange reserves, the government (i) through Bangladesh Bank enhances legal frameworks to attract FDI by enacting the new Offshore Banking Actr and (ii) through RJSC established 7 working days for approval of notice of issue/transfer of shares by updating its Citizen Charter. Action 4: To facilitate Foreign Direct Investment (FDI) and improve foreign exchange reserves, the government (i) through Bangladesh Bank enhances legal frameworks to attract FDI by enacting the new Offshore Banking Actr and (ii) through RJSC established 7 working days for approval of notice of issue/transfer of shares by updating its Citizen Charter. Action 5: To prevent artificial price fixing practices and ensure a fair market, Bangladesh Competition Commission (BCC) issued the Statutory Regulatory Order (SRO) to industry and trade associations to conduct meetings and discussions transparently without sharing trade sensitive data. Action 5: To prevent artificial price fixing practices and ensure a fair market, Bangladesh Competition Commission (BCC) issued the Statutory Regulatory Order (SRO) to industry and trade associations to conduct meetings and discussions transparently without sharing trade sensitive data. Action 1: To further enhance fiscal risk management and improve SOE performance, the FD, MOF will (i) issue the SOE Ownership Policy; (ii) mandate that 50 largest commercial SOEs will implement Public Service Obligations (PSOs)p and will publish their audited Financial Statements within 6 months from end of the financial year; and(iii) FD, MOF will publish fiscal risk report of 30 largest commercial SOEs, and aggregate report on 50 SOEs on their performance, budget, level of government support, and governance. Action 1: To further enhance fiscal risk management and improve SOE performance, the FD, MOF will (i) issue the SOE Ownership Policy; (ii) mandate that 50 largest commercial SOEs will implement Public Service Obligations (PSOs)p and will publish their audited Financial Statements within 6 months from end of the financial year; and(iii) FD, MOF will publish fiscal risk report of 30 largest commercial SOEs, and aggregate report on 50 SOEs on their performance, budget, level of government support, and governance. Action 2: To further enhance SOE management, FD, MOF will issue a circular that (i) by October 2026, all unlisted SOEs will have at least 20% their BOD as independent and 25% as female members. Action 2: To further enhance SOE management, FD, MOF will issue a circular that (i) by October 2026, all unlisted SOEs will have at least 20% their BOD as independent and 25% as female members. Action 3: To improve and modernize quality public services to businesses, BIDA will (i) enhance the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expand the issuance and renewal of the trade license, DIFE licenses, and environmental clearances in additional nine city corporations; and (iii) establish BIDA helpdesk/support center for businesses. Action 3: To improve and modernize quality public services to businesses, BIDA will (i) enhance the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expand the issuance and renewal of the trade license, DIFE licenses, and environmental clearances in additional nine city corporations; and (iii) establish BIDA helpdesk/support center for businesses. Action 4: To promote a level playing field for private sector, including for women entrepreneurs,s and climate responsive businesses, the government will amend the Companies Act (1994) and obtain Cabinet Approval for submission to the Parliament. Action 4: To promote a level playing field for private sector, including for women entrepreneurs,s and climate responsive businesses, the government will amend the Companies Act (1994) and obtain Cabinet Approval for submission to the Parliament. Action 5: To further promote FDI and facilitate domestic investment, the government through BIDA will design and implement a comprehensive new Investment Policy. Action 5: To further promote FDI and facilitate domestic investment, the government through BIDA will design and implement a comprehensive new Investment Policy. Action 6: To strengthen PPPs, the PPPA will (i) adopt an appropriate procurement modality through value-for-money (VFM) assessment and pilot it in targeted line ministries and agencies; (ii) implement the updated gender responsive PPP screening tools and methodology in line ministries and agencies; (iii) update “Procurement Guidelines for PPP Projects, 2018” considering small scale social infrastructure PPP projects, which are SDG compliant, gender responsive and climate smart; and (iv) develop and implement a policy for climate resilient Infrastructure PPPs. Action 6: To strengthen PPPs, the PPPA will (i) adopt an appropriate procurement modality through value-for-money (VFM) assessment and pilot it in targeted line ministries and agencies; (ii) implement the updated gender responsive PPP screening tools and methodology in line ministries and agencies; (iii) update “Procurement Guidelines for PPP Projects, 2018” considering small scale social infrastructure PPP projects, which are SDG compliant, gender responsive and climate smart; and (iv) develop and implement a policy for climate resilient Infrastructure PPPs. Action 1: To implement a whole-of-government approach to logistics sector development by streamlining clearance processes, reducing costs, and enhancing the efficiency and competitiveness of the logistics sector, the Cabinet approved the National Logistics Policy (NLP). Base year: 2024 Base value: N Target date: 2024-11-30 Target value: YPolicy 3: Trade policy and logistics strengthened NA Action 1: To implement a whole-of-government approach to logistics sector development by streamlining clearance processes, reducing costs, and enhancing the efficiency and competitiveness of the logistics sector, the Cabinet approved the National Logistics Policy (NLP). Base year: 2024 Base value: N Target date: 2024-11-30 Target value: Y Action 2: To modernize customs and facilitate trade, (i) the Customs Act 2023 was (a) reformed through Finance Act 2024 to allow the Ministry of Finance (in consultation with NBR) to determine the rates of penalty on customs-related offences; (b) enacted to make stakeholders consultation mandatory before bringing any changes on the Customs Act, 2023; and (ii) NBR approved Customs Guarantee Rules, Expedited Shipment Rules, and General Bond Rules. Base year: 2024 Base value: N Target date: 2024-11-30 Target value: Y Action 2: To modernize customs and facilitate trade, (i) the Customs Act 2023 was (a) reformed through Finance Act 2024 to allow the Ministry of Finance (in consultation with NBR) to determine the rates of penalty on customs-related offences; (b) enacted to make stakeholders consultation mandatory before bringing any changes on the Customs Act, 2023; and (ii) NBR approved Customs Guarantee Rules, Expedited Shipment Rules, and General Bond Rules. Base year: 2024 Base value: N Target date: 2024-11-30 Target value: Y Action 1: The government through its concerned ministries will institute a digital Monitoring and Evaluation System to track the implementation progress of the NLP with a focus on logistics efficiency, environmental sustainability, and resilience. Base year: 2024 Base value: N Target date: 2026-03-31 Target value: YPolicy 3: Trade policy and logistics strengthened NA Action 1: The government through its concerned ministries will institute a digital Monitoring and Evaluation System to track the implementation progress of the NLP with a focus on logistics efficiency, environmental sustainability, and resilience. Base year: 2024 Base value: N Target date: 2026-03-31 Target value: Y Action 2: The NBR will amend and implement the Inland Container Depot (ICD) policy (date) ensuring a more balanced approach to facilitate containerized trade across land borders. Base year: 2024 Base value: N Target date: 2026-03-31 Target value: Y Action 2: The NBR will amend and implement the Inland Container Depot (ICD) policy (date) ensuring a more balanced approach to facilitate containerized trade across land borders. Base year: 2024 Base value: N Target date: 2026-03-31 Target value: Y Action 3: The government, through its concerned ministries and agencies, will develop a comprehensive Policy and Action Plan to implement (i) removal of export subsidy in a phased and well-communicated approach to prevent investment uncertainty; and (ii) rationalization of tariffs, RDs, and SDs to be WTO compliant; and (iii) granting non-RMG exporters duty-free imports through a Special Bonded Warehouse (SBW) system. Base year: 2024 Base value: N Target date: 2026-03-31 Target value: Y Action 3: The government, through its concerned ministries and agencies, will develop a comprehensive Policy and Action Plan to implement (i) removal of export subsidy in a phased and well-communicated approach to prevent investment uncertainty; and (ii) rationalization of tariffs, RDs, and SDs to be WTO compliant; and (iii) granting non-RMG exporters duty-free imports through a Special Bonded Warehouse (SBW) system. Base year: 2024 Base value: N Target date: 2026-03-31 Target value: Y Action 1: To implement a whole-of-government approach to logistics sector development by streamlining clearance processes, reducing costs, and enhancing the efficiency and competitiveness of the logistics sector, the Cabinet approved the National Logistics Policy (NLP). Base year: 2024 Base value: N Target date: 2024-11-30 Target value: YPolicy 3: Trade policy and logistics strengthened NA Action 1: To implement a whole-of-government approach to logistics sector development by streamlining clearance processes, reducing costs, and enhancing the efficiency and competitiveness of the logistics sector, the Cabinet approved the National Logistics Policy (NLP). Base year: 2024 Base value: N Target date: 2024-11-30 Target value: Y Action 2: To modernize customs and facilitate trade, (i) the Customs Act 2023 was (a) reformed through Finance Act 2024 to allow the Ministry of Finance (in consultation with NBR) to determine the rates of penalty on customs-related offences; (b) enacted to make stakeholders consultation mandatory before bringing any changes on the Customs Act, 2023; and (ii) NBR approved Customs Guarantee Rules, Expedited Shipment Rules, and General Bond Rules. Base year: 2024 Base value: N Target date: 2024-11-30 Target value: Y Action 2: To modernize customs and facilitate trade, (i) the Customs Act 2023 was (a) reformed through Finance Act 2024 to allow the Ministry of Finance (in consultation with NBR) to determine the rates of penalty on customs-related offences; (b) enacted to make stakeholders consultation mandatory before bringing any changes on the Customs Act, 2023; and (ii) NBR approved Customs Guarantee Rules, Expedited Shipment Rules, and General Bond Rules. Base year: 2024 Base value: N Target date: 2024-11-30 Target value: Y Action 1: The government through its concerned ministries will institute a digital Monitoring and Evaluation System to track the implementation progress of the NLP with a focus on logistics efficiency, environmental sustainability, and resilience. Base year: 2024 Base value: N Target date: 2026-03-31 Target value: YPolicy 3: Trade policy and logistics strengthened NA Action 1: The government through its concerned ministries will institute a digital Monitoring and Evaluation System to track the implementation progress of the NLP with a focus on logistics efficiency, environmental sustainability, and resilience. Base year: 2024 Base value: N Target date: 2026-03-31 Target value: Y Action 2: The NBR will amend and implement the Inland Container Depot (ICD) policy (date) ensuring a more balanced approach to facilitate containerized trade across land borders. Base year: 2024 Base value: N Target date: 2026-03-31 Target value: Y Action 2: The NBR will amend and implement the Inland Container Depot (ICD) policy (date) ensuring a more balanced approach to facilitate containerized trade across land borders. Base year: 2024 Base value: N Target date: 2026-03-31 Target value: Y Action 3: The government, through its concerned ministries and agencies, will develop a comprehensive Policy and Action Plan to implement (i) removal of export subsidy in a phased and well-communicated approach to prevent investment uncertainty; and (ii) rationalization of tariffs, RDs, and SDs to be WTO compliant; and (iii) granting non-RMG exporters duty-free imports through a Special Bonded Warehouse (SBW) system. Base year: 2024 Base value: N Target date: 2026-03-31 Target value: Y Action 3: The government, through its concerned ministries and agencies, will develop a comprehensive Policy and Action Plan to implement (i) removal of export subsidy in a phased and well-communicated approach to prevent investment uncertainty; and (ii) rationalization of tariffs, RDs, and SDs to be WTO compliant; and (iii) granting non-RMG exporters duty-free imports through a Special Bonded Warehouse (SBW) system. Base year: 2024 Base value: N Target date: 2026-03-31 Target value: YReform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains.Reform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains.Reform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.fReform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.fReform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. hReform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. hReform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.jReform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.jReform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle.Reform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle.Reform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028.Reform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028.Reform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: 1.1. To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains. 1.2. To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.f 1.3. To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. h 1.4. To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.j 1.5. (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle. 1.6. To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028. To streamline the approval of the public projects through enhanced digitalization, the Planning Commission integrated the Ministry Assessment Format (MAF) and Sector Assessment Format (SAF) system with the Project Appraisal Management System (PAMS) and Project Processing Appraisal and Management System (PPS).Reform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: 1.1. To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains. 1.2. To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.f 1.3. To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. h 1.4. To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.j 1.5. (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle. 1.6. To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028. To streamline the approval of the public projects through enhanced digitalization, the Planning Commission integrated the Ministry Assessment Format (MAF) and Sector Assessment Format (SAF) system with the Project Appraisal Management System (PAMS) and Project Processing Appraisal and Management System (PPS).Reform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services.Reform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services.Reform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.iReform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.iReform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs.Reform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs.Reform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.kReform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.kReform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs.Reform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs.Reform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors.Reform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors.Reform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: 2.1. The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services.e 2.2. NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.i 2.3. To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs. 2.4. To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.k 2.5. To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs. 2.6. The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors. To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division will update and implement its Guideline for Public Investment Project Preparation, Processing, Approval, and Revision. nReform area: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: 2.1. The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services.e 2.2. NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.i 2.3. To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs. 2.4. To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.k 2.5. To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs. 2.6. The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors. To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division will update and implement its Guideline for Public Investment Project Preparation, Processing, Approval, and Revision. nReform area: Fiscal management strengthened Outcome: Income tax returns submission increased by 30% Description: To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains.Reform area: Fiscal management strengthened Outcome: Income tax returns submission increased by 30% Description: To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.fReform area: Fiscal management strengthened Outcome: Income tax returns submission increased by 30% Description: To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. hReform area: Fiscal management strengthened Outcome: Income tax returns submission increased by 30% Description: To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.jReform area: Fiscal management strengthened Outcome: Income tax returns submission increased by 30% Description: (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle.Reform area: Fiscal management strengthened Outcome: Income tax returns submission increased by 30% Description: To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028.Reform area: Fiscal management strengthened Outcome: Income tax returns submission increased by 30% Description: 1.1. To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains. 1.2. To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.f 1.3. To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. h 1.4. To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.j 1.5. (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle. 1.6. To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028. To streamline the approval of the public projects through enhanced digitalization, the Planning Commission integrated the Ministry Assessment Format (MAF) and Sector Assessment Format (SAF) system with the Project Appraisal Management System (PAMS) and Project Processing Appraisal and Management System (PPS).Reform area: Fiscal management strengthened Outcome: Income tax returns submission increased by 30% Description: The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services.Reform area: Fiscal management strengthened Outcome: Income tax returns submission increased by 30% Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.iReform area: Fiscal management strengthened Outcome: Income tax returns submission increased by 30% Description: To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs.Reform area: Fiscal management strengthened Outcome: Income tax returns submission increased by 30% Description: To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.kReform area: Fiscal management strengthened Outcome: Income tax returns submission increased by 30% Description: To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs.Reform area: Fiscal management strengthened Outcome: Income tax returns submission increased by 30% Description: The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors.Reform area: Fiscal management strengthened Outcome: Income tax returns submission increased by 30% Description: 2.1. The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services.e 2.2. NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.i 2.3. To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs. 2.4. To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.k 2.5. To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs. 2.6. The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors. To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division will update and implement its Guideline for Public Investment Project Preparation, Processing, Approval, and Revision. nReform area: Fiscal management strengthened Outcome: VAT returns submission increased by 25% Description: To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains.Reform area: Fiscal management strengthened Outcome: VAT returns submission increased by 25% Description: To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.fReform area: Fiscal management strengthened Outcome: VAT returns submission increased by 25% Description: To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. hReform area: Fiscal management strengthened Outcome: VAT returns submission increased by 25% Description: To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.jReform area: Fiscal management strengthened Outcome: VAT returns submission increased by 25% Description: (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle.Reform area: Fiscal management strengthened Outcome: VAT returns submission increased by 25% Description: To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028.Reform area: Fiscal management strengthened Outcome: VAT returns submission increased by 25% Description: 1.1. To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains. 1.2. To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.f 1.3. To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. h 1.4. To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.j 1.5. (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle. 1.6. To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028. To streamline the approval of the public projects through enhanced digitalization, the Planning Commission integrated the Ministry Assessment Format (MAF) and Sector Assessment Format (SAF) system with the Project Appraisal Management System (PAMS) and Project Processing Appraisal and Management System (PPS).Reform area: Fiscal management strengthened Outcome: VAT returns submission increased by 25% Description: The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services.Reform area: Fiscal management strengthened Outcome: VAT returns submission increased by 25% Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.iReform area: Fiscal management strengthened Outcome: VAT returns submission increased by 25% Description: To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs.Reform area: Fiscal management strengthened Outcome: VAT returns submission increased by 25% Description: To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.kReform area: Fiscal management strengthened Outcome: VAT returns submission increased by 25% Description: To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs.Reform area: Fiscal management strengthened Outcome: VAT returns submission increased by 25% Description: The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors.Reform area: Fiscal management strengthened Outcome: VAT returns submission increased by 25% Description: 2.1. The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services.e 2.2. NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.i 2.3. To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs. 2.4. To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.k 2.5. To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs. 2.6. The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors. To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division will update and implement its Guideline for Public Investment Project Preparation, Processing, Approval, and Revision. nReform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains.Reform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains.Reform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.fReform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.fReform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. hReform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. hReform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.jReform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.jReform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle.Reform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle.Reform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028.Reform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028.Reform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: 1.1. To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains. 1.2. To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.f 1.3. To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. h 1.4. To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.j 1.5. (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle. 1.6. To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028. To streamline the approval of the public projects through enhanced digitalization, the Planning Commission integrated the Ministry Assessment Format (MAF) and Sector Assessment Format (SAF) system with the Project Appraisal Management System (PAMS) and Project Processing Appraisal and Management System (PPS).Reform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: 1.1. To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains. 1.2. To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.f 1.3. To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. h 1.4. To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.j 1.5. (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle. 1.6. To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028. To streamline the approval of the public projects through enhanced digitalization, the Planning Commission integrated the Ministry Assessment Format (MAF) and Sector Assessment Format (SAF) system with the Project Appraisal Management System (PAMS) and Project Processing Appraisal and Management System (PPS).Reform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services.Reform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services.Reform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.iReform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.iReform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs.Reform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs.Reform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.kReform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.kReform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs.Reform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs.Reform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors.Reform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors.Reform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: 2.1. The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services.e 2.2. NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.i 2.3. To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs. 2.4. To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.k 2.5. To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs. 2.6. The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors. To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division will update and implement its Guideline for Public Investment Project Preparation, Processing, Approval, and Revision. nReform area: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: 2.1. The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services.e 2.2. NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.i 2.3. To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs. 2.4. To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.k 2.5. To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs. 2.6. The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors. To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division will update and implement its Guideline for Public Investment Project Preparation, Processing, Approval, and Revision. nReform area: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains.Reform area: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.fReform area: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. hReform area: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.jReform area: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle.Reform area: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028.Reform area: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: 1.1. To improve tax collection and compliance, the National Board of Revenue (NBR), through the Finance Act 2024 (i) replaced the retrospective taxation regime with a prospective taxation regime;b (ii) mandated universal self-assessment based return filing; (iii) expanded coverage of the withholding tax net;c (iv) enforced compulsory furnishing of proof of returns for business license renewal for additional business types;d (v) enforced penalty measures for failure to show proof of tax returns in business premises; and (vi) rationalized income tax expenditures, especially those relating to capital gains. 1.2. To enhance transparency and accountability of income tax administration, the NBR (i) established the Electronic (E) -Tax Management Unit, and the TDS (tax deduction at sources) unit, with a focus on providing dedicated support to women taxpayers; and (ii) issued circulars to its concerned departments to (a) publish the detailed data (in anonymized way) from FY2026 onwards used for tax expenditure analysis, and (b) provide secured access of a representative panel of anonymized taxpayers' data for independent research purposes from FY2026.f 1.3. To increase VAT collection and rationalize VAT expenditure, the NBR removed VAT exemption and extended the uniform VAT rate of 15% to several products and services. h 1.4. To provide dedicated support for female taxpayers, the NBR issued circular to all tax branches, including providing information on gender-specific rules and regulation in the Tax Code.j 1.5. (i) To improve the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division issued a guideline on non-tax revenue (NTR) l and non-NBR taxes m (land development tax, road tax, stamp duty, and others) to all ministries and agencies; and (ii) and to reduce congestion and air pollution, the NBR introduced an environmental tax on the owners of more than one vehicle. 1.6. To enhance the efficiency and development effectiveness of public investment, the Planning Commission approved the Public Investment Management (PIM) Reform Program 2024-2028. To streamline the approval of the public projects through enhanced digitalization, the Planning Commission integrated the Ministry Assessment Format (MAF) and Sector Assessment Format (SAF) system with the Project Appraisal Management System (PAMS) and Project Processing Appraisal and Management System (PPS).Reform area: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services.Reform area: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.iReform area: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs.Reform area: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.kReform area: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs.Reform area: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors.Reform area: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: 2.1. The NBR (i) through its Finance Act 2025, will further (a) broaden the income tax net and strengthen enforcement and compliance mechanisms for tax collections and (b) reduce the income tax and VAT expenditures; and (ii) will introduce audit of digital economy services.e 2.2. NBR, (i) to reduce tax compliance burden and increase the effective tax net, will implement a comprehensive taxpayers' outreach and support strategy; (ii) to enhance compliance risk management, will (a) establish Risk Management and Tax Intelligence Wing g, (b) establish an integrated data base management and analytics platform, (c) conduct joint IT and VAT audit for at least 15 high risk tax units, (d) select at least 20% of VAT and income tax (IT) units for auditing through the automated compliance risk management system; and (iii) to deepen efficiency, transparency of tax administration, will (a) commence the implementation of a “whole of NBR” comprehensive digital transformation program, and (b) provide secured access of anonymized taxpayers' data for independent research purposes.i 2.3. To further eliminate VAT exemptions and modernize the VAT system, the NBR will (i) increase the VAT coverage of 15% VAT rate for an additional set of products and services; (ii) introduce mandatory e-invoicing system in the VAT large tax units (LTUs) and (iii) implement a consistent set of criteria for mandatory inclusion of taxpayers in the VAT and income tax LTUs. 2.4. To further promote gender inclusion, the NBR will (i) introduce gender-disaggregated data collection for tax analysis; (ii) establish dedicated tax clinics and outreach services for women taxpayers, and (vi) conduct skills upgrading and training programs targeting female tax officials.k 2.5. To deepen the efficiency, transparency, and mobilization of non-tax revenue, the Finance Division of Ministry of Finance, will enact a comprehensive NTR policy that will focus on climate change and establish integrated database management system of all NTRs. 2.6. The Planning Commission will implement the PIM Reform Program 2024-2028 by (a) forming a National Coordination Committee (NCC) to supervise the PIM reform activities, and (b) implementing enhanced PIM tools including rolling out digital multi-year public investment program (MYPIP) in at least 10 of the 15 economic sectors. To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division will update and implement its Guideline for Public Investment Project Preparation, Processing, Approval, and Revision. nReform area: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Baseline: In FY 2024, number of regulatory services integrated and delivered digitally through OSS is 134 Description: To improve fiscal risk management related to SOEs, the Finance Division (FD), Ministry of Finance (MOF) adopted the policy directives/ circular (i) to include 10 power sector SOEs having largest contingent liabilities under direct fiscal monitoring by Monitoring Cell (MC) and to implement Public Service Obligations (PSO) guidance for their performance improvement; (ii) that 30 largest (in terms of liabilities/assets) SOEs to publish their audited financial statements (within 6 months after the end of the financial year) and aggregate report on their performance, budget, and other activities available under AFS; and (iii) that all SOEs adopt a code of conduct developed by FD, MOF by March 2025Reform area: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Baseline: In FY 2024, number of regulatory services integrated and delivered digitally through OSS is 134 Description: To improve the transparency and accountability of SOEs, FD, MOF issued the policy directive/circular that by December 2025, all listed SOEs (i) to comply with the Code of Corporate Governance following OECD guideline; and (ii) to ensure at least 20% of Board of Directors (BOD) are independent.Reform area: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Baseline: In FY 2024, number of regulatory services integrated and delivered digitally through OSS is 134 Description: To facilitate business creation and operation, the Bangladesh Investment Development Authority (BIDA): (i) simplified and streamlined through the digital one-stop-service (OSS) the issuance of the trade licenses, Department of Inspection of Factories Establishment licenses, and environmental clearances (initially in Dhaka South City Corporation, Dhaka North City Corporation and Chattogram City Corporation), and the opening of online bank accounts ; (ii) integrated Registrar of Joint Stock Companies and Firms (RJSC) services, BTCL services, and Trade-related services, and Water Utility connections to digital OSS.Reform area: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Baseline: In FY 2024, number of regulatory services integrated and delivered digitally through OSS is 134 Description: To facilitate Foreign Direct Investment (FDI) and improve foreign exchange reserves, the government (i) through Bangladesh Bank enhances legal frameworks to attract FDI by enacting the new Offshore Banking Actr and (ii) through RJSC established 7 working days for approval of notice of issue/transfer of shares by updating its Citizen Charter.Reform area: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Baseline: In FY 2024, number of regulatory services integrated and delivered digitally through OSS is 134 Description: To prevent artificial price fixing practices and ensure a fair market, Bangladesh Competition Commission (BCC) issued the Statutory Regulatory Order (SRO) to industry and trade associations to conduct meetings and discussions transparently without sharing trade sensitive data.Reform area: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Baseline: In FY 2024, number of regulatory services integrated and delivered digitally through OSS is 134 Description: To further enhance fiscal risk management and improve SOE performance, the FD, MOF will (i) issue the SOE Ownership Policy; (ii) mandate that 50 largest commercial SOEs will implement Public Service Obligations (PSOs)p and will publish their audited Financial Statements within 6 months from end of the financial year; and(iii) FD, MOF will publish fiscal risk report of 30 largest commercial SOEs, and aggregate report on 50 SOEs on their performance, budget, level of government support, and governance.Reform area: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Baseline: In FY 2024, number of regulatory services integrated and delivered digitally through OSS is 134 Description: To further enhance SOE management, FD, MOF will issue a circular that (i) by October 2026, all unlisted SOEs will have at least 20% their BOD as independent and 25% as female members.Reform area: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Baseline: In FY 2024, number of regulatory services integrated and delivered digitally through OSS is 134 Description: To improve and modernize quality public services to businesses, BIDA will (i) enhance the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expand the issuance and renewal of the trade license, DIFE licenses, and environmental clearances in additional nine city corporations; and (iii) establish BIDA helpdesk/support center for businesses.Reform area: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Baseline: In FY 2024, number of regulatory services integrated and delivered digitally through OSS is 134 Description: To promote a level playing field for private sector, including for women entrepreneurs,s and climate responsive businesses, the government will amend the Companies Act (1994) and obtain Cabinet Approval for submission to the Parliament.Reform area: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Baseline: In FY 2024, number of regulatory services integrated and delivered digitally through OSS is 134 Description: To further promote FDI and facilitate domestic investment, the government through BIDA will design and implement a comprehensive new Investment Policy.Reform area: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Baseline: In FY 2024, number of regulatory services integrated and delivered digitally through OSS is 134 Description: To strengthen PPPs, the PPPA will (i) adopt an appropriate procurement modality through value-for-money (VFM) assessment and pilot it in targeted line ministries and agencies; (ii) implement the updated gender responsive PPP screening tools and methodology in line ministries and agencies; (iii) update “Procurement Guidelines for PPP Projects, 2018” considering small scale social infrastructure PPP projects, which are SDG compliant, gender responsive and climate smart; and (iv) develop and implement a policy for climate resilient Infrastructure PPPs.Reform area: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To improve fiscal risk management related to SOEs, the Finance Division (FD), Ministry of Finance (MOF) adopted the policy directives/ circular (i) to include 10 power sector SOEs having largest contingent liabilities under direct fiscal monitoring by Monitoring Cell (MC) and to implement Public Service Obligations (PSO) guidance for their performance improvement; (ii) that 30 largest (in terms of liabilities/assets) SOEs to publish their audited financial statements (within 6 months after the end of the financial year) and aggregate report on their performance, budget, and other activities available under AFS; and (iii) that all SOEs adopt a code of conduct developed by FD, MOF by March 2025Reform area: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To improve the transparency and accountability of SOEs, FD, MOF issued the policy directive/circular that by December 2025, all listed SOEs (i) to comply with the Code of Corporate Governance following OECD guideline; and (ii) to ensure at least 20% of Board of Directors (BOD) are independent.Reform area: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To facilitate business creation and operation, the Bangladesh Investment Development Authority (BIDA): (i) simplified and streamlined through the digital one-stop-service (OSS) the issuance of the trade licenses, Department of Inspection of Factories Establishment licenses, and environmental clearances (initially in Dhaka South City Corporation, Dhaka North City Corporation and Chattogram City Corporation), and the opening of online bank accounts ; (ii) integrated Registrar of Joint Stock Companies and Firms (RJSC) services, BTCL services, and Trade-related services, and Water Utility connections to digital OSS.Reform area: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To facilitate Foreign Direct Investment (FDI) and improve foreign exchange reserves, the government (i) through Bangladesh Bank enhances legal frameworks to attract FDI by enacting the new Offshore Banking Actr and (ii) through RJSC established 7 working days for approval of notice of issue/transfer of shares by updating its Citizen Charter.Reform area: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To prevent artificial price fixing practices and ensure a fair market, Bangladesh Competition Commission (BCC) issued the Statutory Regulatory Order (SRO) to industry and trade associations to conduct meetings and discussions transparently without sharing trade sensitive data.Reform area: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To further enhance fiscal risk management and improve SOE performance, the FD, MOF will (i) issue the SOE Ownership Policy; (ii) mandate that 50 largest commercial SOEs will implement Public Service Obligations (PSOs)p and will publish their audited Financial Statements within 6 months from end of the financial year; and(iii) FD, MOF will publish fiscal risk report of 30 largest commercial SOEs, and aggregate report on 50 SOEs on their performance, budget, level of government support, and governance.Reform area: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To further enhance SOE management, FD, MOF will issue a circular that (i) by October 2026, all unlisted SOEs will have at least 20% their BOD as independent and 25% as female members.Reform area: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To improve and modernize quality public services to businesses, BIDA will (i) enhance the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expand the issuance and renewal of the trade license, DIFE licenses, and environmental clearances in additional nine city corporations; and (iii) establish BIDA helpdesk/support center for businesses.Reform area: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To promote a level playing field for private sector, including for women entrepreneurs,s and climate responsive businesses, the government will amend the Companies Act (1994) and obtain Cabinet Approval for submission to the Parliament.Reform area: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To further promote FDI and facilitate domestic investment, the government through BIDA will design and implement a comprehensive new Investment Policy.Reform area: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To strengthen PPPs, the PPPA will (i) adopt an appropriate procurement modality through value-for-money (VFM) assessment and pilot it in targeted line ministries and agencies; (ii) implement the updated gender responsive PPP screening tools and methodology in line ministries and agencies; (iii) update “Procurement Guidelines for PPP Projects, 2018” considering small scale social infrastructure PPP projects, which are SDG compliant, gender responsive and climate smart; and (iv) develop and implement a policy for climate resilient Infrastructure PPPs.Reform area: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To improve fiscal risk management related to SOEs, the Finance Division (FD), Ministry of Finance (MOF) adopted the policy directives/ circular (i) to include 10 power sector SOEs having largest contingent liabilities under direct fiscal monitoring by Monitoring Cell (MC) and to implement Public Service Obligations (PSO) guidance for their performance improvement; (ii) that 30 largest (in terms of liabilities/assets) SOEs to publish their audited financial statements (within 6 months after the end of the financial year) and aggregate report on their performance, budget, and other activities available under AFS; and (iii) that all SOEs adopt a code of conduct developed by FD, MOF by March 2025Reform area: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To improve the transparency and accountability of SOEs, FD, MOF issued the policy directive/circular that by December 2025, all listed SOEs (i) to comply with the Code of Corporate Governance following OECD guideline; and (ii) to ensure at least 20% of Board of Directors (BOD) are independent.Reform area: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To facilitate business creation and operation, the Bangladesh Investment Development Authority (BIDA): (i) simplified and streamlined through the digital one-stop-service (OSS) the issuance of the trade licenses, Department of Inspection of Factories Establishment licenses, and environmental clearances (initially in Dhaka South City Corporation, Dhaka North City Corporation and Chattogram City Corporation), and the opening of online bank accounts ; (ii) integrated Registrar of Joint Stock Companies and Firms (RJSC) services, BTCL services, and Trade-related services, and Water Utility connections to digital OSS.Reform area: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To facilitate Foreign Direct Investment (FDI) and improve foreign exchange reserves, the government (i) through Bangladesh Bank enhances legal frameworks to attract FDI by enacting the new Offshore Banking Actr and (ii) through RJSC established 7 working days for approval of notice of issue/transfer of shares by updating its Citizen Charter.Reform area: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To prevent artificial price fixing practices and ensure a fair market, Bangladesh Competition Commission (BCC) issued the Statutory Regulatory Order (SRO) to industry and trade associations to conduct meetings and discussions transparently without sharing trade sensitive data.Reform area: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To further enhance fiscal risk management and improve SOE performance, the FD, MOF will (i) issue the SOE Ownership Policy; (ii) mandate that 50 largest commercial SOEs will implement Public Service Obligations (PSOs)p and will publish their audited Financial Statements within 6 months from end of the financial year; and(iii) FD, MOF will publish fiscal risk report of 30 largest commercial SOEs, and aggregate report on 50 SOEs on their performance, budget, level of government support, and governance.Reform area: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To further enhance SOE management, FD, MOF will issue a circular that (i) by October 2026, all unlisted SOEs will have at least 20% their BOD as independent and 25% as female members.Reform area: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To improve and modernize quality public services to businesses, BIDA will (i) enhance the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expand the issuance and renewal of the trade license, DIFE licenses, and environmental clearances in additional nine city corporations; and (iii) establish BIDA helpdesk/support center for businesses.Reform area: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To promote a level playing field for private sector, including for women entrepreneurs,s and climate responsive businesses, the government will amend the Companies Act (1994) and obtain Cabinet Approval for submission to the Parliament.Reform area: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To further promote FDI and facilitate domestic investment, the government through BIDA will design and implement a comprehensive new Investment Policy.Reform area: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To strengthen PPPs, the PPPA will (i) adopt an appropriate procurement modality through value-for-money (VFM) assessment and pilot it in targeted line ministries and agencies; (ii) implement the updated gender responsive PPP screening tools and methodology in line ministries and agencies; (iii) update “Procurement Guidelines for PPP Projects, 2018” considering small scale social infrastructure PPP projects, which are SDG compliant, gender responsive and climate smart; and (iv) develop and implement a policy for climate resilient Infrastructure PPPs.Reform area: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To improve fiscal risk management related to SOEs, the Finance Division (FD), Ministry of Finance (MOF) adopted the policy directives/ circular (i) to include 10 power sector SOEs having largest contingent liabilities under direct fiscal monitoring by Monitoring Cell (MC) and to implement Public Service Obligations (PSO) guidance for their performance improvement; (ii) that 30 largest (in terms of liabilities/assets) SOEs to publish their audited financial statements (within 6 months after the end of the financial year) and aggregate report on their performance, budget, and other activities available under AFS; and (iii) that all SOEs adopt a code of conduct developed by FD, MOF by March 2025Reform area: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To improve the transparency and accountability of SOEs, FD, MOF issued the policy directive/circular that by December 2025, all listed SOEs (i) to comply with the Code of Corporate Governance following OECD guideline; and (ii) to ensure at least 20% of Board of Directors (BOD) are independent.Reform area: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To facilitate business creation and operation, the Bangladesh Investment Development Authority (BIDA): (i) simplified and streamlined through the digital one-stop-service (OSS) the issuance of the trade licenses, Department of Inspection of Factories Establishment licenses, and environmental clearances (initially in Dhaka South City Corporation, Dhaka North City Corporation and Chattogram City Corporation), and the opening of online bank accounts ; (ii) integrated Registrar of Joint Stock Companies and Firms (RJSC) services, BTCL services, and Trade-related services, and Water Utility connections to digital OSS.Reform area: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To facilitate Foreign Direct Investment (FDI) and improve foreign exchange reserves, the government (i) through Bangladesh Bank enhances legal frameworks to attract FDI by enacting the new Offshore Banking Actr and (ii) through RJSC established 7 working days for approval of notice of issue/transfer of shares by updating its Citizen Charter.Reform area: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To prevent artificial price fixing practices and ensure a fair market, Bangladesh Competition Commission (BCC) issued the Statutory Regulatory Order (SRO) to industry and trade associations to conduct meetings and discussions transparently without sharing trade sensitive data.Reform area: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To further enhance fiscal risk management and improve SOE performance, the FD, MOF will (i) issue the SOE Ownership Policy; (ii) mandate that 50 largest commercial SOEs will implement Public Service Obligations (PSOs)p and will publish their audited Financial Statements within 6 months from end of the financial year; and(iii) FD, MOF will publish fiscal risk report of 30 largest commercial SOEs, and aggregate report on 50 SOEs on their performance, budget, level of government support, and governance.Reform area: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To further enhance SOE management, FD, MOF will issue a circular that (i) by October 2026, all unlisted SOEs will have at least 20% their BOD as independent and 25% as female members.Reform area: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To improve and modernize quality public services to businesses, BIDA will (i) enhance the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expand the issuance and renewal of the trade license, DIFE licenses, and environmental clearances in additional nine city corporations; and (iii) establish BIDA helpdesk/support center for businesses.Reform area: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To promote a level playing field for private sector, including for women entrepreneurs,s and climate responsive businesses, the government will amend the Companies Act (1994) and obtain Cabinet Approval for submission to the Parliament.Reform area: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To further promote FDI and facilitate domestic investment, the government through BIDA will design and implement a comprehensive new Investment Policy.Reform area: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To strengthen PPPs, the PPPA will (i) adopt an appropriate procurement modality through value-for-money (VFM) assessment and pilot it in targeted line ministries and agencies; (ii) implement the updated gender responsive PPP screening tools and methodology in line ministries and agencies; (iii) update “Procurement Guidelines for PPP Projects, 2018” considering small scale social infrastructure PPP projects, which are SDG compliant, gender responsive and climate smart; and (iv) develop and implement a policy for climate resilient Infrastructure PPPs.Reform area: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To improve fiscal risk management related to SOEs, the Finance Division (FD), Ministry of Finance (MOF) adopted the policy directives/ circular (i) to include 10 power sector SOEs having largest contingent liabilities under direct fiscal monitoring by Monitoring Cell (MC) and to implement Public Service Obligations (PSO) guidance for their performance improvement; (ii) that 30 largest (in terms of liabilities/assets) SOEs to publish their audited financial statements (within 6 months after the end of the financial year) and aggregate report on their performance, budget, and other activities available under AFS; and (iii) that all SOEs adopt a code of conduct developed by FD, MOF by March 2025Reform area: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To improve fiscal risk management related to SOEs, the Finance Division (FD), Ministry of Finance (MOF) adopted the policy directives/ circular (i) to include 10 power sector SOEs having largest contingent liabilities under direct fiscal monitoring by Monitoring Cell (MC) and to implement Public Service Obligations (PSO) guidance for their performance improvement; (ii) that 30 largest (in terms of liabilities/assets) SOEs to publish their audited financial statements (within 6 months after the end of the financial year) and aggregate report on their performance, budget, and other activities available under AFS; and (iii) that all SOEs adopt a code of conduct developed by FD, MOF by March 2025Reform area: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To improve the transparency and accountability of SOEs, FD, MOF issued the policy directive/circular that by December 2025, all listed SOEs (i) to comply with the Code of Corporate Governance following OECD guideline; and (ii) to ensure at least 20% of Board of Directors (BOD) are independent.Reform area: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To improve the transparency and accountability of SOEs, FD, MOF issued the policy directive/circular that by December 2025, all listed SOEs (i) to comply with the Code of Corporate Governance following OECD guideline; and (ii) to ensure at least 20% of Board of Directors (BOD) are independent.Reform area: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To facilitate business creation and operation, the Bangladesh Investment Development Authority (BIDA): (i) simplified and streamlined through the digital one-stop-service (OSS) the issuance of the trade licenses, Department of Inspection of Factories Establishment licenses, and environmental clearances (initially in Dhaka South City Corporation, Dhaka North City Corporation and Chattogram City Corporation), and the opening of online bank accounts ; (ii) integrated Registrar of Joint Stock Companies and Firms (RJSC) services, BTCL services, and Trade-related services, and Water Utility connections to digital OSS.Reform area: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To facilitate business creation and operation, the Bangladesh Investment Development Authority (BIDA): (i) simplified and streamlined through the digital one-stop-service (OSS) the issuance of the trade licenses, Department of Inspection of Factories Establishment licenses, and environmental clearances (initially in Dhaka South City Corporation, Dhaka North City Corporation and Chattogram City Corporation), and the opening of online bank accounts ; (ii) integrated Registrar of Joint Stock Companies and Firms (RJSC) services, BTCL services, and Trade-related services, and Water Utility connections to digital OSS.Reform area: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To facilitate Foreign Direct Investment (FDI) and improve foreign exchange reserves, the government (i) through Bangladesh Bank enhances legal frameworks to attract FDI by enacting the new Offshore Banking Actr and (ii) through RJSC established 7 working days for approval of notice of issue/transfer of shares by updating its Citizen Charter.Reform area: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To facilitate Foreign Direct Investment (FDI) and improve foreign exchange reserves, the government (i) through Bangladesh Bank enhances legal frameworks to attract FDI by enacting the new Offshore Banking Actr and (ii) through RJSC established 7 working days for approval of notice of issue/transfer of shares by updating its Citizen Charter.Reform area: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To prevent artificial price fixing practices and ensure a fair market, Bangladesh Competition Commission (BCC) issued the Statutory Regulatory Order (SRO) to industry and trade associations to conduct meetings and discussions transparently without sharing trade sensitive data.Reform area: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To prevent artificial price fixing practices and ensure a fair market, Bangladesh Competition Commission (BCC) issued the Statutory Regulatory Order (SRO) to industry and trade associations to conduct meetings and discussions transparently without sharing trade sensitive data.Reform area: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To further enhance fiscal risk management and improve SOE performance, the FD, MOF will (i) issue the SOE Ownership Policy; (ii) mandate that 50 largest commercial SOEs will implement Public Service Obligations (PSOs)p and will publish their audited Financial Statements within 6 months from end of the financial year; and(iii) FD, MOF will publish fiscal risk report of 30 largest commercial SOEs, and aggregate report on 50 SOEs on their performance, budget, level of government support, and governance.Reform area: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To further enhance fiscal risk management and improve SOE performance, the FD, MOF will (i) issue the SOE Ownership Policy; (ii) mandate that 50 largest commercial SOEs will implement Public Service Obligations (PSOs)p and will publish their audited Financial Statements within 6 months from end of the financial year; and(iii) FD, MOF will publish fiscal risk report of 30 largest commercial SOEs, and aggregate report on 50 SOEs on their performance, budget, level of government support, and governance.Reform area: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To further enhance SOE management, FD, MOF will issue a circular that (i) by October 2026, all unlisted SOEs will have at least 20% their BOD as independent and 25% as female members.Reform area: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To further enhance SOE management, FD, MOF will issue a circular that (i) by October 2026, all unlisted SOEs will have at least 20% their BOD as independent and 25% as female members.Reform area: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To improve and modernize quality public services to businesses, BIDA will (i) enhance the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expand the issuance and renewal of the trade license, DIFE licenses, and environmental clearances in additional nine city corporations; and (iii) establish BIDA helpdesk/support center for businesses.Reform area: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To improve and modernize quality public services to businesses, BIDA will (i) enhance the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expand the issuance and renewal of the trade license, DIFE licenses, and environmental clearances in additional nine city corporations; and (iii) establish BIDA helpdesk/support center for businesses.Reform area: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To promote a level playing field for private sector, including for women entrepreneurs,s and climate responsive businesses, the government will amend the Companies Act (1994) and obtain Cabinet Approval for submission to the Parliament.Reform area: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To promote a level playing field for private sector, including for women entrepreneurs,s and climate responsive businesses, the government will amend the Companies Act (1994) and obtain Cabinet Approval for submission to the Parliament.Reform area: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To further promote FDI and facilitate domestic investment, the government through BIDA will design and implement a comprehensive new Investment Policy.Reform area: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To further promote FDI and facilitate domestic investment, the government through BIDA will design and implement a comprehensive new Investment Policy.Reform area: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To strengthen PPPs, the PPPA will (i) adopt an appropriate procurement modality through value-for-money (VFM) assessment and pilot it in targeted line ministries and agencies; (ii) implement the updated gender responsive PPP screening tools and methodology in line ministries and agencies; (iii) update “Procurement Guidelines for PPP Projects, 2018” considering small scale social infrastructure PPP projects, which are SDG compliant, gender responsive and climate smart; and (iv) develop and implement a policy for climate resilient Infrastructure PPPs.Reform area: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To strengthen PPPs, the PPPA will (i) adopt an appropriate procurement modality through value-for-money (VFM) assessment and pilot it in targeted line ministries and agencies; (ii) implement the updated gender responsive PPP screening tools and methodology in line ministries and agencies; (iii) update “Procurement Guidelines for PPP Projects, 2018” considering small scale social infrastructure PPP projects, which are SDG compliant, gender responsive and climate smart; and (iv) develop and implement a policy for climate resilient Infrastructure PPPs. XM-DAC-46004-44167-013-GRNT0082Asian Development BankADB is assisting the Government of Bangladesh to improve the livelihoods of people in the country's most flood and erosion prone areas along the Jamuna, Ganges and Padma rivers. The Flood and Riverbank Erosion Risk Management Investment Program is in line with the plans of the government to strategically manage flood and riverbank erosion risks along the country's main rivers to reduce damage to people's assets and to lessen constraints to economic development. It will reduce flood and riverbank erosion risks in priority erosion reaches through structural and nonstructural interventions, and institutional and knowledge-based strengthening. It will implement three subprojects comprising climate-resilient flood embankments protecting critical riparian productive areas in central Bangladesh and capacity building initiatives. It will extend successful riverbank protection technologies of the ADB-financed Jamuna-Meghna River Erosion Mitigation Project to other areas, with necessary improvements. Also, the program supports the national-level institutional capacity strengthening for more strategic planning and implementation of flood and erosion risk management. The program was designed to be implemented over 9 years and financed in three tranches. However, at the government's request, the originally envisaged Tranches 2 and 3 of the MFF were combined into a single and final tranche (Tranche 2) during the processing of the Tranche 2 project (Project 2) in 2021 and the MFF was extended to the maximum availability period of 10 years. Tranche 2 continued the works carried out under Tranche 1 and extended Tranche 1 achievements. Project 2 and the MFF physically closed on 26 June 2024.Asian Development BankBangladesh Water Development BoardAsian Development BankAsian Development BankDrieu, Olivierhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=44167-013 (Active)&officer= odrieu@adb.org&division= Agriculture, Food, Nature, and Rural Development Sector Office (SG-AFNR)&projectcountry= BangladeshBangladesh24 90Environmentally sustainable growth Inclusive economic growthGender Equity and Mainstreaming Governance and capacity development Knowledge solutions PartnershipsEffective gender mainstreaming (EGM)17890000Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development 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BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development BoardPerformanceFiduciaryOutput/s as listed by the project staff.Output: Flood and riverbank erosion risk mitigation functioning at priority reaches Indicator: By 2023 in subproject areas 60 km of riverbank protected by applying appropriate technology and methodology (baseline=10 km) Progress/Status: Exceeded. In total, 85.3 km of riverbank protection were constructed under the MFF in the project area; additionally, 20.6 km of adaptation works were constructed under the MFF. Data Source: BWDB project progress and completion reportsOutput: Flood and riverbank erosion risk mitigation functioning at priority reaches Indicator: 89 km of climate-resilient flood embankment constructed/ rehabilitated/upgraded against 100-year probably floods (baseline= 0 km in good condition) Progress/Status: Substantially Achieved. 23.2 km of embankments were constructed/ rehabilitated/upgraded to protect against the 100-year probable flood. Data Source: BWDB project progress and completion reportsOutput: Flood and riverbank erosion risk mitigation functioning at priority reaches Indicator: 66 km of paved roads on embankments (baseline=0) Progress/Status: No longer financed under the MFF. Paved roads on the embankments have not been financed under the MFF as other government agencies are anticipated to undertake this work with their own funds in the foreseeable future. Data Source: BWDB project progress and completion reportsOutput: Flood and riverbank erosion risk mitigation functioning at priority reaches Indicator: 8 regulators and other hydraulic structures installed. (baseline=0) Progress/Status: Partially Achieved. Four regulators were achieved. Three planned regulators were combined to one larger structure. Data Source: BWDB project progress and completion reportsOutput: Flood and riverbank erosion risk mitigation functioning at priority reaches Indicator: 200 community-based disaster management units operate disaster-resilience action plan against flood and erosion disasters with min. 33% of units led by women (baseline=0) Progress/Status: Partially Achieved. 55 community-based disaster management units created and operate disaster-resilience action plan against flood and erosion disasters, out of which 23 are led by women (42%). Data Source: Implementation NGO's reports BWDB benefit survey reportsOutput: Flood and riverbank erosion risk mitigation functioning at priority reaches Indicator: 11 community groups with at least 50% of women participants operate livelihood support programs (baseline=0) Progress/Status: Achieved. 14 community groups were established (4 groups (28.6%) are led by women) and livelihood training programs conducted (41% or participants were women). Data Source: Implementation NGO's reports BWDB benefit survey reportsOutput: Operational program management systems Indicator: Outputs completed on time within budget Progress/Status: Partially Achieved. The COVID-19 pandemic caused the majority of unavoidable delays to the implementation of the project. Data Source: BWDB project progress and completion reportOutput: Strengthened institutional systems for flood and riverbank erosion risk management, and Indicator: MIS for flood and riverbank erosion with sex-disaggregated data developed and operated by BWDB by 2021 Progress/Status: Achieved. A database for the MIS for flood and riverbank erosion with sex-disaggregated data was developed and operated by BWDB. Data Source: BWDB project progress and completion reportsOutput: Strengthened institutional systems for flood and riverbank erosion risk management, and Indicator: 5-year budgetary plan for riverbank protection O&M and emergency work for the main rivers endorsed by BWDB by 2018 Progress/Status: Achieved. A comprehensive plan for riverbank protection O&M and emergency work for the main rivers has been developed and submitted to BWDB. Data Source: BWDB's annual budgetary plan BWDB's construction material stockade planOutput: Strengthened institutional systems for flood and riverbank erosion risk management, and Indicator: Long-term strategic river stabilization plan taking climate change impact into account endorsed by BWDB by 2016 (i) New morphological short-term erosion prediction model developed: 1 set* (ii) Updated Guidelines for the River Erosion Protection published: 1* (iii) International publication/ presentation on project's lessons learned : 5* nos. Progress/Status: Achieved. A long-term strategic river stabilization plan incorporating climate impacts was endorsed by BWDB. (i) Morphological prediction model: A model was developed during Tranche 1.  The development of the model was further advanced in Tranche 2 with the addition of predicting scour movement using 2-D modelling. (ii) Updated guideline: BWDB published an updated guideline for riverbank protection in 2021. (iii) Publications: More than 5 papers were prepared, presented at conferences, and published over the course of the two tranches. Data Source: BWDB project progress and completion reportsOutput: Strengthened institutional systems for flood and riverbank erosion risk management, and Indicator: BWDB project website contained database of flood and river survey and knowledge products by 2023 Progress/Status: Achieved. BWDB project website containing database of flood and river survey and knowledge products was developed and is operational. Data Source: BWDB project progress and completion reports BWDB project web-sitereduced flood and riverbank erosion risks in the subproject areas.By 2023: 122,000 ha of land protected from inundation damages (baseline = 0) Progress/Status: Partly Achieved. A total of 4,000 ha of land have been protected against inundation damages. Data Source: Districts' flood damage recordsAround 2 million of population protected from inundation damages (baseline = 0) Progress/Status: Partly Achieved. Approximately 0.378 million people are protected against inundation damages; out of which 0.268 million people are also protected from risk of riverbank erosion. Data Source: Districts' flood damage records461 ha of lands with assets protected from bank erosion (43 ha in 2013) Progress/Status: Exceeded. Approximately 8,600 ha of land are protected against riverbank erosion. Data Source: BWDB's dry season satellite image analysis XM-DAC-46004-56345-001-LN4439Asian Development BankThe loan will provide long-term financing for Ananta Knitwear Limited (AKL) to construct a green building and purchase and install machinery for a greenfield knitting factory in Narshingdi, and to achieve backward integration of its production process.Asian Development BankAnanta Knitwear LimitedAsian Development BankAsian Development BankOishi, Yoheihttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=56345-001 (Approved)&officer= yoheioishi@adb.org&division= Infrastructure Finance Division 1&projectcountry= BangladeshBangladesh23.89507 90.29226Effective gender mainstreaming (EGM)Addressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainability20000000Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited5000000.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited237635.13Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited297926.03Asian Development BankAnanta Knitwear Limited5000.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear Limited388452.69Asian Development BankAnanta Knitwear Limited0.00Asian Development BankAnanta Knitwear LimitedPerformanceFiduciaryOutput/s as listed by the project staff.Status of Development Objectives: Project Outcomes will be measured in FY28 (June); meanwhile, Project Outputs related to commissioning and local employment provided by the Project is being measured in FY26 (June)Status of Operation/Construction: Construction is ongoing. Commercial operations expected by Q4 2026 (October-December)Some results are in the Initial Environmental Examination | Jul 2024: https://www.adb.org/sites/default/files/project-documents/56345/56345-001-iee-en_4.pdfSome results are in the Environment and Social Compliance Audit Reports | Jul 2024: https://www.adb.org/sites/default/files/project-documents/56345/56345-001-escar-en_0.pdf24 Jun 2024 | News Release: https://www.adb.org/news/adb-ananta-group-sign-deal-promote-energy-efficient-fabric-manufacturing-create-jobs XM-DAC-46004-47243-006-LN4327Asian Development BankThe RCIP will improve the road network connecting the rural population to agriculture value chain development zones in Bangladesh. The project was prepared under the project design advance. Investments will be made to (i) upgrade about 1,700 kilometers of rural roads to all-weather standards in 34 districts located in five divisions; (ii) improve the capacity of the rural infrastructure agency to address institutional constraints relating to rural road development; and (iii) finance enhancements to the national rural road master plan to enable the selection of priority rural roads for improvement using a geographic information system covering the entire country.Asian Development BankLocal Government Engineering DepartmentAsian Development BankAsian Development BankDas, Amrita Kumarhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=47243-004 (Active)&officer= adas@adb.org&division= Transport Sector Office (SG-TRA)&projectcountry= BangladeshNarail23.15509 89.49515Magura25.88501 89.08168Rajshahi24.374 88.60114Natore24.41112 88.98673Joypurhat25.09446 89.02286Bogra24.85098 89.37108Naogaon24.78333 88.68333Chapai Nawabganj24.59895 88.28339Panchagarh26.33338 88.55777Thakurgaon26.03097 88.46989Nilphamari25.94167 88.84667Dinajpur25.62745 88.63779Rangpur23.97154 90.89559Noakhali22.75 91.16667Chandpur23.25 90.83333B-baria City23.965 91.107Comilla23.46186 91.18504Rajbari23.66667 89.55Gopalganj23.16667 89.91667Shariatpur23.25 90.36667Madaripur23.17097 90.20935Faridpur23.60612 89.84064Kushtia23.9028 89.11943Lalmanirhat25.91719 89.44595Kurigram25.81158 89.64284Jhenaidah Sardar UZ23.542 89.183Jessore23.16971 89.21371Meherpur23.77687 88.63033Chuadanga23.64299 88.85291Cox's Bazar21.58389 92.01528Chittagong22.3384 91.83168Gaibandha25.06247 89.86423Laksmipur25.16695 88.6841Feni23.0144 91.3966Environmentally sustainable growth Inclusive economic growthGender Equity and Mainstreaming Governance and capacity development Private sector developmentEffective gender mainstreaming (EGM)190000000Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department5525340.47Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department9214816.77Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department10129983.62Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department8671487.23Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department8749519.88Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department9205658.60Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department8857652.34Asian Development BankLocal Government Engineering Department222851.00Asian Development BankLocal Government Engineering Department6440374.77Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department434885.67Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department665238.43Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department937376.66Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: 100% of LGED project staff, including at least 90% of relevant women staff, reported increased knowledge of and skills for road safety awareness, road asset management, contract management, financial management, climate-resilient design and construction, and nature-based bioengineering solutions for erosion control Progress/Status: Up to June, 2026, details of RCIP-conducted trainings and workshops are as follows: - Total Project Staff at RCIP PMU is 52 nos. (Govt. 11, LKSS 17, PISC 24) in which male professional 40 nos. (77%) and female professionals and 12 nos (23%) who received training on related matters. - Five batches of training on “Climate Resilient Road Design and Construction” for LGED Project Staff at LGED HQ. - Two (02) batches of training on “Financial Management” for LGED Officials at LGED HQ. - Two (02) batches of training on “Road Asset Management” for LGED Officials at LGED HQ. - Two batches of training on “RCIP Contract Management” for LGED Officials at LGED HQ. - One batch training on “Road Safety” for LGED Officials at LGED HQ. - Training on “Project Feasibility Study” for DPD, Sr. AE & AE. - Three batches of training on “Gender Sensitization, Gender Action Plan Implementation, Monitoring and Reporting” for Project Staff and Upazila Community Organizers. The above-mentioned trainings included all relevant women staff of RCIP and LGED. Among the attendees, out of a total of 351 participants, 313 nos. (89%) were male, and 38 nos. (11%) were female. Data Source: Post-implementation survey by LGED Actual value: Output: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: Design, construction, and maintenance manuals for rural roads that incorporate climate resilient and gender-responsive features developed and endorsed by LGED Progress/Status: Manual has been prepared by the consultant recruited under TA 9632. Data Source: Government endorsement memo Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: endorsedOutput: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: At least 40% (with 20% of participants to be women and girls) of students, teachers, parents, and school management committees from schools along project roads, reported increased knowledge through awareness campaigns (media, brochure, and billboard) on road safety (including road signs) and prevention of gender-based violence (including sexual exploitation, abuse, harassment, and human trafficking) and sexually transmitted infection Progress/Status: Up to June, 2026, Two batches of training on “Awareness Enhancement of Road Users on “Road Safety and Gender-based violence (including sexual exploitation and human trafficking) and STI (sexually transmitted infections) preventions”. Participants of the training were Students, Teachers, Local Govt. Institute Members (LGIs) and local community people. Out of total 40 participants, 24nos. (60%) were females and rests were male. Seven batches of “School Based Road Safety Awareness” Campaign conducted in seven (07) Upazilas; namely Chandanaish of Chattogram District, Bijoynagar Upazila of Brahmanbaria District, Kahalu Upazila of Bogura District, Madaripur Sadar Upazila of Madaripur District, Gopalganj Sadar Upazila of Gopalgamj District, Mirsarai Upazila of Chattogram District and Godagari Upazila of Rajshahi District. Students of primary and high schools, teachers, Union Parishad Chairman's and Members, School Management Committee (SMCs) members, guardians, journalist and local community people were attended. Attended total students were 1532 nos. in which 799 nos.(52%) were girls'/ females and 733 nos. (48%) were boys/ males; attended teacher nos. 61 (female-43, male-18) and UP Chairmans, UP Members, SMCs, Guardians, Journalists and others were 43 nos. in which attended females were 18 nos.(42%) and males were 25 nos.(58%). Data Source: Government endorsement memo Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: 40Output: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: Core labor standards and equal pay policies implemented in selection and hiring of men and women in the project Progress/Status: Total of 270 nos. contracts being awarded to the respective contractors including remaining 10 no. packages. In this regard written guidance provided to respective contractors, all bidding documents included gender related national core labor standard clause under original and two AF loans. Data Source: Government endorsement memo Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: implementedOutput: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: At least 20% of women (including disadvantaged groups) participated in the project orientation and skills development training (including on basic construction, improvement and reconstruction works, and maintenance skills) conducted for employees in project construction and maintenance Progress/Status: Completed 9 numbers of Orientation Workshops on “RCIP Procedures” from November 2021 to June 2022, where 810 participants were attended. Among them 63 (8%) were females and 747(92%) nos. were male. Also, 1. Awareness Training on Climate Resilient Rural Road Infrastructure has been done in 33 different locations at districts and upazilas level. Participants per batch district level 20 person, and Upazila Level 30 person, Total 876 person, Male 797, and Female 79 person (9%). 2. Climate Resilient Tool Identification of Risk Hazard Training has been done at Cumilla District. Particiants per batch 20 person (5% women), Duration 5 days. 3. Eco-System based Adaptation training has been complete at Faridpur district. Particiants per batch 24 person, Duration 3 Days,. Overall Participants of above all workshops and training 1750 person, Male 92%, Female 8%. Data Source: Government endorsement memo Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: 20Output: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: Skills for road construction and maintenance of at least 90% of all women workers' engaged in the works contracts enhanced Progress/Status: - The Social Safeguards and Gender Specialists attended in two trainings on “Skill Enhancement of Women Workers on Road Construction and Maintenance. - One Training Conducted in Brahmanbaria Sadar and Other one in Muksudpur Upazila under Gopalganj District. There was total 40 females (20 each) workers (100% of total participants) were participated. - Besides, the consultants visited and met different level of stakeholders by conducting FGD/ Consultation meeting and KII in Godagari Upazila of Rajshahi District, Cheragpur UP in Mohadebpur Upazila of Naogaon District, Halsha UP in Sadar Upazila of Natore District under Rajshahi Division, Shankar UP in Dinajpur Sadar Upazila of Dinajpur District and Betgari UP in Gangachara Upazila of Rangpur District. The consultants visited Modhukhali Upazila of Faridpur District. Data Source: Government endorsement memo Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: enhancedOutput: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: At least 100 nursery owners (at least 20% of them women) reported enhanced knowledge in supplying vetiver grass for nature-based slope stabilization in the project area Progress/Status: Due to non-availability of suitable land, difficulties in securing long-term land use arrangements, limited ownership and commitment from local stakeholders for operation and maintenance, and complexities in institutional arrangements for nursery management Project Steering committee decided to exclude the nursery component from the project in the meeting held on 09.10.2025 Proposed for dropping in 2nd Revised DPP. Data Source: Government endorsement memo Actual value: Output: Rural road conditions between selected rural communities, productive agricultural areas, and socioeconomic centers improved Indicator: At least 3,980 km of rural roads improved to all weather standards with climate resilience and safety features, of which 469 km maintained for a period of 5 years. Achievement: 2741 Progress/Status: As of 30 June 2026, 3200 km of civil work has been completed; 824 km is ongoing. Also, 465 km of these roads are included in the 5-year maintenance activities. Data Source: Quarterly monitoring reports and project completion report by LGEDOutput: Rural road conditions between selected rural communities, productive agricultural areas, and socioeconomic centers improved Indicator: Environment-friendly pilot technologies applied to 50 km of the rural roads Progress/Status: As of 30 June 2026, a total of 25.23 km of Piloting packages are contracted, of which 25.23 km is Uni-block Road. Average Physical Progress is 57%. Data Source: Quarterly monitoring reports and project completion report by LGED Actual value: Output: Rural road conditions between selected rural communities, productive agricultural areas, and socioeconomic centers improved Indicator: 180 upazila-level mobile road maintenance offices equipped with maintenance equipment Progress/Status: As of 30 June 2026, the RCIP 180 upazila level office has procured and delivered 180 Ton Trucks [GP-02 (b1) and GP-02(b2)] and 4 gravity-feed road maintenance units (GP-03). Data Source: Quarterly monitoring reports and project completion report by LGED Actual value: Output: Rural road master planning enhanced Indicator: Geographic information system developed and integrated with the nationwide road database, with consideration of climate change risks Progress/Status: - The beta version of the GIS-based Road and Structure Data Management System (RSDMS) is operational. - The Final Inception Report, Software Requirement Specification (SRS), and Software Design Document (SDD) have been submitted and continuously updated. - The Mobile App and Web-based RSDMS have been finalized and are in active use. - Enumerators have been trained, and the pilot survey continues across districts. - Over 6,000 road segments have been surveyed to date using integrated mobile and web applications. - A web-based RAMS portal has been launched and waiting for official inauguration: http://rams.lged.gov.bd/grrpsd. - Climate and infrastructure vulnerability data are being incorporated for climate-responsive road planning and prioritization. - Overall Physical Progress - 88% Data Source: Quarterly monitoring reports and project completion report by LGED Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2023 Target value: YTransport efficiency and related employment generated in target areas increasedAverage travel time along project roads reduced by 50% (2018 baseline: 5 minutes/km) Progress/Status: As of 30 June 2026, a comparison of vehicles' speed on 53 roads without project (WOP) vs. with project (WP) was done in October-December 2023. The savings in travel time (TT) were found to be reduced by a minimum of 51% and highest 64%. As per DMF, the reduction in travel time (TT) was anticipated minimum of 50%. Data Source: Post-implementation measurement and traffic survey by LGED Actual value: Average daily vehicle-km increased to 67,140 (2018 baseline: 49,160 vehicle-km) Progress/Status: As of 30 June 2026, vehicle kilometers (VKD) with project (WP) on 64 roads have been calculated as 2,614,420, and without project (WOP) were 10,93,612 nos. The incremental number is 139%, a significant result achieved in terms of vehicle kilometers per day (VKD) attained under the with-project (WP) situation. Data Source: Post-implementation measurement and traffic survey by LGED Actual value: 6.00 million person-days employment generated (at least 20% for women) by road construction, maintenance, and bioengineering activities (2021 baseline: 3.84 million) Progress/Status: As of 30 June 2026, 7.92 million person-days of employment were generated (30.29% women). Data Source: Quarterly monitoring reports and project completion report by LGED Actual value: XM-DAC-46004-42173-013-LN4126Asian Development BankThe project will provide more reliable and improved security of water supply in Dhaka by developing a new surface water supply scheme for supply augmentation, which includes the development of a water intake at Meghna River, a raw water transmission pipeline, a water treatment plant (WTP) at Gandharbpur with capacity of 500 million liters per day (MLD), a treated water transmission pipeline to the existing water supply network, and distribution reinforcements. The project will also include distribution network improvements to reduce nonrevenue water (NRW); and will improve the quality of water supply services, including support to low-income communities.Asian Development BankDhaka Water Supply and Sewerage AuthorityAsian Development BankAsian Development BankSrivastava, Pushkarhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42173-013 (Active)&officer= psrivastava@adb.org&division= Water and Urban Development Sector Office (SG-WUD)&projectcountry= BangladeshRupganj23.83 90.54Araihazar23.77 90.68Narayanganj District23.75 90.58333Dhaka District23.81093 90.36542Gulshan23.7917 90.4167Bishnadi23.72497 90.65757Gandharbapur23.76571 90.51697Mirpur23.99511 90.32359Dhaka23.7104 90.40744Badda23.86667 90.23333Environmentally sustainable growth Inclusive economic growthGender Equity and Mainstreaming Governance and capacity development PartnershipsEffective gender mainstreaming (EGM)85000000Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority413176.45Asian Development BankDhaka Water Supply and Sewerage Authority580678.34Asian Development BankDhaka Water Supply and Sewerage Authority1107045.17Asian Development BankDhaka Water Supply and Sewerage Authority114263.01Asian Development BankDhaka Water Supply and Sewerage Authority111264.14Asian Development BankDhaka Water Supply and Sewerage Authority28043.14Asian Development BankDhaka Water Supply and Sewerage Authority1105022.94Asian Development BankDhaka Water Supply and Sewerage Authority2429088.38Asian Development BankDhaka Water Supply and Sewerage Authority2028302.28Asian Development BankDhaka Water Supply and Sewerage Authority850585.58Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority953412.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority772938.56Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority833523.50Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority863134.58Asian Development BankDhaka Water Supply and Sewerage AuthorityPerformanceFiduciaryOutput/s as listed by the project staff.Output: DWASA's management and administration capacity improved Indicator: Special management unit for the new surface water system established in DWASA by 2024 Achievement: Y Progress/Status: All consultants and NGOs mobilized: Management, Design and Supervision (for output 1); Management Supervision Consultants (for output 2); NGOs (for outputs- 1 and 2). O&M organizational setup has been approved by DWASA Board for recruitment of manpower which is under process of DWASA by forming a committee. Data Source: DWASA progress reports Baseline year: 2012 Baseline value: N Baseline year: 2012 Baseline value: N Target year: 2024 Target value: Y Actual value: YOutput: DWASA's management and administration capacity improved Indicator: At least 60 DWASA staff (including 12 female staff) reported increased knowledge on financial management and gender mainstreaming by 2025 Progress/Status: Trainings on financial management and gender mainstreaming are ongoing. Data Source: Pre- and post-training assessment Actual value: Output: DWASA's management and administration capacity improved Indicator: Project performance management system, with social and gender indicators and sex-disaggregated data, integrated with existing DWASA management information system by 2021 Achievement: Y Progress/Status: Achieved. Project performance management system is in place. Data Source: DWASA progress reports Baseline year: 2012 Baseline value: N Baseline year: 2012 Baseline value: N Target year: 2021 Target value: Y Actual value: YOutput: Empowerment of women and vulnerable groups in LICs supported Indicator: At least 1,000 community toilets and bathing chambers with separate units for males and females in LICs constructed Achievement: 1493 Progress/Status: Achieved. The construction of 358 units/WASH blocks comprised of 615 nos. community toilets and 377 nos. bathing facility under first 4 lots; and construction works of 220 units/WASH blocks comprised of 332 nos. community toilets and 229 nos. bathing facility under other 3 lots is completed. Ensured separate arrangement of 40% (578 Chambers) for males, 50% (723 Chambers) for females and 10% (144 Chambers) for vulnerable people of 29 LICs. Data Source: DWASA progress reportsOutput: Empowerment of women and vulnerable groups in LICs supported Indicator: Inclusive and gender-responsive coronavirus disease (COVID-19) risk communication strategy and emergency response plan developed and implemented Achievement: Y Progress/Status: Achieved. Development of communication strategy and emergency response plan has been prepared and implemented in 41 LICs. A total of 791 (Women- 72% and Men- 28%; including 2 Hizra) were participated in training on the emergency response plan in 37 LICs. Data Source: DWASA progress reports Baseline year: 2020 Baseline value: N Baseline year: 2020 Baseline value: N Target year: 2025 Target value: Y Actual value: YOutput: Empowerment of women and vulnerable groups in LICs supported Indicator: CBOs on the new facilities formed, with women comprising at least 40% of appointed leaders in the executive body Achievement: 56 Progress/Status: Achieved. Completed formation of 39 CBOs in 37 LICs comprised of 222 leadership Position in all Executive Body and covered 125 women (56%). Data Source: DWASA progress reportsOutput: Empowerment of women and vulnerable groups in LICs supported Indicator: 300 representatives of key stakeholder groups reported increased legal literacy on the rights of women and vulnerable groups Achievement: 488 Progress/Status: Achieved. Organized training of 9 batches with 488 Participants (Male: 103 & Female: 381, Hizra: 4) including CBO leaders, local representatives, DWASA Staff and Volunteers from 37 LICs. Data Source: DWASA's end line surveyOutput: Empowerment of women and vulnerable groups in LICs supported Indicator: At least 750 men and/or boys from schools and madrasahs (Islamic colleges) in pilot project areas reported increased awareness of and have expressed support for women empowerment and gender equality Achievement: 1072 Progress/Status: Achieved. Organized 7 Workshops with 1072 Participants comprised of 906 Boys, 166 Men. In addition, 149 Girls /Women participated in the workshops. Data Source: DWASA's end line surveyOutput: Existing distribution network in zone 6 strengthened Indicator: 376 km of water distribution network rehabilitated Achievement: 495.89 Progress/Status: Achieved. 495.89 km of water distribution network rehabilitated under 16 DMAs. Data Source: DWASA progress reportsOutput: Existing distribution network in zone 6 strengthened Indicator: 32,000 household and community connections covering at least 160,000 beneficiaries rehabilitated, including replacement of meters Achievement: 33,385 Progress/Status: Achieved. 33,385 household and community connections are rehabilitated, including replacement of meters. Data Source: DWASA progress reports Actual value: 33,385Output: Existing distribution network in zone 6 strengthened Indicator: 3,700 new or legalized household and community connections installed, including 17 in LICs Achievement: 3,988 Progress/Status: Achieved. 3,988 new or legalized household and community connections installed including LICs. Data Source: DWASA progress reports Actual value: 3,988Output: Existing distribution network in zone 6 strengthened Indicator: Public awareness on water use and conservation raised in all 16 district-metered areas Achievement: 16 Progress/Status: Achieved. Public awareness on water use and conservation raised in all 16 district-metered areas. Data Source: DWASA's end line surveysOutput: New surface water supply system developed Indicator: Water intake with capacity of 1,050 MLD constructed Achievement: 1050 Progress/Status: Physical works ongoing. About 97.91% progress is achieved to date. Data Source: DWASA's progress reportsOutput: New surface water supply system developed Indicator: 21.5 km raw water transmission pipeline laid Achievement: 20.90 Progress/Status: Physical works ongoing. About 98.24% transmission pipeline laid to date. About 20.90 km transmission pipe laying has been completed. Data Source: DWASA's progress reportsOutput: New surface water supply system developed Indicator: WTP with production capacity of 500 MLD constructed Progress/Status: Physical works ongoing. About 99.14% progress is achieved to date. Data Source: DWASA's progress reports Actual value: Output: New surface water supply system developed Indicator: 37 km of treated water transmission mains and primary distribution mains installed Achievement: 13.86 Progress/Status: Physical works ongoing. P-2: Approx. 13.86 km transmission mains (out of 14 km) are installed to date, which is 99.0%. P-3.1: Approx. 47.05% progress has been achieved to date (out of 23 km). Data Source: DWASA's progress reportsOutput: New surface water supply system developed Indicator: 43 km of treated water secondary distribution mains installed Progress/Status: Package 3.2: Approx. 57.05% progress has been achieved to date. Data Source: DWASA's progress reports Actual value: More reliable and improved security of water supply and sanitation in Dhaka achieved3 million people in zones 5, 6, 8, 9, and 10 received continuous water supply Progress/Status: Not due yet. All the major civil works contracts have been awarded and are under implementation. The new water supply system is expected to complete in Q2 2027. About 495.89 km pipeline under 16 district metered areas are completed. Data Source: DWASA surveys Actual value: Water supply pressure of at least one bar at consumer end achieved Progress/Status: Not due yet. Data Source: DWASA surveys Actual value: Dependence on groundwater in project areas reduced to 30% for sustainable water supply and greater resilience to climate change Progress/Status: Not due yet. Till date, dependence on groundwater reduced to 26% in Zone 5, and 7% in Zone 8. Data Source: DWASA surveys Actual value: 98% of water quality test results within DWASA distribution systems met country standards Progress/Status: Not due yet. Till date, 95% of water quality test results meet country standards. Data Source: Joint surveys of DWASA and Department of Environment Actual value: Nonrevenue water reduced to 15% or less in 16 district metered areas in zone 6 Progress/Status: Not due yet. Till date, nonrevenue water reduced to 5%. Data Source: DWASA surveys Actual value: At least 10,000 women and 1,000 vulnerable people in LICs received improved sanitation services Achievement: 24000 Progress/Status: Achieved. The construction of 358 units/WASH blocks comprised of 615 nos. community toilets and 377 nos. bathing facility under first 4 lots; and construction works of 220 units/WASH blocks comprised of 332 nos. community toilets and 229 nos. bathing facility under other 3 lots is completed. Ensured improved sanitation services for 20,000 women (50%) and 4,000 vulnerable people (10%) in 29 LICs. Data Source: DWASA surveys XM-DAC-46004-52174-001-LN4192Asian Development BankThe project will support the Government of Bangladesh in addressing the immediate and urgent needs of the displaced persons from Myanmar in Cox's Bazar District, as identified by the United Nations (UN) in its Joint Response Plan (JRP) (displaced persons). The project will mainly support the improvement of water supply and sanitation, disaster risk management, sustainable energy supply, and access roads.Asian Development BankBangladesh Rural Electrification BoardDepartment of Public Health EngineeringLocal Government Engineering DepartmentRoads and Highways DepartmentAsian Development BankAsian Development BankRoy, Amit Dattahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=52174-001 (Active)&officer= adroy@adb.org&division= Water and Urban Development Sector Office (SG-WUD)&projectcountry= BangladeshCoxs Bazar21.43973 92.00955Cox's Bazar21.58389 92.01528Environmentally sustainable growth Inclusive economic growthGender Equity and Mainstreaming Governance and capacity developmentEffective gender mainstreaming (EGM)30000000Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board1578824.44Asian Development BankBangladesh Rural Electrification Board531075.54Asian Development BankBangladesh Rural Electrification Board1554265.52Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board66854.40Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board80085.74Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board80085.75Asian Development BankBangladesh Rural Electrification BoardPerformanceFiduciaryOutput/s as listed by the project staff.Output: Access Roads Improved Indicator: 23 km of internal roads and stairs (where required) with drainage facilities constructed by 2022 Achievement: 23 Progress/Status: Achieved. Under the original project, 23 km internal roads constructed and in operation. Data Source: Periodic project progress reports prepared by the executing agency Output: Access Roads Improved Indicator: 24 km of rural roads to connect to food storage centers, food distribution centers, field hospitals, primary health care centers, cyclone shelters, and primary education centers reconstructed and rehabilitated by 2022 Achievement: 24 Progress/Status: Achieved. Under the original project, 24 km internal roads constructed and in operation. Data Source: Periodic project progress reports prepared by the executing agency Output: Access Roads Improved Indicator: 80.76 km of the road from Cox's Bazar to Teknaf resurfaced, including the improvement of critical sections (market areas and culverts) Achievement: 80.76 Progress/Status: Achieved. Under the original project, resurfacing of 50 km road from Cox's Bazar link road to Unchiprang completed. Under the additional financing phase, resurfacing of 30.76 km road from Unchiprang to Teknaf (under 2 contracts) is completed. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 15 multipurpose cyclone shelters constructed with sex disaggregated and persons with disability-friendly toilets and designated space for women, including pregnant women and lactating mothers Achievement: 5 Progress/Status: Achieved. Under the original project, 10 multipurpose cyclone shelters constructed and handed over to beneficiaries. Under the additional financing phase, construction of 5 cyclone shelters is completed. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 4 large e-voucher shops for food distribution constructed of which 10%-20% of total construction workers employed in the community are women Achievement: 4 Progress/Status: Achieved. 4 large e-voucher shops for food distribution centers constructed under the original project and are in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 11 km storm water drainage network constructed Achievement: 11 Progress/Status: Achieved. 11 km storm water drainage network constructed under the original project. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 200 lightning arresters installed Achievement: 400 Progress/Status: Achieved. 400 lighting arresters installed under the original project. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 12.7 km rural access roads rehabilitated to climate induced disaster-resilient design Achievement: 12.7 Progress/Status: Achieved. 12.78 km access roads is completed under 2 contracts. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Energy sources provided Indicator: 2,000 new mini grid connected streetlights with built-in solar PV panels and battery banks installed by 2021 Progress/Status: Achieved, under the original project. Data Source: Periodic project progress reports prepared by the executing agency Actual value: Output: Energy sources provided Indicator: A 33/11 kV, 10 MVA substation constructed Achievement: 1 Progress/Status: Achieved. Under the original project, the substation constructed, and the system is in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Energy sources provided Indicator: 2,000 new standalone solar LED lights with built-in solar PV panels and battery banks installed by 2021 Progress/Status: Achieved, under the original project. Data Source: Periodic project progress reports prepared by the executing agency Actual value: Output: Energy sources provided Indicator: A 43 km, ≤11 kV new distribution line constructed with 5 MVA distribution transformers installed Achievement: 43 Progress/Status: Achieved. Under the original project, 43 km of distribution line installed and is in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Energy sources provided Indicator: 2,000 new mini grid connected streetlights and 2,000 new standalone solar LED lights with built-in solar PV panels and battery banks installed Achievement: 4000 Progress/Status: Achieved. Under the original project, 2,000 mini grid-connected streetlights and 2,000 stand-alone solar LED lights installed and are in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Energy sources provided Indicator: 100 solar PV micro-grid systems installed at Balukhali, Kutupalong, Noyapara, Leda, and Shamlapur camps Achievement: 100 Progress/Status: Achieved. Under the original project, 100 nos. solar nano-grid system installed and are in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 7 mobile water carriers for the distribution of potable water to the camps Achievement: 7 Progress/Status: Achieved. 7 mobile water carriers (each 3,000 litres of capacity) supplied. Data Source: Periodic project progress reports prepared by the executing agency Output: Water supply and sanitation, and COVID-19 response improved Indicator: 400 community bathing and 300 integrated WASH facilities (of which 200 nos. with solar powered running water) for women constructed of which 10%-20% of total construction workers employed are women Achievement: 500 Progress/Status: Achieved. 500 bathing facilities constructed and handed over under the original project. Under the additional financing phase, two contracts are awarded for 200 integrated WASH facilities. Implementation ongoing. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 40 mini piped water supply systems with production tube wells constructed Achievement: 40 Progress/Status: Achieved. 40 mini piped water supply systems handed over to beneficiaries under the original project. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 6 integrated solid waste management facilities constructed, and a collection system established Achievement: 1 Progress/Status: Achieved. Under the original project, construction of 5 integrated solid waste management facilities were completed, and under the additional financing construction of another 1 facility is completed. All 6 facilities are in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 4 small surface water treatment plants constructed or expanded Achievement: 1 Progress/Status: Achieved. Under the original project, construction of 3 WTP were completed, and under the additional financing phase, construction of 1 WTP is completed. All 4 facilities are in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 4 health care facilities for SARI-ITC operationalized, with segregated Achievement: 4 Progress/Status: Achieved. 4 health care facilities for SARI-ITC (1 in Teknaf, 1 in Leda or Coxs Bazar, 1 in camp 2W, and 1 in camp 2E) are upgraded and operationalized, with segregated spaces for women patients. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHOOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 6 primary health care centers and/or diagnostic facilities with gender responsive features in 2 upazilas upgraded or expanded Achievement: 6 Progress/Status: Achieved. 6 primary health care centers and/or diagnostic facilities in 2 upazilas are upgraded or expanded. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHOOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 5,000 dignity kits and 3,000 Mama kits distributed to women and girls Achievement: 8000 Progress/Status: Achieved. Procurement of 5,000 dignity kits and 3,000 mama kits is completed and distributed to women and girls inside the camps by UNFPA. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHOOutput: Water supply and sanitation, and COVID-19 response improved Indicator: Operational and logistics support, and facilities for diagnosis, infection prevention and control, and surveillance in at least 4 selected health care facilities upgraded or expanded Achievement: 4 Progress/Status: Achieved. Operational and logistics support, and facilities for diagnosis, infection prevention and control, and surveillance at 4 selected health care facilities upgraded or expanded. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHOOutput: Water supply and sanitation, and COVID-19 response improved Indicator: At least 250 health care workers (30% women) in Cox's Bazar District increased skills on conducting proper diagnosis, infection prevention and control, and surveillance at health facilities Achievement: 250 Progress/Status: 100% Achieved. Data Source: Pre- and post-training assessmentOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 1 semipermanent women friendly space led by women established Achievement: 10 Progress/Status: 100% achieved. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHOOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 1 multipurpose disaster-resilient isolation center with gender responsive features constructed at ICDDR,B (SARI-ITC) in Teknaf Progress/Status: Underachieved. Till date, 60% progress has been achieved. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHO Actual value: Living and health conditions, safety, and resilience of displaced persons improved.Reported cases of waterborne diseases decreased by 20%. Progress/Status: Baseline data refers to 192,560 cases. Not yet due. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: 400 ha in project area protected from flood during monsoon. Progress/Status: Baseline data refers to 0 ha. Not yet due. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: At least 90% of households in project area connected to solar electricity. Progress/Status: 11% household connected. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: Average travel time to transport relief goods and services to campsites. Progress/Status: Baseline data refers to 2.5 hours. Not yet due. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: At least 90% of suspected COVID-19 cases in the camps are reported, investigated, and treated. Progress/Status: Baseline data refers to 0 cases. Not yet due. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: XM-DAC-46004-42173-013-GRNT0805Asian Development BankThe project will provide more reliable and improved security of water supply in Dhaka by developing a new surface water supply scheme for supply augmentation, which includes the development of a water intake at Meghna River, a raw water transmission pipeline, a water treatment plant (WTP) at Gandharbpur with capacity of 500 million liters per day (MLD), a treated water transmission pipeline to the existing water supply network, and distribution reinforcements. The project will also include distribution network improvements to reduce nonrevenue water (NRW); and will improve the quality of water supply services, including support to low-income communities.Asian Development BankDhaka Water Supply and Sewerage AuthorityAsian Development BankAsian Development BankSrivastava, Pushkarhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42173-013 (Active)&officer= psrivastava@adb.org&division= Water and Urban Development Sector Office (SG-WUD)&projectcountry= BangladeshRupganj23.83 90.54Araihazar23.77 90.68Narayanganj District23.75 90.58333Dhaka District23.81093 90.36542Gulshan23.7917 90.4167Bishnadi23.72497 90.65757Gandharbapur23.76571 90.51697Mirpur23.99511 90.32359Dhaka23.7104 90.40744Badda23.86667 90.23333Environmentally sustainable growth Inclusive economic growthGender Equity and Mainstreaming Governance and capacity development PartnershipsEffective gender mainstreaming (EGM)5000000Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority636287.18Asian Development BankDhaka Water Supply and Sewerage Authority1189576.59Asian Development BankDhaka Water Supply and Sewerage Authority1189576.59Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority944865.30Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority137481.80Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage AuthorityPerformanceFiduciaryOutput/s as listed by the project staff.Output: DWASA's management and administration capacity improved Indicator: Special management unit for the new surface water system established in DWASA by 2024 Achievement: Y Progress/Status: All consultants and NGOs mobilized: Management, Design and Supervision (for output 1); Management Supervision Consultants (for output 2); NGOs (for outputs- 1 and 2). O&M organizational setup has been approved by DWASA Board for recruitment of manpower which is under process of DWASA by forming a committee. Data Source: DWASA progress reports Baseline year: 2012 Baseline value: N Baseline year: 2012 Baseline value: N Target year: 2024 Target value: Y Actual value: YOutput: DWASA's management and administration capacity improved Indicator: At least 60 DWASA staff (including 12 female staff) reported increased knowledge on financial management and gender mainstreaming by 2025 Progress/Status: Trainings on financial management and gender mainstreaming are ongoing. Data Source: Pre- and post-training assessment Actual value: Output: DWASA's management and administration capacity improved Indicator: Project performance management system, with social and gender indicators and sex-disaggregated data, integrated with existing DWASA management information system by 2021 Achievement: Y Progress/Status: Achieved. Project performance management system is in place. Data Source: DWASA progress reports Baseline year: 2012 Baseline value: N Baseline year: 2012 Baseline value: N Target year: 2021 Target value: Y Actual value: YOutput: Empowerment of women and vulnerable groups in LICs supported Indicator: At least 1,000 community toilets and bathing chambers with separate units for males and females in LICs constructed Achievement: 1493 Progress/Status: Achieved. The construction of 358 units/WASH blocks comprised of 615 nos. community toilets and 377 nos. bathing facility under first 4 lots; and construction works of 220 units/WASH blocks comprised of 332 nos. community toilets and 229 nos. bathing facility under other 3 lots is completed. Ensured separate arrangement of 40% (578 Chambers) for males, 50% (723 Chambers) for females and 10% (144 Chambers) for vulnerable people of 29 LICs. Data Source: DWASA progress reportsOutput: Empowerment of women and vulnerable groups in LICs supported Indicator: Inclusive and gender-responsive coronavirus disease (COVID-19) risk communication strategy and emergency response plan developed and implemented Achievement: Y Progress/Status: Achieved. Development of communication strategy and emergency response plan has been prepared and implemented in 41 LICs. A total of 791 (Women- 72% and Men- 28%; including 2 Hizra) were participated in training on the emergency response plan in 37 LICs. Data Source: DWASA progress reports Baseline year: 2020 Baseline value: N Baseline year: 2020 Baseline value: N Target year: 2025 Target value: Y Actual value: YOutput: Empowerment of women and vulnerable groups in LICs supported Indicator: CBOs on the new facilities formed, with women comprising at least 40% of appointed leaders in the executive body Achievement: 56 Progress/Status: Achieved. Completed formation of 39 CBOs in 37 LICs comprised of 222 leadership Position in all Executive Body and covered 125 women (56%). Data Source: DWASA progress reportsOutput: Empowerment of women and vulnerable groups in LICs supported Indicator: 300 representatives of key stakeholder groups reported increased legal literacy on the rights of women and vulnerable groups Achievement: 488 Progress/Status: Achieved. Organized training of 9 batches with 488 Participants (Male: 103 & Female: 381, Hizra: 4) including CBO leaders, local representatives, DWASA Staff and Volunteers from 37 LICs. Data Source: DWASA's end line surveyOutput: Empowerment of women and vulnerable groups in LICs supported Indicator: At least 750 men and/or boys from schools and madrasahs (Islamic colleges) in pilot project areas reported increased awareness of and have expressed support for women empowerment and gender equality Achievement: 1072 Progress/Status: Achieved. Organized 7 Workshops with 1072 Participants comprised of 906 Boys, 166 Men. In addition, 149 Girls /Women participated in the workshops. Data Source: DWASA's end line surveyOutput: Existing distribution network in zone 6 strengthened Indicator: 376 km of water distribution network rehabilitated Achievement: 495.89 Progress/Status: Achieved. 495.89 km of water distribution network rehabilitated under 16 DMAs. Data Source: DWASA progress reportsOutput: Existing distribution network in zone 6 strengthened Indicator: 32,000 household and community connections covering at least 160,000 beneficiaries rehabilitated, including replacement of meters Achievement: 33,385 Progress/Status: Achieved. 33,385 household and community connections are rehabilitated, including replacement of meters. Data Source: DWASA progress reports Actual value: 33,385Output: Existing distribution network in zone 6 strengthened Indicator: 3,700 new or legalized household and community connections installed, including 17 in LICs Achievement: 3,988 Progress/Status: Achieved. 3,988 new or legalized household and community connections installed including LICs. Data Source: DWASA progress reports Actual value: 3,988Output: Existing distribution network in zone 6 strengthened Indicator: Public awareness on water use and conservation raised in all 16 district-metered areas Achievement: 16 Progress/Status: Achieved. Public awareness on water use and conservation raised in all 16 district-metered areas. Data Source: DWASA's end line surveysOutput: New surface water supply system developed Indicator: Water intake with capacity of 1,050 MLD constructed Achievement: 1050 Progress/Status: Physical works ongoing. About 97.91% progress is achieved to date. Data Source: DWASA's progress reportsOutput: New surface water supply system developed Indicator: 21.5 km raw water transmission pipeline laid Achievement: 20.90 Progress/Status: Physical works ongoing. About 98.24% transmission pipeline laid to date. About 20.90 km transmission pipe laying has been completed. Data Source: DWASA's progress reportsOutput: New surface water supply system developed Indicator: WTP with production capacity of 500 MLD constructed Progress/Status: Physical works ongoing. About 99.14% progress is achieved to date. Data Source: DWASA's progress reports Actual value: Output: New surface water supply system developed Indicator: 37 km of treated water transmission mains and primary distribution mains installed Achievement: 13.86 Progress/Status: Physical works ongoing. P-2: Approx. 13.86 km transmission mains (out of 14 km) are installed to date, which is 99.0%. P-3.1: Approx. 47.05% progress has been achieved to date (out of 23 km). Data Source: DWASA's progress reportsOutput: New surface water supply system developed Indicator: 43 km of treated water secondary distribution mains installed Progress/Status: Package 3.2: Approx. 57.05% progress has been achieved to date. Data Source: DWASA's progress reports Actual value: More reliable and improved security of water supply and sanitation in Dhaka achieved3 million people in zones 5, 6, 8, 9, and 10 received continuous water supply Progress/Status: Not due yet. All the major civil works contracts have been awarded and are under implementation. The new water supply system is expected to complete in Q2 2027. About 495.89 km pipeline under 16 district metered areas are completed. Data Source: DWASA surveys Actual value: Water supply pressure of at least one bar at consumer end achieved Progress/Status: Not due yet. Data Source: DWASA surveys Actual value: Dependence on groundwater in project areas reduced to 30% for sustainable water supply and greater resilience to climate change Progress/Status: Not due yet. Till date, dependence on groundwater reduced to 26% in Zone 5, and 7% in Zone 8. Data Source: DWASA surveys Actual value: 98% of water quality test results within DWASA distribution systems met country standards Progress/Status: Not due yet. Till date, 95% of water quality test results meet country standards. Data Source: Joint surveys of DWASA and Department of Environment Actual value: Nonrevenue water reduced to 15% or less in 16 district metered areas in zone 6 Progress/Status: Not due yet. Till date, nonrevenue water reduced to 5%. Data Source: DWASA surveys Actual value: At least 10,000 women and 1,000 vulnerable people in LICs received improved sanitation services Achievement: 24000 Progress/Status: Achieved. The construction of 358 units/WASH blocks comprised of 615 nos. community toilets and 377 nos. bathing facility under first 4 lots; and construction works of 220 units/WASH blocks comprised of 332 nos. community toilets and 229 nos. bathing facility under other 3 lots is completed. Ensured improved sanitation services for 20,000 women (50%) and 4,000 vulnerable people (10%) in 29 LICs. Data Source: DWASA surveys XM-DAC-46004-52174-001-GRNT0837Asian Development BankThe project will support the Government of Bangladesh in addressing the immediate and urgent needs of the displaced persons from Myanmar in Cox's Bazar District, as identified by the United Nations (UN) in its Joint Response Plan (JRP) (displaced persons). The project will mainly support the improvement of water supply and sanitation, disaster risk management, sustainable energy supply, and access roads.Asian Development BankBangladesh Rural Electrification BoardDepartment of Public Health EngineeringLocal Government Engineering DepartmentRoads and Highways DepartmentAsian Development BankAsian Development BankRoy, Amit Dattahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=52174-001 (Active)&officer= adroy@adb.org&division= Water and Urban Development Sector Office (SG-WUD)&projectcountry= BangladeshCoxs Bazar21.43973 92.00955Cox's Bazar21.58389 92.01528Environmentally sustainable growth Inclusive economic growthGender Equity and Mainstreaming Governance and capacity developmentEffective gender mainstreaming (EGM)41400000Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board136796.56Asian Development BankBangladesh Rural Electrification Board2673952.53Asian Development BankBangladesh Rural Electrification Board3070152.53Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board115376.50Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board3936255.65Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board248371.80Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board-248371.80Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board280000.00Asian Development BankBangladesh Rural Electrification Board91013.00Asian Development BankBangladesh Rural Electrification BoardPerformanceFiduciaryOutput/s as listed by the project staff.Output: Access Roads Improved Indicator: 23 km of internal roads and stairs (where required) with drainage facilities constructed by 2022 Achievement: 23 Progress/Status: Achieved. Under the original project, 23 km internal roads constructed and in operation. Data Source: Periodic project progress reports prepared by the executing agency Output: Access Roads Improved Indicator: 24 km of rural roads to connect to food storage centers, food distribution centers, field hospitals, primary health care centers, cyclone shelters, and primary education centers reconstructed and rehabilitated by 2022 Achievement: 24 Progress/Status: Achieved. Under the original project, 24 km internal roads constructed and in operation. Data Source: Periodic project progress reports prepared by the executing agency Output: Access Roads Improved Indicator: 80.76 km of the road from Cox's Bazar to Teknaf resurfaced, including the improvement of critical sections (market areas and culverts) Achievement: 80.76 Progress/Status: Achieved. Under the original project, resurfacing of 50 km road from Cox's Bazar link road to Unchiprang completed. Under the additional financing phase, resurfacing of 30.76 km road from Unchiprang to Teknaf (under 2 contracts) is completed. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 15 multipurpose cyclone shelters constructed with sex disaggregated and persons with disability-friendly toilets and designated space for women, including pregnant women and lactating mothers Achievement: 5 Progress/Status: Achieved. Under the original project, 10 multipurpose cyclone shelters constructed and handed over to beneficiaries. Under the additional financing phase, construction of 5 cyclone shelters is completed. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 4 large e-voucher shops for food distribution constructed of which 10%-20% of total construction workers employed in the community are women Achievement: 4 Progress/Status: Achieved. 4 large e-voucher shops for food distribution centers constructed under the original project and are in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 11 km storm water drainage network constructed Achievement: 11 Progress/Status: Achieved. 11 km storm water drainage network constructed under the original project. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 200 lightning arresters installed Achievement: 400 Progress/Status: Achieved. 400 lighting arresters installed under the original project. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 12.7 km rural access roads rehabilitated to climate induced disaster-resilient design Achievement: 12.7 Progress/Status: Achieved. 12.78 km access roads is completed under 2 contracts. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Energy sources provided Indicator: 2,000 new mini grid connected streetlights with built-in solar PV panels and battery banks installed by 2021 Progress/Status: Achieved, under the original project. Data Source: Periodic project progress reports prepared by the executing agency Actual value: Output: Energy sources provided Indicator: A 33/11 kV, 10 MVA substation constructed Achievement: 1 Progress/Status: Achieved. Under the original project, the substation constructed, and the system is in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Energy sources provided Indicator: 2,000 new standalone solar LED lights with built-in solar PV panels and battery banks installed by 2021 Progress/Status: Achieved, under the original project. Data Source: Periodic project progress reports prepared by the executing agency Actual value: Output: Energy sources provided Indicator: A 43 km, ≤11 kV new distribution line constructed with 5 MVA distribution transformers installed Achievement: 43 Progress/Status: Achieved. Under the original project, 43 km of distribution line installed and is in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Energy sources provided Indicator: 2,000 new mini grid connected streetlights and 2,000 new standalone solar LED lights with built-in solar PV panels and battery banks installed Achievement: 4000 Progress/Status: Achieved. Under the original project, 2,000 mini grid-connected streetlights and 2,000 stand-alone solar LED lights installed and are in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Energy sources provided Indicator: 100 solar PV micro-grid systems installed at Balukhali, Kutupalong, Noyapara, Leda, and Shamlapur camps Achievement: 100 Progress/Status: Achieved. Under the original project, 100 nos. solar nano-grid system installed and are in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 7 mobile water carriers for the distribution of potable water to the camps Achievement: 7 Progress/Status: Achieved. 7 mobile water carriers (each 3,000 litres of capacity) supplied. Data Source: Periodic project progress reports prepared by the executing agency Output: Water supply and sanitation, and COVID-19 response improved Indicator: 400 community bathing and 300 integrated WASH facilities (of which 200 nos. with solar powered running water) for women constructed of which 10%-20% of total construction workers employed are women Achievement: 500 Progress/Status: Achieved. 500 bathing facilities constructed and handed over under the original project. Under the additional financing phase, two contracts are awarded for 200 integrated WASH facilities. Implementation ongoing. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 40 mini piped water supply systems with production tube wells constructed Achievement: 40 Progress/Status: Achieved. 40 mini piped water supply systems handed over to beneficiaries under the original project. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 6 integrated solid waste management facilities constructed, and a collection system established Achievement: 1 Progress/Status: Achieved. Under the original project, construction of 5 integrated solid waste management facilities were completed, and under the additional financing construction of another 1 facility is completed. All 6 facilities are in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 4 small surface water treatment plants constructed or expanded Achievement: 1 Progress/Status: Achieved. Under the original project, construction of 3 WTP were completed, and under the additional financing phase, construction of 1 WTP is completed. All 4 facilities are in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 4 health care facilities for SARI-ITC operationalized, with segregated Achievement: 4 Progress/Status: Achieved. 4 health care facilities for SARI-ITC (1 in Teknaf, 1 in Leda or Coxs Bazar, 1 in camp 2W, and 1 in camp 2E) are upgraded and operationalized, with segregated spaces for women patients. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHOOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 6 primary health care centers and/or diagnostic facilities with gender responsive features in 2 upazilas upgraded or expanded Achievement: 6 Progress/Status: Achieved. 6 primary health care centers and/or diagnostic facilities in 2 upazilas are upgraded or expanded. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHOOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 5,000 dignity kits and 3,000 Mama kits distributed to women and girls Achievement: 8000 Progress/Status: Achieved. Procurement of 5,000 dignity kits and 3,000 mama kits is completed and distributed to women and girls inside the camps by UNFPA. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHOOutput: Water supply and sanitation, and COVID-19 response improved Indicator: Operational and logistics support, and facilities for diagnosis, infection prevention and control, and surveillance in at least 4 selected health care facilities upgraded or expanded Achievement: 4 Progress/Status: Achieved. Operational and logistics support, and facilities for diagnosis, infection prevention and control, and surveillance at 4 selected health care facilities upgraded or expanded. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHOOutput: Water supply and sanitation, and COVID-19 response improved Indicator: At least 250 health care workers (30% women) in Cox's Bazar District increased skills on conducting proper diagnosis, infection prevention and control, and surveillance at health facilities Achievement: 250 Progress/Status: 100% Achieved. Data Source: Pre- and post-training assessmentOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 1 semipermanent women friendly space led by women established Achievement: 10 Progress/Status: 100% achieved. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHOOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 1 multipurpose disaster-resilient isolation center with gender responsive features constructed at ICDDR,B (SARI-ITC) in Teknaf Progress/Status: Underachieved. Till date, 60% progress has been achieved. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHO Actual value: Living and health conditions, safety, and resilience of displaced persons improved.Reported cases of waterborne diseases decreased by 20%. Progress/Status: Baseline data refers to 192,560 cases. Not yet due. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: 400 ha in project area protected from flood during monsoon. Progress/Status: Baseline data refers to 0 ha. Not yet due. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: At least 90% of households in project area connected to solar electricity. Progress/Status: 11% household connected. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: Average travel time to transport relief goods and services to campsites. Progress/Status: Baseline data refers to 2.5 hours. Not yet due. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: At least 90% of suspected COVID-19 cases in the camps are reported, investigated, and treated. Progress/Status: Baseline data refers to 0 cases. Not yet due. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: XM-DAC-46004-37113-013-GRNT0583Asian Development BankThe draft power sector master plan 2010, updated 2016, identifies the need to add 11 CCPPs each with 450 MW capacity by 2016. The proposed Ashuganj 450 MW plant (part A) can be considered one of these CCPPs. Further, the government has identified the proposed plant as a priority project in its expansion plan. The economic cost of electricity supply from the Ashuganj CCPP is similar to or lower than those of a coal-fired power plant (based on the costs taken from the master plan), confirming that the proposed plant is among the least-cost options for generating new capacity. CCPP design will use the latest commercially available technology to harness the maximum benefit of energy efficiency. Part B of the project will demonstrate renewable energy technologies and their application for long-term large-scale penetration into the Bangladesh power system. The sub components in part B use solar photovoltaic, wind power and LEDs, which are commercially proven technologies. Additional financing will be utilized for installation of 2,000 solar irrigation pumps throughout the country.Asian Development BankAshuganj Power Station Company Ltd. (APSCL)Bangladesh Power Development Board (BPDB)Bangladesh Rural Electrification BoardPower Div-Min of Power, Energy & Mineral ResourcesAsian Development BankAsian Development BankNahar, Nazmunhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=37113-013 (Active)&officer= nnahar@adb.org&division= Energy Sector Office (SG-ENE)&projectcountry= BangladeshKaptai22.49419 92.22089Barisal22.70497 90.37013Khulna22.80978 89.56439Ashuganj24.04016 91.0117Hatiya22.34 91.09Dhaka23.7104 90.40744Rajshahi24.374 88.60114Sylhet24.89904 91.87198Chittagong22.3384 91.83168Environmentally sustainable growth Inclusive economic growthGender Equity and Mainstreaming PartnershipsEffective gender mainstreaming (EGM)3000000Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)83987.08Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)7109.37Asian Development BankAshuganj Power Station Company Ltd. (APSCL)10055.84Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)22192.80Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)87363.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)45722.30Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)329018.79Asian Development BankAshuganj Power Station Company Ltd. (APSCL)6332.44Asian Development BankAshuganj Power Station Company Ltd. (APSCL)PerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity developed in the EAs and surrounding communities Indicator: 25% women employee trained for O&M. Data Source: Annual reports of BPDB Actual value: Output: Capacity developed in the EAs and surrounding communities Indicator: Implementation consultants successfully employed for all the project components by December 2019 (Baseline:0) Achievement: Y Progress/Status: Implementation consultants for APSCL and BPDB were recruited within 2016. BREB signed with consulting firm on 31 January 2019 for design and implementation of 2000 solar irrigation pumps. Data Source: Annual reports of APSC Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2019 Target value: Y Actual value: YOutput: Capacity developed in the EAs and surrounding communities Indicator: 200 users, of which 30% are women received skill training on energy based livelihood opportunities. Data Source: Project progress report of BREB Actual value: Output: Capacity developed in the EAs and surrounding communities Indicator: 200 users, of which 30% are women receive education in the safe and efficient use of energy Data Source: Project progress report of BREB Actual value: Output: Capacity developed in the EAs and surrounding communities Indicator: Minimum of 25 people trained on O&M of Ashuganj power plant by June 2017(Baseline: 0) Achievement: 0 Progress/Status: EA (Ashuganj) closed the project without training package implementation. Data Source: Annual reports of APSCOutput: Capacity developed in the EAs and surrounding communities Indicator: Minimum of 25 people trained on O&M of the grid-connected solar plant by by June 2019 (Baseline: 0) Achievement: 0 Progress/Status: BPDB received training under EPC contract of Kaptai Solar project. Data Source: Annual reports of BPDBOutput: Capacity developed in the EAs and surrounding communities Indicator: Successful completion of at least one training program for the executing agency on community involvement and information dissemination among beneficiaries by June 2023(Baseline: none). Achievement: 0 Progress/Status: An EOI was invited on 31 May 2022 to engage a consulting firm as the Training Services Provider to implement the training program. However, the process was significantly delayed. In the meantime, the loan period had to be extended. Once the evaluation was submitted, ADB declined to concur because there was not enough time left to complete the process within the loan period. Data Source: Annual reports of APSCL, BPDB, BREB and Power DivisionOutput: Capacity developed in the EAs and surrounding communities Indicator: Successful implementation of the project gender action plan for technical training and energy-related livelihood activities targeting women by Jun 2023(Baseline: none) Achievement: Y Progress/Status: BREB has completed two training programs for (a) Energy based livelihood and (b) Safe and efficient use of energy and trained 400 people of the project area under the project gender action plan. Data Source: Annual reports of APSCL, BPDB, BREB and Power Division Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2024 Target value: Y Actual value: YOutput: Capacity developed in the EAs and surrounding communities Indicator: Gender related action plan for an awareness campaign developed and capacity development for SPV pumping systems(Baseline: none). Achievement: Y Progress/Status: BREB engaged a consulting firm to implement the GAP. Data Source: Project progress report of BREB Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2024 Target value: Y Actual value: YOutput: Improved energy efficiency Indicator: Minimum 25% of O&M employees are women. Data Source: Project progress report. Actual value: Output: Improved energy efficiency Indicator: Successful completion of construction of Ashuganj combined cycle power plant of 450MW and associated 1km transmission line by Dec 2016 Achievement: Y Progress/Status: Construction of Ashuganj 450MW combined cycle power plant and associated 1km transmission line Completed. Combined cycle was commissioned on 11 June 2017. Data Source: Annual reports of APSCL Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2016 Target value: Y Actual value: YOutput: Improved energy efficiency Indicator: Successful installation of 33,000 LED-based street-lighting by June 2019 (Baseline 0) Achievement: 0 Progress/Status: Completed. Installation and commissioning of 12,185 LED streetlights in seven city corporations completed on 30 Nov 2018. Data Source: Annual reports of Power DivisionOutput: Improved energy efficiency Indicator: Employment for local labor in O&M of streetlights Achievement: Y Progress/Status: Partially complied. O& M started from January 2018. Local labors are employed for 2 years of O&M services (module cleaning, light replacement, troubleshooting and supervision). Woman employment report are not recorded yet. Data Source: Annual Report of BPDB. Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2016 Target value: Y Actual value: YOutput: Improved energy efficiency Indicator: Reduction in CO2 emissions by 300,000 tons annually against the baseline. (baseline: annual emissions of 44 million tons in 2016 and 65 million tons in 2020- Power Sector Master Plan 2010) Achievement: 0 Progress/Status: Component constructed. However, for APSCL Combined Cycle Power Plant and 7.4 MW grid connected solar PV at Kaptai, CO2 emission data is not recorded. Reduction of CO2 emission has not started yet for 2000 solar irrigation pumps, as this component implementation is ongoing. Data Source: Annual reports of APSCOutput: Increased renewable energy use Indicator: 33,000 Solar photovoltaic LED street lights installed by Dec 2016 Data Source: Project progress report. Actual value: Output: Increased renewable energy use Indicator: Kaptai solar power plant of 5MW installed by June 2019 Achievement: Y Progress/Status: Kaptai 7.4 MW Solar PV Power Plant. The grid connected plant commissioned on 6 May 2019. Solar Street Lighting: Contract was signed on 26 April 2017 and installation and commissioning completed on 31 March 2019. Data Source: Annual reports of BPDB and Power Division Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2019 Target value: Y Actual value: YOutput: Increased renewable energy use Indicator: About 19.3 MWp solar PV capacity installed. Data Source: Annual reports of BREB and Power Division Actual value: Output: Increased renewable energy use Indicator: Minimum of 25% of O&M employee are women. Data Source: Project Progress Report. Actual value: Output: Increased renewable energy use Indicator: Local labor employed in O&M of Kaptai solar power plant. Achievement: Y Progress/Status: The civil and EPC contractors of Kaptai 7.4 MW power plant engaged local labor. But women employment records are not available. Data Source: Annual reports of BPDB Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2019 Target value: Y Actual value: YOutput: Increased renewable energy use Indicator: Reduction in CO2 emissions by 25,000 tons annually against the baseline (baseline: annual emissions of 44 million tons in 2016 and 65 million tons in 2020-JICA Power Sector Master Plan, 2010) Achievement: 0 Progress/Status: Data unavailable. No data available for CO2 emission reduction yet. Annual CO2 emission reduction will be reported after completion of all project components. Data Source: Annual reports of BPDB and Power DivisionOutput: Increased renewable energy use Indicator: About 2000 sets of solar PV pumping systems installed by June 2023. Achievement: 1295 Progress/Status: All contracts under Packages SPIP-W-1-6 have been completed or closed. Of the 1,027 sites provided, 977 underwent test boring, of which 691 were found suitable. Solar irrigation pumps were installed at 641 sites, achieving the revised DMF target. No further installations were undertaken under the project due to contractor underperformance and liquidity constraints. The loan and associated grants closed on 30 June 2026. Under the approved utilization plan, BREB will utilize the remaining procured materials to install additional solar irrigation pumps within its service territory through BREB and the respective PBSs over the next three years, using its own resources. Data Source: Annual reports of BREB and Power DivisionOutput: Increased renewable energy use Indicator: At least 1 million prepayment metering system installed and commissioned by June 2023 (2020 Baseline: 0) (OP: 3.1.3) Achievement: 821000 Progress/Status: As of 15 April 2026, BPDB had installed 729,305 smart prepaid meters and 7,010 DCUs across Chattogram, Sylhet, and Cumilla, as detailed below: Chattogram: 343,838 single-phase meters, 4,485 three-phase meters, and 3,713 DCUs. Sylhet: 111,781 single-phase meters, 2,674 three-phase meters, and 1,359 DCUs. Cumilla: 262,914 single-phase meters, 3,613 three-phase meters, and 1,938 DCUs. All 821,544 meters were delivered to BPDB before the loan closed on 30 June 2026. Under the revised DMF, 728,416 meters were installed under the project. In accordance with BPDB's utilization plan, the remaining 93,128 meters will be installed in BPDB's service areas from July to December 2026 using BPDB's own resources. Data Source: Annual reports of BPDB and Power DivisionIncreased electricity generating capacityTotal installed generation capacity increased to 5,909 MW by 2016 (2011 baseline: installed generation capacity of 5,719MW) Achievement: 0 Progress/Status: Part A: Output achieved. Construction of Ashuganj 450 MW CCPP(North) is commissioned on 11 June 2017; has been operational since. Part B(i)- Output achieved. Kaptai 7.4 MW Solar Power Plant was commissioned on 6 May 2019; has been operational since. Part B(ii)-Hatiya: Output cancelled. Hatiya solar-diesel hybrid power generation component was cancelled by the request of the borrower in 2016. Part B(iii)-Solar Street Light: Output achieved. 8 contracts for streetlights were signed on 26 April 2017. Installation and commissioning of LED streetlights in 7 city corporations completed on 31 March 2019. Dhaka North City Corporation (the 8th City Corporation) cancelled the component. The cancellation has been reflected in the project by the request of the borrower in 2018. Part B(iv)-Solar Irrigation Component. The output was added to the project through a scope change (comprising reallocation of $20 million loan proceeds to BREB) approved by ADB in 2016. Additional Financing of $25.224 million grant proceeds (Grant 0582/83-BAN) was approved on 5 July 2018, to match the reallocated loan proceeds of $20 million. Project implementation activities initiated from 2018. BREB awarded one consultancy contract for design and implementation supervision on 31 January 2019; one consultancy contract for the project's GAP implementation on 30 Sep 2019; two EPC contracts for 705 solar irrigation pumps on 16 Nov 2020 and four EPC contracts for 1295 solar irrigation pumps on 26 May 2021. One contract was signed on 29 Dec 2024 to connect 1295 number of solar irrigation pump with the electricity grid. Till date, 610 units of solar irrigation pumps have been installed (30.5%). Achieved. Installed electricity generation capacity by FY 2015-16 was 12,365 MW including both private and public generation. Current capacity is 23,548 megawatts (MW). Data Source: Annual reports of APSC, BPDB, and Power Division XM-DAC-46004-37113-013-GRNT0584Asian Development BankThe draft power sector master plan 2010, updated 2016, identifies the need to add 11 CCPPs each with 450 MW capacity by 2016. The proposed Ashuganj 450 MW plant (part A) can be considered one of these CCPPs. Further, the government has identified the proposed plant as a priority project in its expansion plan. The economic cost of electricity supply from the Ashuganj CCPP is similar to or lower than those of a coal-fired power plant (based on the costs taken from the master plan), confirming that the proposed plant is among the least-cost options for generating new capacity. CCPP design will use the latest commercially available technology to harness the maximum benefit of energy efficiency. Part B of the project will demonstrate renewable energy technologies and their application for long-term large-scale penetration into the Bangladesh power system. The sub components in part B use solar photovoltaic, wind power and LEDs, which are commercially proven technologies. Additional financing will be utilized for installation of 2,000 solar irrigation pumps throughout the country.Asian Development BankAshuganj Power Station Company Ltd. (APSCL)Bangladesh Power Development Board (BPDB)Bangladesh Rural Electrification BoardPower Div-Min of Power, Energy & Mineral ResourcesAsian Development BankAsian Development BankNahar, Nazmunhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=37113-013 (Active)&officer= nnahar@adb.org&division= Energy Sector Office (SG-ENE)&projectcountry= BangladeshKaptai22.49419 92.22089Barisal22.70497 90.37013Khulna22.80978 89.56439Ashuganj24.04016 91.0117Hatiya22.34 91.09Dhaka23.7104 90.40744Rajshahi24.374 88.60114Sylhet24.89904 91.87198Chittagong22.3384 91.83168Environmentally sustainable growth Inclusive economic growthGender Equity and Mainstreaming PartnershipsEffective gender mainstreaming (EGM)22442000Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)755883.73Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)52712.06Asian Development BankAshuganj Power Station Company Ltd. (APSCL)74558.55Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)199735.20Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)786266.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)411500.70Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)2961169.08Asian Development BankAshuganj Power Station Company Ltd. (APSCL)56991.95Asian Development BankAshuganj Power Station Company Ltd. (APSCL)3000000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development Bank500000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development BankPerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity developed in the EAs and surrounding communities Indicator: 25% women employee trained for O&M. Data Source: Annual reports of BPDB Actual value: Output: Capacity developed in the EAs and surrounding communities Indicator: Implementation consultants successfully employed for all the project components by December 2019 (Baseline:0) Achievement: Y Progress/Status: Implementation consultants for APSCL and BPDB were recruited within 2016. BREB signed with consulting firm on 31 January 2019 for design and implementation of 2000 solar irrigation pumps. Data Source: Annual reports of APSC Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2019 Target value: Y Actual value: YOutput: Capacity developed in the EAs and surrounding communities Indicator: 200 users, of which 30% are women received skill training on energy based livelihood opportunities. Data Source: Project progress report of BREB Actual value: Output: Capacity developed in the EAs and surrounding communities Indicator: 200 users, of which 30% are women receive education in the safe and efficient use of energy Data Source: Project progress report of BREB Actual value: Output: Capacity developed in the EAs and surrounding communities Indicator: Minimum of 25 people trained on O&M of Ashuganj power plant by June 2017(Baseline: 0) Achievement: 0 Progress/Status: EA (Ashuganj) closed the project without training package implementation. Data Source: Annual reports of APSCOutput: Capacity developed in the EAs and surrounding communities Indicator: Minimum of 25 people trained on O&M of the grid-connected solar plant by by June 2019 (Baseline: 0) Achievement: 0 Progress/Status: BPDB received training under EPC contract of Kaptai Solar project. Data Source: Annual reports of BPDBOutput: Capacity developed in the EAs and surrounding communities Indicator: Successful completion of at least one training program for the executing agency on community involvement and information dissemination among beneficiaries by June 2023(Baseline: none). Achievement: 0 Progress/Status: An EOI was invited on 31 May 2022 to engage a consulting firm as the Training Services Provider to implement the training program. However, the process was significantly delayed. In the meantime, the loan period had to be extended. Once the evaluation was submitted, ADB declined to concur because there was not enough time left to complete the process within the loan period. Data Source: Annual reports of APSCL, BPDB, BREB and Power DivisionOutput: Capacity developed in the EAs and surrounding communities Indicator: Successful implementation of the project gender action plan for technical training and energy-related livelihood activities targeting women by Jun 2023(Baseline: none) Achievement: Y Progress/Status: BREB has completed two training programs for (a) Energy based livelihood and (b) Safe and efficient use of energy and trained 400 people of the project area under the project gender action plan. Data Source: Annual reports of APSCL, BPDB, BREB and Power Division Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2024 Target value: Y Actual value: YOutput: Capacity developed in the EAs and surrounding communities Indicator: Gender related action plan for an awareness campaign developed and capacity development for SPV pumping systems(Baseline: none). Achievement: Y Progress/Status: BREB engaged a consulting firm to implement the GAP. Data Source: Project progress report of BREB Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2024 Target value: Y Actual value: YOutput: Improved energy efficiency Indicator: Minimum 25% of O&M employees are women. Data Source: Project progress report. Actual value: Output: Improved energy efficiency Indicator: Successful completion of construction of Ashuganj combined cycle power plant of 450MW and associated 1km transmission line by Dec 2016 Achievement: Y Progress/Status: Construction of Ashuganj 450MW combined cycle power plant and associated 1km transmission line Completed. Combined cycle was commissioned on 11 June 2017. Data Source: Annual reports of APSCL Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2016 Target value: Y Actual value: YOutput: Improved energy efficiency Indicator: Successful installation of 33,000 LED-based street-lighting by June 2019 (Baseline 0) Achievement: 0 Progress/Status: Completed. Installation and commissioning of 12,185 LED streetlights in seven city corporations completed on 30 Nov 2018. Data Source: Annual reports of Power DivisionOutput: Improved energy efficiency Indicator: Employment for local labor in O&M of streetlights Achievement: Y Progress/Status: Partially complied. O& M started from January 2018. Local labors are employed for 2 years of O&M services (module cleaning, light replacement, troubleshooting and supervision). Woman employment report are not recorded yet. Data Source: Annual Report of BPDB. Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2016 Target value: Y Actual value: YOutput: Improved energy efficiency Indicator: Reduction in CO2 emissions by 300,000 tons annually against the baseline. (baseline: annual emissions of 44 million tons in 2016 and 65 million tons in 2020- Power Sector Master Plan 2010) Achievement: 0 Progress/Status: Component constructed. However, for APSCL Combined Cycle Power Plant and 7.4 MW grid connected solar PV at Kaptai, CO2 emission data is not recorded. Reduction of CO2 emission has not started yet for 2000 solar irrigation pumps, as this component implementation is ongoing. Data Source: Annual reports of APSCOutput: Increased renewable energy use Indicator: 33,000 Solar photovoltaic LED street lights installed by Dec 2016 Data Source: Project progress report. Actual value: Output: Increased renewable energy use Indicator: Kaptai solar power plant of 5MW installed by June 2019 Achievement: Y Progress/Status: Kaptai 7.4 MW Solar PV Power Plant. The grid connected plant commissioned on 6 May 2019. Solar Street Lighting: Contract was signed on 26 April 2017 and installation and commissioning completed on 31 March 2019. Data Source: Annual reports of BPDB and Power Division Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2019 Target value: Y Actual value: YOutput: Increased renewable energy use Indicator: About 19.3 MWp solar PV capacity installed. Data Source: Annual reports of BREB and Power Division Actual value: Output: Increased renewable energy use Indicator: Minimum of 25% of O&M employee are women. Data Source: Project Progress Report. Actual value: Output: Increased renewable energy use Indicator: Local labor employed in O&M of Kaptai solar power plant. Achievement: Y Progress/Status: The civil and EPC contractors of Kaptai 7.4 MW power plant engaged local labor. But women employment records are not available. Data Source: Annual reports of BPDB Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2019 Target value: Y Actual value: YOutput: Increased renewable energy use Indicator: Reduction in CO2 emissions by 25,000 tons annually against the baseline (baseline: annual emissions of 44 million tons in 2016 and 65 million tons in 2020-JICA Power Sector Master Plan, 2010) Achievement: 0 Progress/Status: Data unavailable. No data available for CO2 emission reduction yet. Annual CO2 emission reduction will be reported after completion of all project components. Data Source: Annual reports of BPDB and Power DivisionOutput: Increased renewable energy use Indicator: About 2000 sets of solar PV pumping systems installed by June 2023. Achievement: 1295 Progress/Status: All contracts under Packages SPIP-W-1-6 have been completed or closed. Of the 1,027 sites provided, 977 underwent test boring, of which 691 were found suitable. Solar irrigation pumps were installed at 641 sites, achieving the revised DMF target. No further installations were undertaken under the project due to contractor underperformance and liquidity constraints. The loan and associated grants closed on 30 June 2026. Under the approved utilization plan, BREB will utilize the remaining procured materials to install additional solar irrigation pumps within its service territory through BREB and the respective PBSs over the next three years, using its own resources. Data Source: Annual reports of BREB and Power DivisionOutput: Increased renewable energy use Indicator: At least 1 million prepayment metering system installed and commissioned by June 2023 (2020 Baseline: 0) (OP: 3.1.3) Achievement: 821000 Progress/Status: As of 15 April 2026, BPDB had installed 729,305 smart prepaid meters and 7,010 DCUs across Chattogram, Sylhet, and Cumilla, as detailed below: Chattogram: 343,838 single-phase meters, 4,485 three-phase meters, and 3,713 DCUs. Sylhet: 111,781 single-phase meters, 2,674 three-phase meters, and 1,359 DCUs. Cumilla: 262,914 single-phase meters, 3,613 three-phase meters, and 1,938 DCUs. All 821,544 meters were delivered to BPDB before the loan closed on 30 June 2026. Under the revised DMF, 728,416 meters were installed under the project. In accordance with BPDB's utilization plan, the remaining 93,128 meters will be installed in BPDB's service areas from July to December 2026 using BPDB's own resources. Data Source: Annual reports of BPDB and Power DivisionIncreased electricity generating capacityTotal installed generation capacity increased to 5,909 MW by 2016 (2011 baseline: installed generation capacity of 5,719MW) Achievement: 0 Progress/Status: Part A: Output achieved. Construction of Ashuganj 450 MW CCPP(North) is commissioned on 11 June 2017; has been operational since. Part B(i)- Output achieved. Kaptai 7.4 MW Solar Power Plant was commissioned on 6 May 2019; has been operational since. Part B(ii)-Hatiya: Output cancelled. Hatiya solar-diesel hybrid power generation component was cancelled by the request of the borrower in 2016. Part B(iii)-Solar Street Light: Output achieved. 8 contracts for streetlights were signed on 26 April 2017. Installation and commissioning of LED streetlights in 7 city corporations completed on 31 March 2019. Dhaka North City Corporation (the 8th City Corporation) cancelled the component. The cancellation has been reflected in the project by the request of the borrower in 2018. Part B(iv)-Solar Irrigation Component. The output was added to the project through a scope change (comprising reallocation of $20 million loan proceeds to BREB) approved by ADB in 2016. Additional Financing of $25.224 million grant proceeds (Grant 0582/83-BAN) was approved on 5 July 2018, to match the reallocated loan proceeds of $20 million. Project implementation activities initiated from 2018. BREB awarded one consultancy contract for design and implementation supervision on 31 January 2019; one consultancy contract for the project's GAP implementation on 30 Sep 2019; two EPC contracts for 705 solar irrigation pumps on 16 Nov 2020 and four EPC contracts for 1295 solar irrigation pumps on 26 May 2021. One contract was signed on 29 Dec 2024 to connect 1295 number of solar irrigation pump with the electricity grid. Till date, 610 units of solar irrigation pumps have been installed (30.5%). Achieved. Installed electricity generation capacity by FY 2015-16 was 12,365 MW including both private and public generation. Current capacity is 23,548 megawatts (MW). Data Source: Annual reports of APSC, BPDB, and Power Division XM-DAC-46004-37113-014-GRNT0583Asian Development BankThe impact and outcome of the overall project, with additional cofinancing, will remain the same as in the ongoing project, and the outputs from Part B(iv) will be enhanced. The respective outputs will be expanded through additional financing by (i) about 2,000 SPV water pumping systems installed with an estimated total 18.3 MW-peak of solar capacity; and (ii) development of a gender-related action plan for an awareness campaign and capacity development for SPV water pumping systems. The SPV water pumping component is expected to result in a reduction of 13,624 tons of carbon dioxide annually, additional to the estimated 25,000 tons of carbon dioxide under Part B of the ongoing project, while other indicators will remain unchangedAsian Development BankAshuganj Power Station Company Ltd. (APSCL)Bangladesh Power Development Board (BPDB)Bangladesh Rural Electrification BoardPower Div-Min of Power, Energy & Mineral ResourcesAsian Development BankAsian Development BankIbrahim, Sherinehttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=37113-014 (Active)&officer= sibrahim@adb.org&division= Bangladesh Resident Mission&projectcountry= BangladeshBangladesh24 90Effective gender mainstreaming (EGM)3000000Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)83987.08Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)7109.37Asian Development BankAshuganj Power Station Company Ltd. (APSCL)10055.84Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)22192.80Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)87363.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)45722.30Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)329018.79Asian Development BankAshuganj Power Station Company Ltd. (APSCL)6332.44Asian Development BankAshuganj Power Station Company Ltd. (APSCL)PerformanceFiduciaryOutput/s as listed by the project staff.Output: Improved energy efficiency Indicator: Successful completion of construction of Ashuganj combined cycle power plant of 450 MW and associated 1 km transmission line by December 2016 Data Source: Annual reports of APSC Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2020 Target value: YIncreased electricity generation capacityAnnual reduction of 13,624 tons CO2 (2017 baseline: 0 ton) Data Source: Annual reports of BREB Actual value: Total installed generation capacity increased to 5,909 MW by 2016 (2011 baseline installed generation capacity of 5,719 MW) Data Source: Annual reports of BREB Actual value: XM-DAC-46004-37113-014-GRNT0584Asian Development BankThe impact and outcome of the overall project, with additional cofinancing, will remain the same as in the ongoing project, and the outputs from Part B(iv) will be enhanced. The respective outputs will be expanded through additional financing by (i) about 2,000 SPV water pumping systems installed with an estimated total 18.3 MW-peak of solar capacity; and (ii) development of a gender-related action plan for an awareness campaign and capacity development for SPV water pumping systems. The SPV water pumping component is expected to result in a reduction of 13,624 tons of carbon dioxide annually, additional to the estimated 25,000 tons of carbon dioxide under Part B of the ongoing project, while other indicators will remain unchangedAsian Development BankAshuganj Power Station Company Ltd. (APSCL)Bangladesh Power Development Board (BPDB)Bangladesh Rural Electrification BoardPower Div-Min of Power, Energy & Mineral ResourcesAsian Development BankAsian Development BankIbrahim, Sherinehttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=37113-014 (Active)&officer= sibrahim@adb.org&division= Bangladesh Resident Mission&projectcountry= BangladeshBangladesh24 90Effective gender mainstreaming (EGM)22442000Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)755883.73Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)52712.06Asian Development BankAshuganj Power Station Company Ltd. (APSCL)74558.55Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)199735.20Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)786266.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)411500.70Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)0.00Asian Development BankAshuganj Power Station Company Ltd. (APSCL)2961169.08Asian Development BankAshuganj Power Station Company Ltd. (APSCL)56991.95Asian Development BankAshuganj Power Station Company Ltd. (APSCL)3000000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development Bank500000.00Incoming funds from an external organisationClimate Investment Fund-Strategic Climate FundAsian Development BankPerformanceFiduciaryOutput/s as listed by the project staff.Output: Improved energy efficiency Indicator: Successful completion of construction of Ashuganj combined cycle power plant of 450 MW and associated 1 km transmission line by December 2016 Data Source: Annual reports of APSC Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2020 Target value: YIncreased electricity generation capacityAnnual reduction of 13,624 tons CO2 (2017 baseline: 0 ton) Data Source: Annual reports of BREB Actual value: Total installed generation capacity increased to 5,909 MW by 2016 (2011 baseline installed generation capacity of 5,719 MW) Data Source: Annual reports of BREB Actual value: XM-DAC-46004-44212-013-GRNT0524Asian Development BankThe project will strengthen climate resilience and disaster preparedness in eight vulnerable coastal pourashavas (secondary towns) of Bangladesh. The project takes a holistic and integrated approach to urban development and will (i) provide climate-resilient municipal infrastructure; and (ii) strengthen institutional capacity, local governance, and public awareness for improved urban planning and service delivery considering climate change and disaster risks. Key infrastructure investments include (i) drainage; (ii) water supply; (iii) sanitation; (iv) cyclone shelters; and (v) other municipal infrastructure including emergency access roads and bridges, solid waste management, bus terminals, slum improvements, boat landings, and markets. Investments will benefit the poor and women.Asian Development BankDepartment of Public Health EngineeringLocal Government Engineering DepartmentMinistry of Local Government, Rural Development, and Co-operativesAsian Development BankAsian Development BankMamun, S A Abdullah Alhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=44212-013 (Active)&officer= salmamun@adb.org&division= Water and Urban Development Sector Office (SG-WUD)&projectcountry= BangladeshBangladesh24 90Environmentally sustainable growth Inclusive economic growthGender Equity and Mainstreaming Governance and capacity development Knowledge solutions PartnershipsGender Equity and Mainstreaming6000000Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health 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Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health EngineeringPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Improved climate-resilient municipal infrastructure Indicator: Water supply: 12,360 new service connections including services to poor areas Achievement: 3244Output: 1. Improved climate-resilient municipal infrastructure Indicator: By 2020 in project towns: Drainage: 94 kms of new and improved drains constructed Achievement: 3.11 Progress/Status: Drainage: A total of 106.11 km of new and improved drains constructed Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: Cyclone shelters: 22 shelters constructed, with separate and safe facilities for women Achievement: 2 Progress/Status: Cyclone shelters: A total of 22 shelters constructed, with separate and safe facilities for women. Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: Water supply: 194 km of pipes installed or upgraded; 12,360 new service connections including services to poor areas Achievement: 0 Progress/Status: A total of 194.8 kmof pipes installed or upgraded; 12,388 new service connections, including services to poor areas Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: Sanitation: 51 new community latrines with separate and safe facilities for women constructed Achievement: 2 Progress/Status: Sanitation: A total of 71units public/ community toilet with separate and safe facilities for women constructed. Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: 2 septage management schemes implemented Achievement: 1 Progress/Status: Solid waste, management: 2 septage management sub-projects are under implementation Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: Emergency access: 112 km of upgraded roads, bridges, culverts Achievement: .84 Progress/Status: Emergency access: A total of 130.84 km of upgraded roads, bridges, culverts constructed Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 1. Improved climate-resilient municipal infrastructure Indicator: Local economic infrastructure. At least five subprojects developed under stage 2. Achievement: 3 Progress/Status: Local economic infrastructure, 19 sub-projects completed out of 19 sub projects which were developed under stage 2 including services to poor areas. Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of an evaluation of climate resilienceOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: Participatory climate-proofed urban master plans approved (33% of participants during consultations are women) Achievement: Y Progress/Status: urban master plans (cumulative 8) incorporating climate change considerations prepared (37% of participants to consultations were women). Data Source: Approved urban master plans, and adopted building code guidelines Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: Climate-proofed building code guidelines adopted (include design features that cater to women in public facilities) Achievement: Y Progress/Status: Generic Climate Change Adaptation Building Standards Guide including design features for women prepared and endorsed by Paurashavas, LGED and DPHE in earlier years. Data Source: Published LGED and DPHE design standards Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: Climate-proofed LGED and DPHE design standard guidelines published Achievement: Y Progress/Status: Recommendations on Mainstreaming Climate Vulnerability and Adaptation Assessment into LGED and DPHE Engineering Design Standards in the Urban Sector prepared and endorsed by LGED and DPHE in earlier years Data Source: Adopted water safety plans Adopted O&M plan with tariff plan Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: Water safety plans with groundwater monitoring (that define a leadership role for women) approved Achievement: Y Progress/Status: One (cumulative 9) water safety plan prepared where leadership role of women in water safety planning and monitoring is clearly defined. Preparation for one WSP and updating of 8 WSPs are ongoing. Data Source: Resolution adopting GAP and PRAPs with budget support for each town Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: O&M plans approved including tariff plan for cost recovery (33% of participants during consultations are women) Achievement: Y Progress/Status: Regular monitoring undertaken. O & M plans of 10 Pourashavas including tariff plan for cost recovery were prepared and approved in earlier years (35% women participation during consultations). Data Source: Consolidated annual monitoring report of pourashavas and LGED and DPHE Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: GAP and PRAPs approved for towns Achievement: Y Progress/Status: GAPs and PRAPs for Batch 1, 2, & 3 Towns prepared and endorsed by respective Paurashava councils in earlier quarters. Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: Computerized financial accounting and billing systems functional Achievement: Y Progress/Status: Regular monitoring undertaken. Computerized billing systems were established and functional in all Batch 1, 2 and 3 Pourashavas in earlier years. Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 2. Strengthened institutional capacity, governance, and awareness Indicator: At least 6000(at least 600 per town including 60% women) undergo and complete livelihood training and knowledge based awareness programs that consider climate change Achievement: 0 Progress/Status: 917 women (cumulative 10,674 participants [women = 63.30%]) received livelihood trainings and participated in knowledge-based awareness programs on climate change.Output: 3. Project management and administration supported Indicator: Quarterly progress reports and audit reports are submitted on time and of satisfactory quality (gender- disaggregated data collected) Achievement: Y Progress/Status: Quarterly progress reports with gender-disaggregated data submitted Quarterly Progress Reports issued as scheduled by PMU. Current QPR-33 (June-2022) with the Project Completion Report (PCR) will be submitted. Data Source: Quarterly progress reports issued by PMU Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YOutput: 3. Project management and administration supported Indicator: Project implemented on time and within budget Achievement: Y Progress/Status: According to the Project Performance Monitoring Format, the overall project progress is 100%; compared to an elapsed loan period of 100%, for an extended contract period to 30th June 2022 Data Source: Quarterly progress reports issued by PMU Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2020 Target value: Y Actual value: YIncreased climate and disaster resiliency in coastal towns benefiting the poor and women.By 2020 in project towns: Percentage of household reporting inundation for more than 3 days reduced to about 21% (baseline: 43% in 2013) Achievement: 20 Progress/Status: Percentage of household reporting inundation for more than 3 days reduced to about 20.0%. Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of evaluation of climate resilienceDrinking water supply systems compliant with government water standards throughout the year increased to 70% (2013 baseline 40%, 13.2% among households headed by women) Achievement: 70 Progress/Status: Drinking water supply systems compliant with government water standards throughout the year increased to 70.0%. Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of evaluation of climate resilienceAdditional 12,500 households with access to climate-proofed public sanitation facilities (2013 baseline 0) Achievement: 0 Progress/Status: A total of 15,812 household works with access to climate-proofed public sanitation facilities Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of evaluation of climate resilienceAdditional 7,900 household with access to improved cyclone facilities with separate areas and toilets for women (2013 baseline 0) Achievement: 0 Progress/Status: A total of 8,600 households with access to improved cyclone facilities with separate areas and toilets for women Data Source: Project-specific monitoring and evaluation surveys in a consolidated report from pourashavas and LGED and DPHE consisting of evaluation of climate resilience XM-DAC-46004-42177-013-LN3705Asian Development BankThe Asian Development Bank (ADB) supported Urban Primary Health Care Project (UPHCP) is one of the largest public-private partnerships (PPP) in the delivery of primary health care (PHC) in South Asia. The Government of Bangladesh with the assistance of ADB implemented the Urban Primary Health Care Project (UPHCP) from March 1998 to June 2005. The Second Urban Primary Health Care Project (UPHCP-II), supported by ADB and the Governments of the United Kingdom and Sweden, commenced in July 2005 and was completed in December 2012. The Third Urban Primary Health Care Services Delivery Project (UPHCSDP), supported by ADB and the Government of Sweden, commenced in 2012 and was completed in 2018. Currently, the Additional Financing to UPHCSDP-AF is being implemented and it will be completed in December 2024. Bangladesh is urbanizing at a rapid pace and the country's urban population is expected to reach 89.5 million (from 39.5 million in 2005) by 2030. Currently, around 40% of the country's total population is urban. Notwithstanding higher economic growth in urban areas, the absolute number of poor households is increasing in urban Bangladesh due to migration of rural poor into urban areas. Studies have shown that the health indicators of the urban poor are as worse as those of the rural poor because of poorer living conditions, and limited urban PHC. Failure to provide urban PHC can have serious negative externalities, e.g., spread of communicable diseases, debilitating epidemics, reduction in economic productivity, among others.Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & CoopAsian Development BankAsian Development BankAhad, Faizahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42177-013 (Active)&officer= fahad@adb.org&division= Human and Social Development Sector Office (SG-HSD)&projectcountry= BangladeshKishorganj24.43944 90.78291Khulna22.80978 89.56439Gazipura23.92336 90.3959Gopalganj23.22348 90.06041Dhaka23.7104 90.40744Kushtia23.9028 89.11943Barisal22.70497 90.37013Comilla23.46186 91.18504Narayanganj23.61352 90.50298Rajshahi24.374 88.60114Sirajganj24.45771 89.70802Sylhet24.89904 91.87198Rangpur25.74664 89.25166Inclusive economic growthGender Equity and Mainstreaming Governance and capacity development Partnerships Private sector developmentGender Equity and Mainstreaming110000000Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt 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Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop2220568.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop731078.68Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop760551.45Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop744771.32Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & CoopPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: Original Project: 1. Permanent and functional inter-agency coordination structure for urban health is established by December 2013 2. All project ULBs have a functioning health department with at least 1 staff in each health department trained in PPP contract management and core project management skills by 31 December 2013 3. Gender-responsive data collection and analysis are computerized through HMIS in 80% of partnership areas by 31 Dec 2014 4. At least 50% increase in overall allocation to the urban PHC sustainability fund compared with the second project (2011 baseline: Tk38.5 million) 5. At least 5% per annum increase of ULB annual development plans and block grants allocated for PHC and public health related services (2011 baseline: No) Achievement: Y Progress/Status: 1. Achieved. Urban Health Coordination Committee has been formed headed by Additional Secretary (Urban Development) 2. Partially achieved. 3 out of 14 ULBs have a fully functioning health department. All PIU program officers participated in project management, and PPP contract management training. 3. Achieved. Data collection format in HMIS incorporates gender responsive data for client contacts and services delivered. 4. Achieved. As of July 2017, a total of BDT105.29 million has been deposited to the Urban Health Sustainability Fund 5. Achieved. The overall annual allocation for health activities has increased by at least 5% annually during the project period. Data Source: Project baseline and end-line surveys (household, facility-based, and qualitative) Project joint review missions Project training program evaluation Project quarterly progress reports Status report of Urban Health Sustainability Fund ULB annual development plans MOLGRDC sector budgets, PIU sector budgets Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2014 Target value: Y Actual value: YOutput: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: Central level permanent structure for administrating and coordinating urban health and nutrition established by April 2020 Progress/Status: Achieved. LGD had given specific responsibilities to Urban Development Wing-1 with necessary staffs to support “Urban Primary Health Care Services Delivery Project-Phase II”. Out of the designed manpower structure of the unit, one Administrative Officer and One Sr. Asst Secretary have been posted. Data Source: Project joint review missions, QPRs Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2020 Target value: YOutput: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: All project ULBs have a fully staffed and functioning health department, including a gender focal person or team with at least one staff in each department trained in PPP contract management and core project management skills to implement and monitor PHC, urban HMIS, and public health functions by June 2022 (2018 baseline: 0) Progress/Status: Partially achieved. Total positions in project ULBs (city corporation/municipality) health departments: 1,979. Existing manpower: 1,012. Each of 24 project ULBs has 1 Gender Focal Person. 11 Focal Persons from PIU participated in Project Management Training. Data Source: Project joint review missions, QPRs Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: Gender-responsive data collection and analysis in 80% of project ULBs use computerized HMIS by December 2022 (2018 baseline: 0) Progress/Status: Achieved. Gender responsive data management system established on 1st April 2023 at each 45 (100%) Partnership Areas and covers 100% computerized data collection through HMIS system. Data Source: Project joint review missions, QPRs Actual value: Output: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: Urban PHC budget line in LGD's nondevelopment revenue budget established by March 2022 (2018 baseline: NA) Progress/Status: Achieved. In January 2022, LGD has created two budget lines in the name of “Support for Primary Health Care Services” for city corporation and for municipalities separately under the non-development revenue budget of LGD. Data Source: Project joint review missions, QPRs Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: Financing for urban PHC provided through LGD's revenue budget for FY2021-2022 and each subsequent year (2018 baseline: NA) Progress/Status: Achieved. BDT30 million for City Corporation and BDT20 million for Municipalities have been allocated in for the FY 2021-22. In FY2022-2023 budget, LGD allocated BDT90 million for city corporation and BDT60 million for municipalities. Data Source: Project joint review missions, QPRs Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2024 Target value: YOutput: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: All project ULBs' organograms and reorganization plans submitted to LGD for approval by June 2022 (2018 baseline: NA) Progress/Status: Achieved. LGD issued a circular on 22 March 2021 defining the roles and responsibilities of LGD, MOHFW, Finance Division, and Ministry of Public Administration in primary health care services, aligned with the NUHS 2020. With reference to the circular, LGD sent an instruction letter to project ULBs on 10 January 2022 to identify the required manpower for health services to establish a “Model PHC Set-up” for the respective ULB. All project ULBs have submitted manpower requirement to LGD. Data Source: Project joint review missions, QPRs Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: Functional health emergencies preparedness and response plan finalized by March 2022 (2018 baseline: NA) Progress/Status: Achieved. Health emergencies preparedness and response plan has been prepared under UCCRTF and sent to all PAs in June 2020 to get the PA specific response plan. The plan is finalized for 38 PAs. On 26 June 2023, new 7 PAs received orientation on Health emergencies preparedness and response plan. After orientation, 7 PAs submitted the plan. Data Source: Project joint review missions, QPRs Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: At least four model ULBs selected for a pilot on direct management of urban PHC by July 2019 (2018 baseline: 0) Progress/Status: Achieved. MoU signed with four ULBs- Gopalganj, Kushtia, Chattogram (2 PAs), and Tarabo by 2020. Data Source: Project joint review missions, QPRs Actual value: Output: 2. Improved accessibility, quality, and utilization of urban PHC services, with a focus on the poor, women, and children, through PPP Indicator: 1. At least 30% of each of the major project healthcare services (including caesarian section) is provided free-of-charge to holders of government-issued red cards that identify them as poor. 2. At least 80% of facilities planned for construction and upgrading are functioning normally within 3 years of loan effectiveness (12 CRHCCs and 26 PHCCs) 3. At least 80% of children consulting project PHC services for acute respiratory infection receive correct treatment. 4. At least 80% of children consulting for diarrhea receive correct treatment. 5. 100% of partnership area NGOs achieves internal quality compliance (financial management, updated clinical registers, clinical waste management, inventory management). Progress/Status: 1. Achieved. About 30% of major healthcare services were provided free-of-charge to red cards holders. 2. Partially achieved. 10 CRHCCs (83% of planned) and 19 PHCCCs (73% of planned) were completed with delay. 7 maintenance works for CRHCCs and PHCCs and 4 unfinished works under UPHCP-II were completed. 3. Achieved. 100% of children received the treatment (ISI round IV Jan-Jun 2017) 4. Achieved. 99% children with diarrhea received correct treatment (ISI round IV Jan-Jun 2017) 5. Mostly achieved (90%+ on all parameters). PANGOs achieved internal quality compliance: 100% financial management, 92% updated clinical registers, 92% clinical waste management, 100% inventory management (ISI round IV Jan-Jun 2017). Data Source: Project baseline and end-line surveys (household, facility-based, qualitative) ISI Patient satisfaction survey (as part of project baseline and end-line survey) Project HMIS Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2015 Target value: YOutput: 2. Improved accessibility, quality, and utilization of urban PHC services, with a focus on the poor, women, and children, through PPP Indicator: 30% of urban health care services, including sexual and reproductive health and treatment of acute malnutrition, provided free to identified poor (2017 data: 34% [Q1 2017 QPR]) Progress/Status: Achieved. 31% (268,134 out of 878,682) of urban healthcare services (including sexual and reproductive health) provided free-of-charge to the identified urban poor. Data Source: Table 3.10 to 3.14, 4th round ISI Survey report. Data Source: ISI results, HMIS Actual value: Output: 2. Improved accessibility, quality, and utilization of urban PHC services, with a focus on the poor, women, and children, through PPP Indicator: Additional three CRHCCs and eight PHCCs (2018 baseline: 10 CRHCCs and 19 PHCCs) Progress/Status: Achieved. 3 CRHCCs and 8 PHCCs construction completed in 2025. Data Source: QPR Actual value: Output: 2. Improved accessibility, quality, and utilization of urban PHC services, with a focus on the poor, women, and children, through PPP Indicator: At least 80% of women in labor monitored using partograph (2018 baseline: NA) Progress/Status: Achieved. A total of 855 partographs were reviewed, based on the collection of 19 partographs from each of the 45 PA areas. Among these, 829 partographs (97.31%) were assessed as complete. Data Source: 4th round ISI Survey report. (Survey Period March-May 2025) Data Source: ISI results, HMIS, Project baseline, midline, and end line surveys (household, facility-based, and qualitative) Actual value: Output: 2. Improved accessibility, quality, and utilization of urban PHC services, with a focus on the poor, women, and children, through PPP Indicator: At least 80% of children under five consulting project PHC services for diarrhea in the last 2 weeks received oral rehydration therapy and zinc (2018 baseline: NA Progress/Status: Achieved. A total of 1,180 children were identified as having experienced diarrhea in the preceding two weeks during the end-line survey in May 2025. Among them, 1,160 (98%) children received treatment. Of those who received treatment, administered ORS, and zinc supplementation. Data Source: End line Survey Report 2025, Table 6.1. Data Source: ISI results, HMIS, Project baseline, midline, and end line surveys (household, facility-based, and qualitative) Actual value: Output: 2. Improved accessibility, quality, and utilization of urban PHC services, with a focus on the poor, women, and children, through PPP Indicator: 100% of partnership area service providers achieved internal quality compliance (financial management, updated clinical registers, clinical waste management, and inventory management (2012 baseline: NA) Progress/Status: Achieved. (100%) of 45 Partnership Areas service providers achieved internal quality compliance in the above areas; (i) Financial Management (ii) Updated Clinical Register (iii) Waste Management & (iv) Inventory Management. Note: Waste management system has been developed and established for all 45 PA areas through preparation of waste management manual, procurement and installation of waste management equipment including color-coded bins and autoclaves, and necessary training as well as waste disposal linked with local city corporations/municipalities/private entities (PRISM). Data Source: 4th round ISI Survey report, (i) Financial Management: - Section- 3.5. (ii) Updated Clinical Register: - Chapter-4. Section 4.1. (iii) Waste Management- Chapter- 4. Section 4.15. (iv) Inventory Management- Chapter- 5 .Section-5.6. Data Source: ISI results, QAT visits Actual value: Output: 2. Improved accessibility, quality, and utilization of urban PHC services, with a focus on the poor, women, and children, through PPP Indicator: Protective gears for doctors and health workers (PPE, gloves, masks, goggles, etc.), handwashing stations, screening booths, awareness campaign, and online training for doctors provided in 10 CRHCCs and 110 PHCCs in 24 existing PAs by Q3 2020 for response to COVID-19 emergency Progress/Status: Achieved in 2020. Protective equipment distributed among doctors and health workers in 24 CRHCCs and 110 PHCCs. Awareness program carried out in 24 existing PAs. Online training conducted for 180 doctors in 3 batches. Data Source: QPR Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2020 Target value: YOutput: 3. Effective support for decentralized project management Indicator: 1. A fully functional PMU with at least 20% of the staff female is established by loan effectiveness and PIUs are established in ULBs within 3 months of loan effectiveness. 2. Computerized FMIS is functioning fully in partnership areas by 31 December 2014, streamlining accounting procedures and processes at all levels of project implementation (PMU, PIUs, and partner NGOs). 3. Project monitoring and evaluation surveys, follow-up on findings, data collection, and quarterly progress reporting are implemented on schedule. Progress/Status: 1. Achieved. PMU and PIU were established. 23% (3 out of 13 filled staff) of PMU staff were female. 2. Partially achieved. Accounting system has been computerized using Tally software, although was not renewed from mid-2015 to Dec 2017. 3. Partially achieved. Delay in recruitment of PPM&E firm, and quarterly progress reporting by PMU. Data Source: Project HMIS Baseline year: 2012 Baseline value: N Baseline year: 2012 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: A fully functional PMU with at least 10% of the staff female is established by loan effectiveness and PIUs are established in ULBs within 3 months of loan effectiveness Progress/Status: Achieved in March 2019. Total Staff (PMU): Total: 33, Male: 28, Female: 5 (15%), Vacant: 2. (PIU): Total: 94 posts, Male: 41, Female: 7 (15%), Vacant: 46 Data Source: Project joint review missions, QPRs, HMIS Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2019 Target value: YOutput: Indicator Indicator: Computerized FMIS is functioning fully in partnership areas by March 2022, streamlining accounting procedures and processes at all levels of project implementation (PMU, PIUs, and partner service providers) (2018 data: partial use of FMIS) Progress/Status: Achieved. Computerized FMIS is functioning fully in partnership areas since December 2021 and it was customized and activated across PMU, PIUs and PANGOs under a common networked platform. Data Source: Project joint review mission, QPRs, HMIS Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: Indicator Indicator: Project monitoring and evaluation surveys, follow-ups on findings, data collection, and quarterly progress reporting are implemented on schedule Progress/Status: Achieved. 1st ISI survey has been conducted in September October 2023. 2nd ISI survey has been conducted in April - May 2024 End line survey completed in June 2025 and final report submitted in December. QAT visit held every month. Data Source: Project joint review mission, QPRs, HMIS Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2024 Target value: YOutput: Indicator Indicator: At least two persons from each project ULB trained on computerized financial management by June 2022 (2018 baseline: 0) Progress/Status: Achieved. Accounting software roll out is completed. Total 90 participants are trained from PANGOs, PIU, PMU & LGD. Data Source: Project training evaluations Actual value: Output: Indicator Indicator: Overall project: At least two persons from PMU and each project ULB trained on using HMIS (DHIS2) for project monitoring and evaluation, and gender-responsive urban PHC by December 2022 (2018 baseline: 0) Progress/Status: Achieved. ICT & HMIS Firm has completed training on HMIS System development for total 1,137 participants including PMU, PIU & 38 PANGOs. Data Source: Project training evaluations Actual value: Output: Indicator Indicator: Overall project: Climate-resilient health care infrastructure and services in at least 12 PHCCs by October 2020 (2018 baseline: 0) Progress/Status: Achieved. Climate-resilient health care infrastructure and services provided in 27 CRHCCs and 125 PHCCs. Type of infrastructure (Solar Energy System (SES) of Capacity 2KWp & 4KWp, General A/C, Split Type 1.5 Ton, Refrigerator, Blood Bank Refrigerator, LED Tube Light Super Star, LED Bulb Super Star, Auto shut-off device for OHT, Sink arrangement in health centers, Water Purifier, Jute-Bag, Apron, Hand Gloves, Mask, Waste Bin, Umbrella, Trolley) provide and installed. Solar Panel: 100%. Data Source: Project joint review mission, QPRs, HMIS Actual value: Original project (2012-2018): Sustainable good quality urban PHC services are provided in the project areas and target the poor and the needs of women and children Overall project: Sustainable good quality urban PHC services in the project areas (particularly to the poor, women and children) providedBy 2017, in project areas: 60% of births are attended by skilled health personnel (2012 baseline: 26.5% [BMMS, 2010]) Achievement: 73% Progress/Status: Achieved. 73% (End line survey 2018); 60% in health facility; 63.4% (UESD, 2016) Data Source: Project baseline and end-line surveys (household, facility-based and qualitative) ISI UHS ULB annual development plans Actual value: 73%At least 80% of growth monitoring and promotion performed on under-5 children (baseline: 43.3% UPHCP II 2008) Achievement: 100% Progress/Status: Achieved. 100% of under-5 (exclude neonate) visited health centers had anthropometry measured (MUAC, Ht & Wt) (January-June 2017, ISI-Round 4). Data Source: Project baseline and end-line surveys (household, facility-based and qualitative) ISI UHS ULB annual development plans Actual value: 100%At least 60% of eligible couples use modern contraceptives (baseline: 53% UHS 2006) Achievement: 62.8% Progress/Status: Achieved. 62.8% of eligible couples use modern contraceptives (endline household survey 2018). Data Source: Project baseline and end-line surveys (household, facility-based and qualitative) ISI UHS ULB annual development plans Actual value: 62.8%At least 80% of poor households are properly identified as eligible for free healthcare (baseline: 67% UPHCP II 2008) Achievement: 98% Progress/Status: Achieved. 98% of poor households are properly identified as eligible for free healthcare (98%, Annual Red Card Verification 2017). Data Source: Project baseline and end-line surveys (household, facility-based and qualitative) ISI UHS ULB annual development plans Actual value: 98%At least 80% of the poor access project health services when needed (baseline: 64.7% UPHCP II 2008) Achievement: 95% Progress/Status: Achieved. 95% (End line survey 2018). Data Source: Project baseline and end-line surveys (household, facility-based and qualitative) ISI UHS ULB annual development plans Actual value: 95%At least 90% of project clients express satisfaction with project services (baseline: 76% UPHCP II 2009) Achievement: 100% Progress/Status: Achieved - 100% of project clients express satisfaction with project services (100%, multi-areas assessment of ISI Round III 2016). Data Source: Project baseline and end-line surveys (household, facility-based and qualitative) ISI UHS ULB annual development plans Actual value: 100%Overall project: By 2025, for all outcome indicators: 70% of births are attended by skilled health personnel (2018 baseline: urban 63.4% [UESD, 2016]) Achievement: 66.5% Progress/Status: Achieved. 96% (10,153 births at project facilities out of 10,494 total deliveries) institutional deliveries. Data Source: The end line survey report, table 37. Data Source: Project baseline and end-line surveys (household) ISI Urban health surveys; UESD survey (every non-DHS years), BDHS (every 3 years) Actual value: 66.5%Overall project: 80% of children under five who visited health centers received nutritional screening and measured on anthropometry (MUAC, height, and weight) (2018 baseline: 64% of children under five, excluding neonates [2017 rapid assessment of 19 partnership areas]) Achievement: 100% Progress/Status: Achieved. 81.5% (13,271 out of 16,284 children under five who visited health centers) received nutritional screening and measured on anthropometry (MUAC, height, and weight). Data Source: The end line survey report, table 50. Data Source: Project baseline and end-line surveys (household) ISI Urban health surveys; UESD survey (every non-DHS years), BDHS (every 3 years) Actual value: 100%Overall project: 65% of currently married women of reproductive age (15-49 years old) use modern contraceptives (2018 baseline: urban 56.2% [BDHS, 2014]; urban 55.6% [UESD, 2016]) Progress/Status: Achieved. 89.59% [76,425 out of 85,480 of currently married women of reproductive age (15-49 years old)] use modern contraceptives. Data Source: 4th round ISI Survey report. 3.14 Family Planning, Annex-1. Remarks: Limitation of family planning commodities supplies from DGFP and license renewal issues of clinic has posed challenge to target achievement. Data Source: Project baseline and end-line surveys (household) ISI Urban health surveys; UESD survey (every non-DHS years), BDHS (every 3 years) Actual value: Overall project: 99% of poor households identified as eligble for free health care (2018 baseline: 98% [Annual Red Card Verification, 2017]) Achievement: 80% Progress/Status: Achieved. 99.3% (297,163) of poor households identified as eligible for free health care. (Data Source: Annual Red Card Verification Report published on 30 Sep 2023) The ultra-poor and poor identification surveys were carried out in December 2020 for old 27 PAs, and in 2022 for new 11 PAs. A total of 271,874 ultra-poor and poor HHs were identified, and 251,077 red cards have been distributed in 38 PAs. The identification survey has been completed in seven new PAs in 2023. 27,384 poor and ultra-poor HHs have been identified and 23,457 cards are distributed in the new 7 PAs. Data Source: Project baseline and end-line surveys (household) ISI Urban health surveys; UESD survey (every non-DHS years), BDHS (every 3 years) Actual value: 80%Overall project: 90% of urban population have access to public health service (2018 baseline: urban 88% [BDHS, 2014]) Progress/Status: Achieved. 94.62% (15,369 out of 16,200 households interviewed) have access to public health services and are aware of health services under UPHCSDP-II. Date source: The end line survey report, table 19. Data Source: Project baseline and end-line surveys (household) ISI Urban health surveys; UESD survey (every non-DHS years), BDHS (every 3 years) Actual value: Overall project: At least 90% of project clients express satisfaction with project services (2018 baseline: 74% [end line household survey 2018]) Achievement: 82% Progress/Status: Achieved. 98.37% in partnership agreement areas. Source: end line survey report. Data Source: Project baseline and end-line surveys (household) ISI Urban health surveys; UESD survey (every non-DHS years), BDHS (every 3 years) Actual value: 82% XM-DAC-46004-47243-004-LN3932Asian Development BankThe RCIP will improve the road network connecting the rural population to agriculture value chain development zones in Bangladesh. The project was prepared under the project design advance. Investments will be made to (i) upgrade about 1,700 kilometers of rural roads to all-weather standards in 34 districts located in five divisions; (ii) improve the capacity of the rural infrastructure agency to address institutional constraints relating to rural road development; and (iii) finance enhancements to the national rural road master plan to enable the selection of priority rural roads for improvement using a geographic information system covering the entire country.Asian Development BankLocal Government Engineering DepartmentAsian Development BankAsian Development BankDas, Amrita Kumarhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=47243-004 (Active)&officer= adas@adb.org&division= Transport Sector Office (SG-TRA)&projectcountry= BangladeshNarail23.15509 89.49515Magura25.88501 89.08168Rajshahi24.374 88.60114Natore24.41112 88.98673Joypurhat25.09446 89.02286Bogra24.85098 89.37108Naogaon24.78333 88.68333Chapai Nawabganj24.59895 88.28339Panchagarh26.33338 88.55777Thakurgaon26.03097 88.46989Nilphamari25.94167 88.84667Dinajpur25.62745 88.63779Rangpur23.97154 90.89559Noakhali22.75 91.16667Chandpur23.25 90.83333B-baria City23.965 91.107Comilla23.46186 91.18504Rajbari23.66667 89.55Gopalganj23.16667 89.91667Shariatpur23.25 90.36667Madaripur23.17097 90.20935Faridpur23.60612 89.84064Kushtia23.9028 89.11943Lalmanirhat25.91719 89.44595Kurigram25.81158 89.64284Jhenaidah Sardar UZ23.542 89.183Jessore23.16971 89.21371Meherpur23.77687 88.63033Chuadanga23.64299 88.85291Cox's Bazar21.58389 92.01528Chittagong22.3384 91.83168Gaibandha25.06247 89.86423Laksmipur25.16695 88.6841Feni23.0144 91.3966Environmentally sustainable growth Inclusive economic growthGender Equity and Mainstreaming Governance and capacity development Private sector developmentEffective gender mainstreaming (EGM)100000000Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal 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Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1818686.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1818686.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department727474.48Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department709287.61Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: 100% of LGED project staff, including at least 90% of relevant women staff, reported increased knowledge of and skills for road safety awareness, road asset management, contract management, financial management, climate-resilient design and construction, and nature-based bioengineering solutions for erosion control Progress/Status: Up to June, 2026, details of RCIP-conducted trainings and workshops are as follows: - Total Project Staff at RCIP PMU is 52 nos. (Govt. 11, LKSS 17, PISC 24) in which male professional 40 nos. (77%) and female professionals and 12 nos (23%) who received training on related matters. - Five batches of training on “Climate Resilient Road Design and Construction” for LGED Project Staff at LGED HQ. - Two (02) batches of training on “Financial Management” for LGED Officials at LGED HQ. - Two (02) batches of training on “Road Asset Management” for LGED Officials at LGED HQ. - Two batches of training on “RCIP Contract Management” for LGED Officials at LGED HQ. - One batch training on “Road Safety” for LGED Officials at LGED HQ. - Training on “Project Feasibility Study” for DPD, Sr. AE & AE. - Three batches of training on “Gender Sensitization, Gender Action Plan Implementation, Monitoring and Reporting” for Project Staff and Upazila Community Organizers. The above-mentioned trainings included all relevant women staff of RCIP and LGED. Among the attendees, out of a total of 351 participants, 313 nos. (89%) were male, and 38 nos. (11%) were female. Data Source: Post-implementation survey by LGED Actual value: Output: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: Design, construction, and maintenance manuals for rural roads that incorporate climate resilient and gender-responsive features developed and endorsed by LGED Progress/Status: Manual has been prepared by the consultant recruited under TA 9632. Data Source: Government endorsement memo Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: endorsedOutput: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: At least 40% (with 20% of participants to be women and girls) of students, teachers, parents, and school management committees from schools along project roads, reported increased knowledge through awareness campaigns (media, brochure, and billboard) on road safety (including road signs) and prevention of gender-based violence (including sexual exploitation, abuse, harassment, and human trafficking) and sexually transmitted infection Progress/Status: Up to June, 2026, Two batches of training on “Awareness Enhancement of Road Users on “Road Safety and Gender-based violence (including sexual exploitation and human trafficking) and STI (sexually transmitted infections) preventions”. Participants of the training were Students, Teachers, Local Govt. Institute Members (LGIs) and local community people. Out of total 40 participants, 24nos. (60%) were females and rests were male. Seven batches of “School Based Road Safety Awareness” Campaign conducted in seven (07) Upazilas; namely Chandanaish of Chattogram District, Bijoynagar Upazila of Brahmanbaria District, Kahalu Upazila of Bogura District, Madaripur Sadar Upazila of Madaripur District, Gopalganj Sadar Upazila of Gopalgamj District, Mirsarai Upazila of Chattogram District and Godagari Upazila of Rajshahi District. Students of primary and high schools, teachers, Union Parishad Chairman's and Members, School Management Committee (SMCs) members, guardians, journalist and local community people were attended. Attended total students were 1532 nos. in which 799 nos.(52%) were girls'/ females and 733 nos. (48%) were boys/ males; attended teacher nos. 61 (female-43, male-18) and UP Chairmans, UP Members, SMCs, Guardians, Journalists and others were 43 nos. in which attended females were 18 nos.(42%) and males were 25 nos.(58%). Data Source: Government endorsement memo Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: 40Output: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: Core labor standards and equal pay policies implemented in selection and hiring of men and women in the project Progress/Status: Total of 270 nos. contracts being awarded to the respective contractors including remaining 10 no. packages. In this regard written guidance provided to respective contractors, all bidding documents included gender related national core labor standard clause under original and two AF loans. Data Source: Government endorsement memo Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: implementedOutput: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: At least 20% of women (including disadvantaged groups) participated in the project orientation and skills development training (including on basic construction, improvement and reconstruction works, and maintenance skills) conducted for employees in project construction and maintenance Progress/Status: Completed 9 numbers of Orientation Workshops on “RCIP Procedures” from November 2021 to June 2022, where 810 participants were attended. Among them 63 (8%) were females and 747(92%) nos. were male. Also, 1. Awareness Training on Climate Resilient Rural Road Infrastructure has been done in 33 different locations at districts and upazilas level. Participants per batch district level 20 person, and Upazila Level 30 person, Total 876 person, Male 797, and Female 79 person (9%). 2. Climate Resilient Tool Identification of Risk Hazard Training has been done at Cumilla District. Particiants per batch 20 person (5% women), Duration 5 days. 3. Eco-System based Adaptation training has been complete at Faridpur district. Particiants per batch 24 person, Duration 3 Days,. Overall Participants of above all workshops and training 1750 person, Male 92%, Female 8%. Data Source: Government endorsement memo Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: 20Output: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: Skills for road construction and maintenance of at least 90% of all women workers' engaged in the works contracts enhanced Progress/Status: - The Social Safeguards and Gender Specialists attended in two trainings on “Skill Enhancement of Women Workers on Road Construction and Maintenance. - One Training Conducted in Brahmanbaria Sadar and Other one in Muksudpur Upazila under Gopalganj District. There was total 40 females (20 each) workers (100% of total participants) were participated. - Besides, the consultants visited and met different level of stakeholders by conducting FGD/ Consultation meeting and KII in Godagari Upazila of Rajshahi District, Cheragpur UP in Mohadebpur Upazila of Naogaon District, Halsha UP in Sadar Upazila of Natore District under Rajshahi Division, Shankar UP in Dinajpur Sadar Upazila of Dinajpur District and Betgari UP in Gangachara Upazila of Rangpur District. The consultants visited Modhukhali Upazila of Faridpur District. Data Source: Government endorsement memo Baseline year: 2018 Baseline value: Not applicable Baseline year: 2018 Baseline value: Not applicable Target year: 2026 Target value: enhancedOutput: Capacity of rural infrastructure agency and road users in project areas enhanced Indicator: At least 100 nursery owners (at least 20% of them women) reported enhanced knowledge in supplying vetiver grass for nature-based slope stabilization in the project area Progress/Status: Due to non-availability of suitable land, difficulties in securing long-term land use arrangements, limited ownership and commitment from local stakeholders for operation and maintenance, and complexities in institutional arrangements for nursery management Project Steering committee decided to exclude the nursery component from the project in the meeting held on 09.10.2025 Proposed for dropping in 2nd Revised DPP. Data Source: Government endorsement memo Actual value: Output: Rural road conditions between selected rural communities, productive agricultural areas, and socioeconomic centers improved Indicator: At least 3,980 km of rural roads improved to all weather standards with climate resilience and safety features, of which 469 km maintained for a period of 5 years. Achievement: 2741 Progress/Status: As of 30 June 2026, 3200 km of civil work has been completed; 824 km is ongoing. Also, 465 km of these roads are included in the 5-year maintenance activities. Data Source: Quarterly monitoring reports and project completion report by LGEDOutput: Rural road conditions between selected rural communities, productive agricultural areas, and socioeconomic centers improved Indicator: Environment-friendly pilot technologies applied to 50 km of the rural roads Progress/Status: As of 30 June 2026, a total of 25.23 km of Piloting packages are contracted, of which 25.23 km is Uni-block Road. Average Physical Progress is 57%. Data Source: Quarterly monitoring reports and project completion report by LGED Actual value: Output: Rural road conditions between selected rural communities, productive agricultural areas, and socioeconomic centers improved Indicator: 180 upazila-level mobile road maintenance offices equipped with maintenance equipment Progress/Status: As of 30 June 2026, the RCIP 180 upazila level office has procured and delivered 180 Ton Trucks [GP-02 (b1) and GP-02(b2)] and 4 gravity-feed road maintenance units (GP-03). Data Source: Quarterly monitoring reports and project completion report by LGED Actual value: Output: Rural road master planning enhanced Indicator: Geographic information system developed and integrated with the nationwide road database, with consideration of climate change risks Progress/Status: - The beta version of the GIS-based Road and Structure Data Management System (RSDMS) is operational. - The Final Inception Report, Software Requirement Specification (SRS), and Software Design Document (SDD) have been submitted and continuously updated. - The Mobile App and Web-based RSDMS have been finalized and are in active use. - Enumerators have been trained, and the pilot survey continues across districts. - Over 6,000 road segments have been surveyed to date using integrated mobile and web applications. - A web-based RAMS portal has been launched and waiting for official inauguration: http://rams.lged.gov.bd/grrpsd. - Climate and infrastructure vulnerability data are being incorporated for climate-responsive road planning and prioritization. - Overall Physical Progress - 88% Data Source: Quarterly monitoring reports and project completion report by LGED Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2023 Target value: YTransport efficiency and related employment generated in target areas increasedAverage travel time along project roads reduced by 50% (2018 baseline: 5 minutes/km) Progress/Status: As of 30 June 2026, a comparison of vehicles' speed on 53 roads without project (WOP) vs. with project (WP) was done in October-December 2023. The savings in travel time (TT) were found to be reduced by a minimum of 51% and highest 64%. As per DMF, the reduction in travel time (TT) was anticipated minimum of 50%. Data Source: Post-implementation measurement and traffic survey by LGED Actual value: Average daily vehicle-km increased to 67,140 (2018 baseline: 49,160 vehicle-km) Progress/Status: As of 30 June 2026, vehicle kilometers (VKD) with project (WP) on 64 roads have been calculated as 2,614,420, and without project (WOP) were 10,93,612 nos. The incremental number is 139%, a significant result achieved in terms of vehicle kilometers per day (VKD) attained under the with-project (WP) situation. Data Source: Post-implementation measurement and traffic survey by LGED Actual value: 6.00 million person-days employment generated (at least 20% for women) by road construction, maintenance, and bioengineering activities (2021 baseline: 3.84 million) Progress/Status: As of 30 June 2026, 7.92 million person-days of employment were generated (30.29% women). Data Source: Quarterly monitoring reports and project completion report by LGED Actual value: XM-DAC-46004-42169-013-LN4284Asian Development BankThe project will contribute to develop a sustainable urban transport system (UTS) in GCC, which forms part of north Greater Dhaka, through the delivery of a 20-kilometer (km) bus rapid transit (BRT) corridor. This pilot project provides a holistic solution for integrated urban mobility, bearing a demonstration effect as no modern mass transit system exists in Bangladesh yet.Asian Development BankLocal Government Engineering DepartmentRoads and Railways Division (RRD) - Ministry of CommunicationsAsian Development BankAsian Development BankDas, Amrita Kumarhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42169-013 (Active)&officer= adas@adb.org&division= Transport Sector Office (SD1-TRA)&projectcountry= BangladeshDhaka23.7104 90.40744Gazipura23.92336 90.3959Environmentally sustainable growth Inclusive economic growthGender Equity and Mainstreaming Partnerships Private sector developmentEffective gender mainstreaming (EGM)100000000Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1411156.38Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1437143.14Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department1244606.42Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Main urban transport corridor of DNCC and GCC restructured Indicator: 1a. 20.5 km BRT route, mixed traffic lanes, NMT lanes, sidewalks, and terminal and depot in Gazipur completed by 22022 as per design and international quality standards, including safety design features for women, children, and the disabled (2012 baseline: none) (OP 1.3.1.: OP 2.5.2: OP 3.1.3: OP 3.2.5: OP 4.1.2: OP 4.3.1: OP 4.3.2) Achievement: 90 Progress/Status: As of 30 June 2026, the overall implementation progress (physical) of the project (Phase 2) is estimated at 77%. The project performance is rated satisfactory. The procurement of all the civil works packages and recruitment of supervision consultants is completed. The progress of contract 1 and contract 2 are 97% and 96% respectively and the progress of contract 3 and contract 4 is 100%. RDPP approval is still pending. The loan has been extended by six months, up to 31 December 2026, following the Government's request. This extension will allow the Government to decide whether to proceed with the project. Data Source: PMU/ DBRTCL annual reportsOutput: 1. Main urban transport corridor of DNCC and GCC restructured Indicator: 90% flood-free days along the corridor by 2022. (OP 3.2.1) Achievement: 90 Progress/Status: Completed. Data Source: DBRTCL annual reportsOutput: 1. Main urban transport corridor of DNCC and GCC restructured Indicator: 1c. 20 meter stretch in 62 access roads improved for NMT by 2019 (OP 1.3.1 : OP 2.5.2: OP 3.1.3: OP 3.2.5: OP 4.1.2: OP 4.3.1: OP 4.3.2) Achievement: 100 Progress/Status: Completed. Data Source: PMU/ DBRTCL annual reportsOutput: 2. Quality of the urban corridor along the GCC improved Indicator: 2a. 95% of the days will have streetlights in the evening along the corridor by 2023. (2012 baseline: 0) (OP 2.1.4; OP 2.4.1; OP 3.1.3; OP 3.1.5) Progress/Status: Contract was signed on 10 June 2024.The solar-powered streetlights contract package experienced delays due to complexities in opening letters of credit (LC) for importing components (solar panels, lights, poles, etc.) following a change in management at the issuing bank due to a recent government changeover. Data Source: DBRTCL annual reports Actual value: Output: 2. Quality of the urban corridor along the GCC improved Indicator: Traffic accidents within the corridor per year are reduced by 20% by 2023. (2012 baseline: 53) (OP 1.3.1.; OP 3.1.3; OP 3.2.5; OP 4.1.2; OP 4.3.1; OP 4.3.2) Progress/Status: It will be assessed at the end of the project. Data Source: Traffic police annual reports Actual value: Output: 2. Quality of the urban corridor along the GCC improved Indicator: Average travel time by bus from Gazipur to airport decreased by 50% by 2023 (2011 baseline: 80 minutes) (OP 3.1.5; OP 4.3.1; OP 4.3.2) Achievement: . Progress/Status: It will be assessed at the end of the project. Data Source: . DTCA and DBRTCL SPO annual reports Actual value: .Output: 2. Quality of the urban corridor along the GCC improved Indicator: Municipal infrastructure 24.10 km drains, and 66 local roads) improved by 2019 (target: 30% women participation in design) (2012 baseline: 0) (OP 1.3.1; OP 2.5.2; OP 3.1.3; OP 3.2.5; OP 4.1.2; OP 4.3.1; OP 4.3.2) Achievement: 66 Progress/Status: completed Data Source: . Project progress reportsThe public transport system is improved in DNCC and GCC.BRT corridor development benefiting a population of 1 million residents (2012 baseline: 0) (OP 4.3.1; OP 4.3.2; OP 2.1.4) Progress/Status: It will be assessed at the end of the project. Data Source: DBRTCL claim book and socioeconomic and perception survey Actual value: BRT achieves 100,000 passengers/day ridership (at least 30% women) in first year of operation. (2012 baseline: none) (OP 4.3.1; OP 4.3.2; OP 2.1.4) Progress/Status: It will be assessed at the end of the project. Data Source: DBRTCL annual reports Actual value: Modal share of public transport increases to 50% (2011 baseline: 40%) (OP 4.3.1; OP 4.3.2; OP 2.1.4). Progress/Status: It will be assessed at the end of the project. Data Source: DBRTCL annual reports/DTCA annual reports Actual value: XM-DAC-46004-53382-001-TA0112Asian Development BankThe investment project will finance improvement of the Dhaka-Sylhet section of National Highway No. 2, with design features to address the needs of the elderly, women, children, and the differently abled, and disaster and climate risks. The project road connects to the border with India via the Sylhet-Tamabil section, and will improve the efficiency, connectivity, and safety of the Dhaka-Sylhet trade corridor. The investment project will also assist the Roads and Highways Department (RHD) in strengthening its capacity for road safety and asset maintenance, in part through the attached transaction technical assistance.Asian Development BankMinistry of Road Transport and BridgesAsian Development BankAsian Development BankZhao, Gengwenhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=53382-001 (Active)&officer= gzhao@adb.org&division= Transport Sector Office (SG-TRA)&projectcountry= BangladeshSylhet24.89904 91.87198Dhaka23.7104 90.40744Effective gender mainstreaming (EGM)Addressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityStrengthening governance and institutional capacityFostering regional cooperation and integration1000000Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and Bridges0.00Asian Development BankMinistry of Road Transport and BridgesPerformanceFiduciaryOutput/s as listed by the project staff.Output: The Dhaka-Sylhet corridor road upgraded with enhanced road safety, elderly, women, children, and differently abled- responsive, and climate- and disaster-resilient features Indicator: At least one new maintenance solution piloted on the project road based on a life cycle cost-based road maintenance strategy Progress/Status: Not yet due. Data Source: The Roads and Highways Department's and consultant's annual progress reports Baseline year: 2021 Baseline value: N Baseline year: 2021 Baseline value: N Target year: 2030 Target value: YOutput: Indicator Indicator: An information technology-based road accident data collection and management system operationalized at the Roads and Highways Department Progress/Status: Initial findings on crash data, road maintenance and management system, and road safety submitted. Data Source: Consultant's annual progress reports Baseline year: 2021 Baseline value: N Baseline year: 2021 Baseline value: N Target year: 2025 Target value: YOutput: Indicator Indicator: A road safety road map for the Roads and Highways Department completed with institutional reform plans on the use of road accident data and a safety audit and/or inspection program Progress/Status: Initial findings on crash data, road maintenance and management system, and road safety submitted. Data Source: Final road safety road map for the Roads and Highways Department Baseline year: 2021 Baseline value: N Baseline year: 2021 Baseline value: N Target year: 2025 Target value: YOutput: Indicator Indicator: A new system for assessing road maintenance investment needs operationalized and/or adopted at the Roads and Highways Department as supplementary to the existing system Progress/Status: Review and assessment of the road network and asset management in Bangladesh and proposed improvements submitted. Data Source: Consultant's annual progress reports Baseline year: 2021 Baseline value: N Baseline year: 2021 Baseline value: N Target year: 2025 Target value: YOutput: Indicator Indicator: A gender equality and social inclusion strategy developed for the Roads and Highways Department Progress/Status: Not yet due. Data Source: A gender equality and social inclusion strategy document received by Roads and Highways Department Baseline year: 2021 Baseline value: N Baseline year: 2021 Baseline value: N Target year: 2025 Target value: YOutput: Indicator Indicator: Manuals and/or guidelines for gender equality and social inclusion-responsive and climate- and disaster-resilient road design developed Progress/Status: Not yet due. Data Source: Relevant manuals and/or guidelines received by Roads and Highways Department Baseline year: 2021 Baseline value: N Baseline year: 2021 Baseline value: N Target year: 2025 Target value: YOutput: Indicator Indicator: At least 210 km of road upgraded to four lanes with two slow-moving vehicular traffic lanes for local traffic, 60 km of new footpaths, 26 new footbridges, 13 new overpasses incorporating elderly, women, children, differently abled-responsive, and climate- and disaster-resilient features Progress/Status: All seven major works packages comprising of total 13 lots have been awarded and mobilized by August 2024. Data Source: Data from the Roads and Highways Department's annual project progress reports Actual value: Output: Indicator Indicator: At least 40 public education campaign signs and/or billboards that include information on road safety, COVID-19, human trafficking, social inclusiveness, and avoidance of sexual exploitation set up in strategic locations along the corridor Progress/Status: The project conducted 22 community awareness programs on road safety, gender-based violence, sexually transmitted diseases, HIV/AIDS, COVID-19, and other infectious diseases, reaching 815 community members, of whom 270 (33%) were women. Data Source: Data from the RHD's annual project progress reports Actual value: Output: Indicator Indicator: At least 1,500 community members (30% women) reported increased knowledge and/or awareness on safe road use Progress/Status: Ongoing. Training was held for around 100 community members. Data Source: Post training and/or workshop surveys conducted by consultants Baseline year: 2021 Baseline value: N Baseline year: 2021 Baseline value: N Target year: 2030 Target value: YMobility, safety, and regional trade along the Dhaka-Sylhet corridor road improved.Average daily vehicle-kilometers in the first full year of operation increased to 3.8 million vehicle-kilometers Achievement: 0 Progress/Status: To be measured after project completion. Data Source: Annual surveys by the Roads and Highways Department consultantsTotal road fatalities per 100,000,000 vehicle-kilometers traveled along the project road reduced by 20% Achievement: 0 Progress/Status: To be measured after project completion. Data Source: Annual estimates based on data from police stations and other third-party data sources as available and Roads and Highways Department's surveys on vehicle-kmRegional trade volume total at Akhaura, Sheola, and Tamabil land ports increased by 20% Achievement: 0 Progress/Status: To be measured after project completion. Data Source: Annual data from the Bangladesh Land Port Authority on trade volumes of the Akhaura, Sheola, Tamabil land ports90% of the Roads and Highways Department roads assessed as in good to fair condition Achievement: 0 Progress/Status: To be measured after project completion. Data Source: Data from the Annual Maintenance and Rehabilitation Needs Report published by the Roads and Highways Department XM-DAC-46004-55307-001-TA10124Asian Development BankThe proposed results-based lending for the Improving Urban Governance and Infrastructure Program (the program) is built upon the successes and lessons learned from previous Urban Governance and Infrastructure Improvement Projects (Urban Governance and Infrastructure Improvement Project [UGIIP], Second UGIIP, Third UGIIP, and Additional Financing to Third UGIIP). The program supports improving urban governance and services in 88 pourashavas (municipalities) of Bangladesh from fiscal year (FY) 2024 to 2028, benefiting 7.6 million people. The program will (i) strengthen institutional capacity for inclusive municipal governance; and (ii) improve municipal infrastructure regarding quality, access, resilience, and gender responsiveness. The program will support the Government of Bangladesh in achieving integrated and sustainable urban development to improve the livability of pourashavas. It is aligned with the Country Partnership Strategy, 2021-2025, which promotes a culture of responsiveness and accountability as part of good urban governance. The program is aligned with ADB's Strategy 2030, supporting key operational priorities related to addressing remaining poverty and reducing inequalities; accelerating progress in gender equality; making cities more livable, and strengthening governance and institutional capacity. The program is also expected to be aligned with the Paris Alignment Agreement. The overall investment needs for the government's program expenditures for pourashavas development is estimated at $1.8 billion, of which about $0.7 billion would be supported through the proposed program. Bangladesh's urban policies and plans are aligned with its international commitments.Asian Development BankLocal Government Engineering DepartmentLocal Govt Div,Min of Local Govt Rural Devt & CoopAsian Development BankAsian Development BankThu, Kyawhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=55307-001 (Active)&officer= kthu@adb.org&division= Water and Urban Development Sector Office (SD2-WUD)&projectcountry= BangladeshBangladesh23.89507 90.29226Effective gender mainstreaming (EGM)Addressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityMaking cities more livableStrengthening governance and institutional capacity1000000Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: Institutional capacity for inclusive municipal governance strengthened Indicator: [TA Output] Criteria-based development fund transfer to pourashavas institutionalized Progress/Status: A committee was established by the Local Government Division on 20 July 2026 to prepare the SOP for Criteria-Based Development Fund Transfers to Municipalities. This activity remains on track. Data Source: LGD instruction to pourashavas Baseline year: 2022 Baseline value: N Baseline year: 2022 Baseline value: N Target year: 2028 Target value: YOutput: Institutional capacity for inclusive municipal governance strengthened Indicator: UGIAP approved and implemented in 88 (cumulative) pourashavas Progress/Status: UGIAP has been approved and is being implemented across 88 (cumulative) pourashavas. All committees have been reformed and strengthened in accordance with the Local Government (Pourashava) Act 2009. The targets set under UGIAP are being implemented and monitored through 28 indicators across 9 areas. Data Source: Annual M&E report Actual value: Output: Institutional capacity for inclusive municipal governance strengthened Indicator: Computerized (web-based) revenue management systems made operational in 88 pourashavas Progress/Status: LGED's web-based revenue management system has been operational in 60 pourashavas since June 2026. Training and data migration for the remaining 28 pourashavas are currently underway and progressing as planned. Data Source: Annual M&E report Actual value: Output: Institutional capacity for inclusive municipal governance strengthened Indicator: Gender- and climate-responsive O&M management system established in 88 pourashavas Progress/Status: Gender-responsive O&M plans have been prepared in 88 pourashavas, with a total budget allocation of BDT3,118 million for FY2025-2026. As of June 2026, BDT2,104 million, or 67%, has been utilized. Data Source: Annual M&E report Actual value: Output: Institutional capacity for inclusive municipal governance strengthened Indicator: At least 1,570 staff (including 90% of eligible women staff and female councilors of pourashavas, LGED, and LGD) reported increased knowledge on urban governance, GESIAP, urban resilience, and technical issues Progress/Status: A total of 1,575 pourashava staff, including 100% of eligible women, reported improved knowledge of key topics such as UGIAP, GESIAP, Pourashava Acts and Rules, etc. In addition, 206 LGED staff completed the training on Urban Resilience and GESIAP. Data Source: Training completion report containing pre- and post- training assessment Actual value: Output: Institutional capacity for inclusive municipal governance strengthened Indicator: At least 88 pourashavas adopted and implemented GESIAP with 1% budget earmarked from own-source revenues Progress/Status: 88 pourashavas allocated BDT110 million, or 1.10% of their revenue budgets) for FY2025-2026. As of June 2026, BDT65 million, or 59%, had been utilized. Data Source: Annual M&E report Actual value: Output: Institutional capacity for inclusive municipal governance strengthened Indicator: 5,100 residents (at least 50% women) of low-income neighborhoods reported increased resilient livelihood skills Progress/Status: 4,961 residents from low-income neighborhoods (LIN) completed training, of whom 86% were women. Of these, 1,800 (36%) have initiated income-generating activities (IGA). Data Source: Annual M&E report Actual value: Output: Institutional capacity for inclusive municipal governance strengthened Indicator: At least 252 low-income neighborhood improvement committees in 63 pourashavas formed with at least 50% women members Progress/Status: 327 LINICs have been established in 62 pourashavas, with women comprising 84% of members. Of these, 249 CAPs have been approved and received infrastructure funding, while infrastructure works are ongoing in 121 LINICs across 29 pourashavas. Data Source: Annual M&E report Actual value: Output: Institutional capacity for inclusive municipal governance strengthened Indicator: 63 climate and disaster risk-informed master plans prepared and approved by respective pourashava councils Progress/Status: 32 draft Master Plans have been submitted and under review by the PMU. Data Source: Annual M&E report Actual value: Output: Institutional capacity for inclusive municipal governance strengthened Indicator: Climate-resilient and socially inclusive public open space guidelines adopted by the LGED and disseminated to pourashavas Progress/Status: The guideline has been approved by LGED and disseminated in 88 pourashavas. Data Source: Annual M&E report Baseline year: 2022 Baseline value: N Baseline year: 2022 Baseline value: N Target year: 2028 Target value: YOutput: Institutional capacity for inclusive municipal governance strengthened Indicator: At least 300 detailed designs of resilient and GESI responsive municipal infrastructure subprojects completed in 63 pourashavas Progress/Status: 310 detailed designs have been completed in 63 pourashavas. Data Source: Annual M&E report Actual value: Output: Municipal infrastructure improved in quality, access, resilience, and gender responsiveness Indicator: At least 900 km of stormwater drainage rehabilitated or reconstructed in at least 63 pourashavas Progress/Status: Contracts have been awarded for a total of 341.38 km, of which 110.640 km has been completed. Data Source: Annual M&E report Actual value: Output: Municipal infrastructure improved in quality, access, resilience, and gender responsiveness Indicator: At least 1,500 km of roads rehabilitated or reconstructed to meet standards of gender-responsiveness, resilience, safety, and accessibility in at least 63 pourashavas Progress/Status: Contracts have been awarded for a total of 873.00 km, of which 316.41 km has been completed. Data Source: Annual M&E report Actual value: Output: Municipal infrastructure improved in quality, access, resilience, and gender responsiveness Indicator: At least seven climate-resilient, and GESI-inclusive public facilities remodeled or developed Progress/Status: Implementation of civil works progressing for 7 contract packages. Data Source: Annual M&E report Actual value: Output: Municipal infrastructure improved in quality, access, resilience, and gender responsiveness Indicator: Low-income neighborhood improvement program implemented with at least 50% participation by women in at least 63 pourashavas under the RBL program Progress/Status: Preparation of 55 subprojects have been completed across 52 pourashavas with 83% women participation. Data Source: Annual M&E report Actual value: Municipal services and governance in target pourashavas improved80% of citizens (33% women) reported improved livability Progress/Status: The target year is 2029. The work is in progress and the target is likely to be achieved. Data Source: Citizen perception survey Actual value: 80% holding tax collection efficiency achieved in RBL program pourashavas Progress/Status: The target year is 2028. The work is in progress and the target is likely to be achieved. Data Source: Annual M&E reports Actual value: XM-DAC-46004-56004-001-TA10187Asian Development BankThe proposed program will contribute to the government's program to improve demand-side management and energy conservation by installing prepaid gas meters for all domestic customers by December 2023 and improve operational performance of the gas distribution companies, focusing on the government's priority areas of Greater Dhaka and Chittagong. Installation of prepaid gas meters is expected to (i) reduce system losses through saving of gas by preventing gas wastage, (ii) build up awareness among customers to use gas more efficiently, (iii) improve financial health of gas distribution companies by earning revenues in advance and reducing billing, collection, and monitoring cost, (iv) improve management efficiency and enhance customer service of gas distribution companies, (v) prevent accident due to gas leakage in internal pipelines, and (vi) help meet the national climate target by reducing carbon emissions by gas savings.Asian Development BankEnergy & Mineral Resources Division, MOPEMRAsian Development BankAsian Development BankZhang, Hongweihttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=56004-001 (Active)&officer= hwzhang@adb.org&division= Energy Sector Office (SG-ENE)&projectcountry= BangladeshBangladesh23.89507 90.29226Effective gender mainstreaming (EGM)Addressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityMaking cities more livableStrengthening governance and institutional capacity1000000Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMR0.00Asian Development BankEnergy & Mineral Resources Division, MOPEMRPerformanceFiduciaryOutput/s as listed by the project staff.Output: Customer services-oriented management enhanced. Indicator: GESI-responsivef corporate policy for customer care and operation and maintenance of smart prepaid gas meters by private sector entities approved by TGTDCL. (2023 baseline:0) (OP1.3.3; OP 2.3.2; OP 6.1.2)c Progress/Status: Implementation on going. Data Source: Copy of policy approved by TGTDCL Actual value: Output: Customer services-oriented management enhanced. Indicator: By 2025, a fully automated central grievance management center and 30 dedicated zonal grievance centers established (2023 baseline: 0) (OP 6.2) Progress/Status: Implementation on going. Data Source: Reports generated by the automated grievance centers Actual value: Output: Customer services-oriented management enhanced. Indicator: TGTDCL's automated grievance centers operationalized with 100% of calls received by TGTDCL's customer service to be automatically registered and 70% of calls received to be resolved within 24 hours (2023 baseline: not applicable). (OP4.1.1; OP6.2) Progress/Status: Implementation on going. Data Source: Sex-disaggregated data generated quarterly by the automated customer centers Actual value: Output: Demand-side measures for efficiency improvement and safe gas use implemented. Indicator: 1Atleast 650,000 residential households connected to smart prepaid gas meters with digital technology Progress/Status: In progress; implementation on going Data Source: TGTDCL annual reports, project progress reports, and TA consultant reports. Actual value: Output: Demand-side measures for efficiency improvement and safe gas use implemented. Indicator: At least 1,000 gas distribution sector staff (including 80% of relevant women staff) reported increased knowledge on energy efficiency and safety measures, and smart pre-paid gas metering technology Progress/Status: In progress; implementation on going Data Source: pre-and post-training assessment. Actual value: Output: Demand-side measures for efficiency improvement and safe gas use implemented. Indicator: At least 3,000 residential consumers (including 50% women residential consumers) reported increased knowledge on safe and efficient use of domestic gas appliances Progress/Status: In progress; implementation on going Data Source: pre-and post-training assessment. Actual value: Output: Demand-side measures for efficiency improvement and safe gas use implemented. Indicator: Improved TGTDCL's consumer communication and awareness plan and materials with GESI responsive elements prepared Progress/Status: In progress; implementation on going Data Source: TGTDCL annual reports, project progress reports, and TA consultant reports. Actual value: Output: Demand-side measures for efficiency improvement and safe gas use implemented. Indicator: National safety standards for gas cooking appliances developed and submitted to relevant government agenciese for approval Progress/Status: In progress; implementation on going Data Source: Petrobangla annual reports, TA consultant reports. Actual value: Output: Institutional capacity and operational management strengthened. Indicator: ESMS for TGTDCL's gas meter program at corporate level following good international industry practice, including health and safety records, and climate adaptation measures prepared and submitted to TGTDCL for approval (2023 baseline: 0). Progress/Status: Implementation on going. Data Source: TGTDCL annual reports, project progress reports. Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2028 Target value: YOutput: Institutional capacity and operational management strengthened. Indicator: Corporate GESI strategy developed and submitted to TGTDCL board for endorsement (2023 baseline: not applicable) (OP1.2.3; OP 2.3.2) Progress/Status: Implementation on going. Data Source: TA consultant reports; copy of corporate GESI strategy submitted to TGTDCL board. Actual value: Output: Institutional capacity and operational management strengthened. Indicator: Fiduciary systems for TGTDCL's operations following good international industry practice, including financial management and procurement prepared and submitted to TGTDCL for approval (2023 baseline: not applicable) (OP 6.1.4) Progress/Status: Implementation on going. Data Source: TGTDCL annual reports, project progress reports. Actual value: Output: Institutional capacity and operational management strengthened. Indicator: At least 75% of staff of TGTDCL's planning department and project management unit (including at least 80% of relevant women staff) reported knowledge on gender, social and environmental safeguards (2023 baseline: 0) (OP 2.2). Progress/Status: Implementation on going. Data Source: Pre- and post training assessment Actual value: Output: Institutional capacity and operational management strengthened. Indicator: TGTDCL's training guidelines with GESI-responsive elements completed (2023 baseline: 0) (OP 2.3.2) Progress/Status: Implementation on going. Data Source: Copy of completed gender-responsive training guidelines Actual value: Output: Low-carbon energy transition promoted. Indicator: Energy Transition and Decarbonization Strategy for the Gas Distribution Sector prepared and submitted to relevant government agenciese for approval (2023 baseline: not applicable) (OP 3.1.5) Progress/Status: Implementation on going. Data Source: Copy of strategy document submitted to relevant government agencies Actual value: Output: Low-carbon energy transition promoted. Indicator: Methane Leakage, Loss Reduction and Operational Efficiency Improvement Plan for Gas Distribution Sector prepared and submitted to relevant government agenciese for approval (2023 baseline: not applicable) (OP 3.1.5) Progress/Status: Implementation on going. Data Source: Copy of plan submitted to relevant government agencies Actual value: Output: Low-carbon energy transition promoted. Indicator: Pre-feasibility study of at least two pilot projects for adoption of advanced clean energy technology with viability of private sector financing completed (2023 baseline: 0) Progress/Status: Implementation on going. Data Source: Petrobangla annual reports, TA consultant reports Actual value: Efficiency, safety, and sustainability of gas distribution improvedAnnual gas savings from the project amounted to at least 200 million cubic meters Progress/Status: Implementation ongoing Data Source: TGTDCL annual reports, BERC publication (Gas pricing) and Pre- and post-survey. Actual value: Annual emission of at least 393, 609 tons of carbon dioxide avoided Progress/Status: Implementation ongoing Data Source: TGTDCL annual reports, BERC publication (Gas pricing) Actual value: Number of emergency calls to TGTDCL for fire accidents reduced by 20% Progress/Status: Implementation ongoing Data Source: TGTDCL annual reports, BERC publication (Gas pricing) Actual value: Account receivable from TGTDCL household customers reduced to 5.0 months (2021-2022) Progress/Status: Implementation ongoing Data Source: TGTDCL annual reports, BERC publication (Gas pricing) Actual value: XM-DAC-46004-56027-001-LN4259Asian Development BankThe Project involves funding the purchase and installation of spinning machinery and associated equipment for Envoy Textiles Limited's second spinning unit. The new unit will have an annual yarn production capacity of 3,600 tons which will be mainly used for in-house consumption. The borrower has its factory in Jamirdia, which is about 71 kilometers north of Dhaka.Asian Development BankEnvoy Textiles Limited (ETL)Asian Development BankAsian Development BankAhmed, Salmanhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=56027-001 (Approved)&officer= salmanahmed@adb.org&division= Infrastructure Finance Division 1&projectcountry= BangladeshBangladesh23.89507 90.29226Effective gender mainstreaming (EGM)Addressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainability10800000Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)900000.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)900000.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)900000.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)256438.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)205405.20Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)178680.95Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)0.00Asian Development BankEnvoy Textiles Limited (ETL)PerformanceFiduciaryOutput/s as listed by the project staff.Status of Development Objectives: Progress on the Development Objectives are now being monitoredStatus of Operation/Construction: The machinery expansion unit came into commercial operation in April 2023.11 Dec 2022 | News Release: https://www.adb.org/news/adb-envoy-textiles-sign-loan-facility-support-energy-efficient-textile-manufacturing-create XM-DAC-46004-56344-001-LN4394Asian Development BankThe project consists of a 100 MW grid-connected solar photovoltaic power plant in Pabna, located about 245 kilometers west of Dhaka. The project site comprises 400 acres of land.Asian Development BankDynamic Sun Energy Private LimitedParamount Textile PLCAsian Development BankAsian Development BankOishi, Yoheihttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=56344-001 (Approved)&officer= yoheioishi@adb.org&division= Infrastructure Finance Division 1&projectcountry= BangladeshBangladesh23.89507 90.29226Effective gender mainstreaming (EGM)Addressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainability50000000Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited12336.81Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited109198.70Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited127913.19Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private Limited0.00Asian Development BankDynamic Sun Energy Private LimitedPerformanceFiduciaryOutput/s as listed by the project staff.Output: Solar power plant installed; Gender and disability inclusive local employment generated; Gender equality in the workplace enhanced Indicator: Total installed electricity generation capacity of the solar power plant is 100MW(AC) Data Source: Annual development effectiveness monitoring reports by the borrower Actual value: Output: Solar power plant installed; Gender and disability inclusive local employment generated; Gender equality in the workplace enhanced Indicator: At least 2 women with disabilities are employed at the new solar plant by FY2025 Data Source: Annual development effectiveness monitoring reports by the borrower Actual value: Output: Solar power plant installed; Gender and disability inclusive local employment generated; Gender equality in the workplace enhanced Indicator: At least 30 students enrolled in tertiary education receive scholarships from the new solar plant, of which at least 50% are women by FY2025 Data Source: Annual development effectiveness monitoring reports by the borrower Actual value: Output: Solar power plant installed; Gender and disability inclusive local employment generated; Gender equality in the workplace enhanced Indicator: At least 5 women undertake a paid technical or management internship at the new solar power plant by FY2025 Data Source: Annual development effectiveness monitoring reports by the borrower Actual value: Output: Solar power plant installed; Gender and disability inclusive local employment generated; Gender equality in the workplace enhanced Indicator: One gender equality policy is adopted by the new solar power plant by FY2025 Data Source: Annual development effectiveness monitoring reports by the borrower Actual value: Viability and sustainability of solar power operation demonstratedElectricity delivered to offtaker is at least 194.3 GWh per year Data Source: Annual development effectiveness monitoring reports by the borrower Actual value: Annual greenhouse gas emissions of 94,041 tCO2 avoided Data Source: Annual development effectiveness monitoring reports by the borrower Actual value: XM-DAC-46004-57086-001-LN4458Asian Development BankThe Project will develop, construct, and operate a portfolio of rooftop solar projects installed on commercial and industrial (C&I) buildings of leading corporates in Bangladesh with a total capacity of up to 50-megawatt peak (MWp) with each underlying project ranging from 0.3-MWp to 5MWp.Asian Development BankFourth Partner Energy Bangladesh LimitedFourth Partner Energy Private LimitedAsian Development BankAsian Development BankMalik, Alihttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=57086-001 (Approved)&officer= alimalik@adb.org&division= Infrastructure Finance Division 1&projectcountry= BangladeshChittagong22.3384 91.83168Dhaka23.7104 90.40744Effective gender mainstreaming (EGM)Addressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainability5040000Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited10115.99Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh Limited0.00Asian Development BankFourth Partner Energy Bangladesh LimitedPerformanceFiduciaryOutput/s as listed by the project staff.To be added when new result comes XM-DAC-46004-57140-001-LN4395Asian Development BankThe project will finance the purchase and installation of a new, energy efficient, multi-seed crushing plant to produce edible oil and oilseed cake. The new plant will replace two of City group's existing, single-seed crushing, inefficient and hence higher energy- consuming oilseed crushing plants. The project will also support processing of different types of oilseeds, improving the climate resilience of the business by reducing impacts in the event of crop failure to one or more oilseed crops in a season. This will in-turn contribute to food security in Bangladesh. The project is fully aligned with the Government of Bangladesh's goals of pursuing efficient energy and infrastructure and strengthening agro-processing and supporting manufacturing of processed food.Asian Development BankRupshi Seed Crushing LimitedAsian Development BankAsian Development BankDora, Tushnahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=57140-001 (Approved)&officer= tdora@adb.org&division= Office of the Director General, PSOD&projectcountry= BangladeshBangladesh23.89507 90.29226Effective gender mainstreaming (EGM)Addressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityPromoting rural development and food securityStrengthening governance and institutional capacity10000000Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited833333.33Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited464072.25Asian Development BankRupshi Seed Crushing Limited400147.22Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited393943.04Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited0.00Asian Development BankRupshi Seed Crushing Limited335927.75Asian Development BankRupshi Seed Crushing LimitedPerformanceFiduciaryOutput/s as listed by the project staff.Output: Corporate governance improved Indicator: A group risk management policy (with commodity risk management) and internal audit policy developed (2022 baseline: NA) (OP6.1) Data Source: Company's annual development effectiveness monitoring report Actual value: Output: Corporate governance improved Indicator: A dividend policy for the group developed (2022 baseline: NA) Data Source: Company's annual development effectiveness monitoring report Actual value: Output: Corporate governance improved Indicator: A succession plan developed (2022 baseline: NA) Data Source: Company's annual development effectiveness monitoring report Actual value: Output: Energy-efficient and gender-inclusive oilseed crushing facility constructed Indicator: New oilseed crushing facility (with energy-efficient equipment) with annual capacity of 1.08 million tons built and operated (2022 baseline: NA) (OP5.1.1) Data Source: Company's annual development effectiveness monitoring report Actual value: Output: Energy-efficient and gender-inclusive oilseed crushing facility constructed Indicator: At least 3 gender-inclusive features integrated in the design of the new factory building (2022 baseline: 0) (OP2.4.1) Data Source: Company's annual development effectiveness monitoring report Actual value: Output: Workplace gender equality enhanced at the new oilseed crushing facility Indicator: At least 50 new jobs in operations of the new seed crushing facility generated, of which 20% are for women (2022 baseline: 0; 16% women in the existing seed crushing facility which is to be replaced) (OP1.2) Data Source: Company's annual development effectiveness monitoring report Actual value: Output: Workplace gender equality enhanced at the new oilseed crushing facility Indicator: At least 10 women completed paid internships in management roles with City Group (2022 baseline: 4) (OP2.1.1) Data Source: Company's annual development effectiveness monitoring report Actual value: Output: Workplace gender equality enhanced at the new oilseed crushing facility Indicator: One dedicated gender and diversity policy developed and adopted (2022 baseline: 0) (OP2.3.2) Data Source: Company's annual development effectiveness monitoring report Actual value: Output: Workplace gender equality enhanced at the new oilseed crushing facility Indicator: At least 90% of staff received awareness training on the new gender and diversity policy (2022: baseline: 0) Data Source: Company's annual development effectiveness monitoring report Actual value: Output: Workplace gender equality enhanced at the new oilseed crushing facility Indicator: At least 4 women received a mentorship program at the new seed crushing facility (baseline: 0) Data Source: Company's annual development effectiveness monitoring report Actual value: Energy-efficient manufacturing operations in the country scaled up.Annual production of oilseed cakes increased to 450,000 tons (2022 baseline: 0 tons) Data Source: Company's annual development effectiveness monitoring report Actual value: Annual production of crude degummed soybean oil increased to 103,000 tons (2022 baseline: 0 tons) Data Source: Company's annual development effectiveness monitoring report Actual value: At least 1,723 tons of carbon dioxide avoided annually through energy savings (2022 baseline: 0) (OP3.1) Data Source: Company's annual development effectiveness monitoring report Actual value: Annual payments to the government provided during operation of the new crushing facility increased to at least $2 million (2022 baseline: 0) Data Source: Company's annual development effectiveness monitoring report Actual value: XM-DAC-46004-57289-001-LN4524Asian Development BankThe transaction involves a senior secured loan of up to $20,000,000 to Tanveer Dal Mill and Flour Mills Limited (Tanveer) for the Meghna Energy-Efficient Flour Milling Project in Bangladesh. Tanveer is part of Meghna group.Asian Development BankTanveer Dal Mill and Flour Mills LimitedAsian Development BankAsian Development BankDonges, Carine Sophiehttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=57289-001 (Approved)&officer= cdonges@adb.org&division= Office of the Director General, PSOD&projectcountry= BangladeshBangladesh23.89507 90.29226Effective gender mainstreaming (EGM)Addressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityPromoting rural development and food securityFostering regional cooperation and integration20000000Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited20000000.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited1666666.67Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited1666666.67Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited25277.78Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited779783.33Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills Limited656211.12Asian Development BankTanveer Dal Mill and Flour Mills Limited0.00Asian Development BankTanveer Dal Mill and Flour Mills LimitedPerformanceFiduciaryOutput/s as listed by the project staff.Output: Energy-efficient flour mill meeting international food safety standards constructed. Indicator: New flour mill (with energy-efficient equipment g) with annual installed capacity of 660,000 tons constructed and operated (2021 baseline: 0) Data Source: Company's annual development effectiveness monitoring report. Actual value: Output: Energy-efficient flour mill meeting international food safety standards constructed. Indicator: An ISO 22000 food safety certification standard achieved for the flour mill operations (2021 baseline: N/A) (OP5.2.4) Data Source: Company's annual development effectiveness monitoring report. Actual value: Output: Gender equality in operations improved. Indicator: Women's representation on the board of Tanveer Dal Mill and Flour Mills Ltd. increased to 4 (2023 baseline: 2) (OP2.3) Data Source: Company's annual development effectiveness monitoring report Actual value: Output: Gender equality in operations improved. Indicator: A gender-sensitive marketing strategy developed and implemented for the products from the new flour mill (2023 baseline: NA) (OP2.3.2) Data Source: Company's annual development effectiveness monitoring report Actual value: Output: Local jobs generated with gender equality enhanced. Indicator: At least 160 new jobs in operations of the new flour mill generated (FY2023 baseline: 0) (OP1.2) Data Source: Company's annual development effectiveness monitoring report Actual value: Output: Local jobs generated with gender equality enhanced. Indicator: At least 20% of staff in management at the new flour mill are women (2023 baseline: 0) (OP2.3) Data Source: Company's annual development effectiveness monitoring report Actual value: Output: Local jobs generated with gender equality enhanced. Indicator: At least 6 women commence paid internship at the new flour mill (2023 baseline: 0) Data Source: Company's annual development effectiveness monitoring report Actual value: Output: Local jobs generated with gender equality enhanced. Indicator: Women's representation on the board of Tanveer Dal Mill and Flour Mills Ltd. increased to 4 (2023 baseline: 2) (OP2.3) Data Source: Company's annual development effectiveness monitoring report Actual value: Energy-efficient flour milling operations scaled-up in Bangladesh.Annual production of flour increased to 550,000 tons (FY2023 baseline: 0) Data Source: Company's annual development effectiveness monitoring reports and financial statements. Actual value: Annual export of flour products increased to 40 tons (FY2023 baseline: 20 tons) (OP7.2) Data Source: Company's annual development effectiveness monitoring reports and financial statements. Actual value: At least 8,200 tCO2 avoided annually through energy savings (FY2023 baseline: 0) (OP3.1) Data Source: Company's annual development effectiveness monitoring reports and financial statements. Actual value: Annual payments to government provided during operation of the new flour mill increased to at least BDT100 million (FY2023 baseline: 0) Data Source: Company's annual development effectiveness monitoring reports and financial statements. Actual value: XM-DAC-46004-57306-001-EI8471Asian Development BankThe transaction involves the administration by the Asian Development Bank (ADB) of an equity investment of $4,000,000, with an initial investment of $1,000,000 in Glacierwater Pte. Ltd., a holding company in Singapore, to expand its operations in Bangladesh (through its operating Bangladesh subsidiary, Tiger New Energy Co. Ltd., collectively the "Company" or "Tiger"). The investment is to be provided by the ADB Ventures Investment Fund 1 under the ADB Ventures Financing Partnership Facility. The balance of the approved amount may be invested as equity or quasi-equity in subsequent fundraising rounds that Tiger is expected to undertake. Consistent with the established fund documents, ADB will not invest its own capital alongside the fund.Asian Development BankGlacierwater Pte. Ltd.Asian Development BankAsian Development BankHersson, Danielhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=57306-001 (Approved)&officer= dhersson@adb.org&division= Office of the Director General, PSOD&projectcountry= BangladeshBangladesh23.89507 90.29226Effective gender mainstreaming (EGM)4000000Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.0.00Asian Development BankGlacierwater Pte. Ltd.PerformanceFiduciaryOutput/s as listed by the project staff.Output: Indicator Indicator: At least 58,853 electric three-wheelers provided with Tiger's battery swapping solution by 2026, and 2,718,956 by 2037 (2023 baseline: 210) Data Source: Tiger's annual development effectiveness reports Actual value: Output: Indicator Indicator: At least 5,408 electric two-wheelers provided with Tiger's battery swapping solution by 2026, and 717,180 by 2037 (2023 baseline: 0) Data Source: Tiger's annual development effectiveness reports Actual value: Output: Indicator Indicator: At least 55,133 of lead-acid batteries replaced in Bangladesh through Tiger's swapping services by 2026, and 1,375,627 by 2037 (2023 baseline: 210) Data Source: Tiger's annual development effectiveness reports Actual value: Output: Indicator Indicator: At least three career events held to promote women's participation in the e-mobility workforce by 2026 (2023 baseline: 0) Data Source: Tiger's annual development effectiveness reports Actual value: Output: Indicator Indicator: One anti-sexual harassment provisiond drafted and included in Tiger's employment handbook by 2026 (2023 baseline: NA) Data Source: Tiger's annual development effectiveness reports Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2026 Target value: YOutput: Indicator Indicator: 100% of Tiger's employees benefit from training on anti-sexual harassment provisions included in the employees' handbook by 2026 (2023 baseline: NA) Data Source: Tiger's annual development effectiveness reports Actual value: Greenhouse gas emissions by commercial vehicles in Bangladesh reducedAt least 42,161, tCO2e avoided by 2026 and 2,982,410 by 2037 (2023 baseline: 107) (OP 3.1) Data Source: Tiger's annual development effectiveness reports Actual value: At least $10 million of additional equity and/or debt mobilized by the end of 2026, and $50 million by the end of 2037 (2023 baseline: $0) Data Source: Tiger's annual development effectiveness reports Actual value: XM-DAC-46004-58109-001-LN4529Asian Development BankThe loan will provide long-term United States dollar financing, not readily available in the local market, for a 20-megawatt (MW) grid-connected solar photovoltaic power plant and associated infrastructure in Bangladesh. The financing represents a meaningful engagement by the Asian Development Bank (ADB) to mitigate climate change in line with ADB's Strategy 2030 and to support the achievement of targets in Bangladesh's nationally determined contributions.Asian Development BankMuktagacha Solartech Energy LimitedAsian Development BankAsian Development BankOishi, Yoheihttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=58109-001 (Approved)&officer= yoheioishi@adb.org&division= Infrastructure Finance Division 1&projectcountry= BangladeshBangladesh23.89507 90.29226Effective gender mainstreaming (EGM)Addressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainability15500000Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited23034.72Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited667.25Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited40051.73Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited39180.56Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy Limited0.00Asian Development BankMuktagacha Solartech Energy LimitedPerformanceFiduciaryOutput/s as listed by the project staff.Status of Development Objectives: A design and monitoring framework is agreed. Development objectives will be monitored after MSEL achieves the commercial operation.Status of Operation/Construction: Construction of the Project has already started. EPC Contractor has started site preparation.02 Dec 2024 | News Release: https://www.adb.org/news/adb-msel-sign-deal-establish-20-mw-solar-power-plant-bangladesh XM-DAC-46004-40540-020-LN4604Asian Development BankOn 24 October 2017, the Asian Development Bank (ADB) Board of Directors approved a multitranche financing facility (MFF) of $1,200 million to the People's Republic of Bangladesh for the South Asia Subregional Economic Cooperation (SASEC) Dhaka-Northwest Corridor Road Project, Phase 2. The executing agency is the Roads and Highways Department (RHD) of the Ministry of Road Transport and Bridges. The project improves the road connectivity of the Dhaka-Northwest international trade corridor. Three outputs will be delivered: (i) Elenga-Hatikamrul-Rangpur Road of the Dhaka-Northwest international trade corridor upgraded; (ii) RHD's institutional capacity in road operation and management enhanced; and (iii) road safety and gender-responsive features strengthened, and the cost overrun financed for the Joydeypur-Chandra-Tangail-Elenga Road of the Dhaka-Northwest international trade corridor under the SASEC Road Connectivity Project. The availability period of the MFF is up to 31 August 2027.Asian Development BankRoads and Highways DepartmentAsian Development BankAsian Development BankDas, Amrita Kumarhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=40540-020 (Approved)&officer= adas@adb.org&division= Transport Sector Office (SD1-TRA)&projectcountry= BangladeshDhaka23.7104 90.40744Effective gender mainstreaming (EGM)Governance and capacity developmentInclusive economic growthAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityPromoting rural development and food securityStrengthening governance and institutional capacityFostering regional cooperation and integration204000000Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department9742813.03Asian Development BankRoads and Highways Department6269866.80Asian Development BankRoads and Highways Department5222141.41Asian Development BankRoads and Highways Department17444588.20Asian Development BankRoads and Highways Department3122133.40Asian Development BankRoads and Highways Department5035861.89Asian Development BankRoads and Highways Department9786720.21Asian Development BankRoads and Highways Department4617580.09Asian Development BankRoads and Highways Department8983760.93Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department7295133.50Asian Development BankRoads and Highways Department59072.42Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department940828.73Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways Department0.00Asian Development BankRoads and Highways DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: Elenga-Hatikamrul-Rangpur section of the Dhaka-Northwest international trade corridor upgraded. Indicator: 190 km of road upgraded with climate-resilient design. Progress/Status: Eleven contracts (WP-05 to WP-15) have been awarded. As of 30 June 2026, the physical progress of these 11 packages are WP-5: 40.21%, WP-6: 80.24%, WP-7: 92.06%, WP-8: 99.39%, WP-9: 99.41%, WP-10: 94.11%, WP-11: 99.30%, WP-12: 99.25%, WP-13: 76.36%, WP-14: 75.34%, and WP-15: 69.81%., the overall physical progress was 86.89%. The Achieved Progress of SASEC-2 (awarded contracts) up to June 2026 was 89.66 %. This delayed progress has been occurred due to less intension of the Contractors, small scaled construction, less procurement of the materials, LA issues, delayed shifting of U/G Utilities, un-demolished obstacles and COVID-19 etc. So, all Contractors have been reminded about the progress behind schedule Data Source: RHD project performance report Actual value: Output: Elenga-Hatikamrul-Rangpur section of the Dhaka-Northwest international trade corridor upgraded. Indicator: Gender-responsive infrastructure, including 380 lane-km of SMVT lanes, 7.5 lane-km of footpaths, 25 footbridges, and 39 underpasses constructed Progress/Status: ongoing Data Source: RHD project performance report Actual value: Output: Elenga-Hatikamrul-Rangpur section of the Dhaka-Northwest international trade corridor upgraded. Indicator: 80% of community members and 100% of laborers reported increased knowledge on human trafficking, gender-based violence (including sexual exploitation and harassment) and STIs including HIV/AIDS. Progress/Status: Ongoing. Data Source: RHD project performance report Actual value: Output: Elenga-Hatikamrul-Rangpur section of the Dhaka-Northwest international trade corridor upgraded. Indicator: At least 8% of labor in road construction and 20% of labor in tree plantation are women. Progress/Status: Ongoing Data Source: RHD project performance report Actual value: Output: RHD's institutional capacity in road operation and management enhanced. Indicator: One road research and training center in Dhaka and three road operation units for road safety, maintenance, and overloading control established along the corridor. Progress/Status: Procurement for construction of road research and training center under WP-14 is completed and contract was signed on 9 September 2021, and road operation unit for road safety maintenance, etc. under package WP-15. WP-15 contract was signed on 7 April 2022. As of June 2026, the physical progress of WP-14: 75.34%, and WP-15: 69.81% respectively. Data Source: RHD project performance report Actual value: Output: RHD's institutional capacity in road operation and management enhanced. Indicator: Road Master Plan updated Progress/Status: Ongoing . Data Source: Updated Road Master Plan Actual value: Road connectivity of the Dhaka-Northwest international trade corridor improved.Use of project roads (average daily vehicle-km in the first full year of operation) reached 8.31 million vehicle-km Data Source: RHD project performance report Actual value: XM-DAC-46004-56253-004-LN4606Asian Development BankThe Climate-Resilient Inclusive Development (CRID) Program enables the Government of Bangladesh to advance a result-oriented and holistic implementation of its climate agenda as articulated in the National Adaptation Plan (NAP) 2023-2050 and the Nationally Determined Contributions 2021 Update (NDC-U). It will achieve this by strengthening the intergovernmental institutional framework and policy environment, mobilizing climate finance, and mainstreaming gender equality and social inclusion (GESI). The program focuses on three reform areas: (i) enabling environment for the implementation of climate actions created, (ii) climate change adaptation priorities strengthened, and (iii) climate change mitigation actions accelerated. Subprogram 1 focused on immediate policy actions in each reform area and aligned with the short-term priorities of NAP and NDC-U in climate-critical sectors: agriculture, water resources, coastal and drought-prone zones, urban, transport, and energy. Subprogram 2 will further advance these reforms and align with the short- to medium-term priorities of NAP and NDC-U in those sectors.Asian Development BankMinistry of FinanceAsian Development BankAsian Development BankKhatiwada, Sameerhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=56253-004 (Active)&officer= SKHATIWADA@adb.org&division= Public Sector Management and Governance Sector Office (SD3-PSMG)&projectcountry= BangladeshBangladesh23.89507 90.29226Effective gender mainstreaming (EGM)Governance and capacity developmentPartnershipsInclusive economic growthAddressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityMaking cities more livableStrengthening governance and institutional capacity400000000Asian Development BankMinistry of Finance400000000.00Asian Development BankMinistry of Finance2133333.33Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance4000000.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of FinancePolicyPerformanceFiduciaryPolicy Action/s as listed by the project staff. Action 1: The Cabinet established the NCECC, headed by the Prime Minister and became effective in 2023, as the highest-level inter-ministerial body to oversee the progress of the overall implementation of the government's climate strategy through a “whole of government” approach. Action 2: Planning Commission, MOP, through a ministerial order, (i) mandated all concerned ministries to incorporate NAP and NDC-U priorities in their ADP, and (ii) introduced Climate Budgeting through ex-ante climate-tagging of all ADP projects to mainstream climate priorities in government's planning and budgeting, leading to a transparent and increased climate expenditure. Action 3: Planning Commission, MOP implemented the ministerial order on consolidating all Bangladesh Climate Change Trust Fund projects under the ADP system to enhance transparency, efficiency, and expansion of climate expenditure under the national budgetary framework. Action 4: Bangladesh Bank (i) established a local currency Green Transformation Fund Refinancing Scheme; and (ii) issued with immediate effect (a) Policy on Green Bond Financing for Banks and Financial Institutions to facilitate sustainable investment in climate change mitigation and adaptation, (b) gender-inclusive Updated Sustainable Finance Policy and Reporting Guidelines for Banks and Financial Institutions, and (c) Sustainability Rating of Banks and Financial Institutions to provide financing for green and sustainable business activities, with a focus on women entrepreneurs. Action 1: MOEFCC established and operationalized the BCDP among government ministries, private sector, civil society, and development partners with the objectives to (i) mobilize climate finance, (ii) provide project development, implementation, and M&E support across ministries, (iii) strengthen knowledge and capacity of the ministries, and (iv) enhance coordination between NCECC, concerned ministries, private sector, and development partners to implement the government's climate strategy. Action 2: MOP (i) implemented DRIP at the district level which provides data on disaster and climate risks vulnerability assessments, potential climate change adaptation options, and disaster risk mitigation measures, and (ii) issued a circular for incorporating climate sensitive issues in the project appraisal of two sectors: (a) transport and communication; (b) environmental, climate change and water resource. Action 3: Finance Division, MOF incorporated the technical assistance and policy reform activities mentioned in the Green and Climate Resilient Development Guideline issued by the Planning Commission in the upcoming budget for the FY2025-2026, ensuring that adequate budget is included for addressing any environmental and social implications of policies, plans and programs are supported. Action 4: Bangladesh Bank implemented Guidelines on Sustainability and Climate Related Financial Disclosure for Banks and Financial Companies to introduce climate-related financial disclosure of the financial sector. Action 1: The Cabinet established the NCECC, headed by the Prime Minister and became effective in 2023, as the highest-level inter-ministerial body to oversee the progress of the overall implementation of the government's climate strategy through a “whole of government” approach. Action 2: Planning Commission, MOP, through a ministerial order, (i) mandated all concerned ministries to incorporate NAP and NDC-U priorities in their ADP, and (ii) introduced Climate Budgeting through ex-ante climate-tagging of all ADP projects to mainstream climate priorities in government's planning and budgeting, leading to a transparent and increased climate expenditure. Action 3: Planning Commission, MOP implemented the ministerial order on consolidating all Bangladesh Climate Change Trust Fund projects under the ADP system to enhance transparency, efficiency, and expansion of climate expenditure under the national budgetary framework. Action 4: Bangladesh Bank (i) established a local currency Green Transformation Fund Refinancing Scheme; and (ii) issued with immediate effect (a) Policy on Green Bond Financing for Banks and Financial Institutions to facilitate sustainable investment in climate change mitigation and adaptation, (b) gender-inclusive Updated Sustainable Finance Policy and Reporting Guidelines for Banks and Financial Institutions, and (c) Sustainability Rating of Banks and Financial Institutions to provide financing for green and sustainable business activities, with a focus on women entrepreneurs. Action 1: MOEFCC established and operationalized the BCDP among government ministries, private sector, civil society, and development partners with the objectives to (i) mobilize climate finance, (ii) provide project development, implementation, and M&E support across ministries, (iii) strengthen knowledge and capacity of the ministries, and (iv) enhance coordination between NCECC, concerned ministries, private sector, and development partners to implement the government's climate strategy. Action 2: MOP (i) implemented DRIP at the district level which provides data on disaster and climate risks vulnerability assessments, potential climate change adaptation options, and disaster risk mitigation measures, and (ii) issued a circular for incorporating climate sensitive issues in the project appraisal of two sectors: (a) transport and communication; (b) environmental, climate change and water resource. Action 3: Finance Division, MOF incorporated the technical assistance and policy reform activities mentioned in the Green and Climate Resilient Development Guideline issued by the Planning Commission in the upcoming budget for the FY2025-2026, ensuring that adequate budget is included for addressing any environmental and social implications of policies, plans and programs are supported. Action 4: Bangladesh Bank implemented Guidelines on Sustainability and Climate Related Financial Disclosure for Banks and Financial Companies to introduce climate-related financial disclosure of the financial sector. Action 1: The Cabinet established the NCECC, headed by the Prime Minister and became effective in 2023, as the highest-level inter-ministerial body to oversee the progress of the overall implementation of the government's climate strategy through a “whole of government” approach. Action 2: Planning Commission, MOP, through a ministerial order, (i) mandated all concerned ministries to incorporate NAP and NDC-U priorities in their ADP, and (ii) introduced Climate Budgeting through ex-ante climate-tagging of all ADP projects to mainstream climate priorities in government's planning and budgeting, leading to a transparent and increased climate expenditure. Action 3: Planning Commission, MOP implemented the ministerial order on consolidating all Bangladesh Climate Change Trust Fund projects under the ADP system to enhance transparency, efficiency, and expansion of climate expenditure under the national budgetary framework. Action 4: Bangladesh Bank (i) established a local currency Green Transformation Fund Refinancing Scheme; and (ii) issued with immediate effect (a) Policy on Green Bond Financing for Banks and Financial Institutions to facilitate sustainable investment in climate change mitigation and adaptation, (b) gender-inclusive Updated Sustainable Finance Policy and Reporting Guidelines for Banks and Financial Institutions, and (c) Sustainability Rating of Banks and Financial Institutions to provide financing for green and sustainable business activities, with a focus on women entrepreneurs. Action 1: MOEFCC established and operationalized the BCDP among government ministries, private sector, civil society, and development partners with the objectives to (i) mobilize climate finance, (ii) provide project development, implementation, and M&E support across ministries, (iii) strengthen knowledge and capacity of the ministries, and (iv) enhance coordination between NCECC, concerned ministries, private sector, and development partners to implement the government's climate strategy. Action 2: MOP (i) implemented DRIP at the district level which provides data on disaster and climate risks vulnerability assessments, potential climate change adaptation options, and disaster risk mitigation measures, and (ii) issued a circular for incorporating climate sensitive issues in the project appraisal of two sectors: (a) transport and communication; (b) environmental, climate change and water resource. Action 3: Finance Division, MOF incorporated the technical assistance and policy reform activities mentioned in the Green and Climate Resilient Development Guideline issued by the Planning Commission in the upcoming budget for the FY2025-2026, ensuring that adequate budget is included for addressing any environmental and social implications of policies, plans and programs are supported. Action 4: Bangladesh Bank implemented Guidelines on Sustainability and Climate Related Financial Disclosure for Banks and Financial Companies to introduce climate-related financial disclosure of the financial sector. Action 1: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions. Action 2: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development. Action 3: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection. Action 4: MOLGRDC mandated LGED to use CRT j in transport sector project planning and selection to enhance climate-resilience of transport network. Action 5: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP. Action 1: MOEFCC approved, with immediate effect, (i) Updated LLAF, which includes consideration of youth related adaptation issues, Climate Change Gender Action Plan and the Climate Adaptation Plan for Persons with Disabilities to mainstream gender equality and social inclusion in climate change-related policies, strategies and interventions; and (ii) formulated medium - and long-term soft measures as NAP investment roadmap components for interventions in ecosystem, biodiversity and socioeconomic areas in one climate stress area focusing on (a) reducing biodiversity loss, (b) wetland conservation, and (c) reducing air pollution. Action 2: At least 50% of MOA approved projects are aligned with NAP priority interventions to strengthen resilience of the sector and ensure farmers', especially women farmers' access to enhanced agriculture extension services and to develop climate proofed agricultural land. Action 3: The MOWR, in consultation with the Delta Governance Council (i) commenced monitoring of the implementation of Haor Area Masterplan, ensuring with the support of DOE that national laws and regulations are followed, to promote water security by (a) securing water for irrigation, (b) reducing coastal erosion, and (c) managing floods; and (ii) implemented River Erosion Forecast and Early Warning System to improve disaster risk management. Action 4: The government, through the Ministry of Disaster Management and Relief, MOWR, MOA, Bangladesh Bank and others concerned, developed and submitted to the Councial of Advisers for approval a National Disaster Risk Financing Strategy through appropriate risk retention and transfer instruments (such as crop insurance, disaster risk insurance, contingent disaster financing) to enhance disaster risk management and post-disaster recovery. Action 5: The MOLGRDC through LGED established the Climate Resilient Local Infrastructure Center as permanent office to mainstream climate-resilient road infrastructure designs with enhanced use of CRT and start implementation of nature-based solutions and innovative and sustainable road construction materials in rural road construction adopting Climate-resilient Design Policy Guidelines. Action 6: The MOLGRDC (i) through city corporations, approved and initiated implementation of at least two climate action plans for Dhaka; (ii) through 14 pourashavas, implemented the drainage system master plans to further enhance flood risk management; and (iii) through the Local Government Division approved the Climate Vulnerability Index as a criterion for resource allocation for the city corporations to prioritize climate resilient investments, to scale up implementation of the urban priorities identified in the NAP. Action 7: The MOLGRDC approved the National Urban Policy, 2025, to develop climate resilient cities and regions through (i) integrated urban drainage management and eco-engineered waste management, (ii) climate-resilient water, sanitation and hygiene facilities, (iii) conservation of urban wetlands and biodiversity, and (iv) implementing locally-led adaptation actions. Action 1: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions. Action 2: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development. Action 3: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection. Action 4: MOLGRDC mandated LGED to use CRT j in transport sector project planning and selection to enhance climate-resilience of transport network. Action 5: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP. Action 1: MOEFCC approved, with immediate effect, (i) Updated LLAF, which includes consideration of youth related adaptation issues, Climate Change Gender Action Plan and the Climate Adaptation Plan for Persons with Disabilities to mainstream gender equality and social inclusion in climate change-related policies, strategies and interventions; and (ii) formulated medium - and long-term soft measures as NAP investment roadmap components for interventions in ecosystem, biodiversity and socioeconomic areas in one climate stress area focusing on (a) reducing biodiversity loss, (b) wetland conservation, and (c) reducing air pollution. Action 2: At least 50% of MOA approved projects are aligned with NAP priority interventions to strengthen resilience of the sector and ensure farmers', especially women farmers' access to enhanced agriculture extension services and to develop climate proofed agricultural land. Action 3: The MOWR, in consultation with the Delta Governance Council (i) commenced monitoring of the implementation of Haor Area Masterplan, ensuring with the support of DOE that national laws and regulations are followed, to promote water security by (a) securing water for irrigation, (b) reducing coastal erosion, and (c) managing floods; and (ii) implemented River Erosion Forecast and Early Warning System to improve disaster risk management. Action 4: The government, through the Ministry of Disaster Management and Relief, MOWR, MOA, Bangladesh Bank and others concerned, developed and submitted to the Councial of Advisers for approval a National Disaster Risk Financing Strategy through appropriate risk retention and transfer instruments (such as crop insurance, disaster risk insurance, contingent disaster financing) to enhance disaster risk management and post-disaster recovery. Action 5: The MOLGRDC through LGED established the Climate Resilient Local Infrastructure Center as permanent office to mainstream climate-resilient road infrastructure designs with enhanced use of CRT and start implementation of nature-based solutions and innovative and sustainable road construction materials in rural road construction adopting Climate-resilient Design Policy Guidelines. Action 6: The MOLGRDC (i) through city corporations, approved and initiated implementation of at least two climate action plans for Dhaka; (ii) through 14 pourashavas, implemented the drainage system master plans to further enhance flood risk management; and (iii) through the Local Government Division approved the Climate Vulnerability Index as a criterion for resource allocation for the city corporations to prioritize climate resilient investments, to scale up implementation of the urban priorities identified in the NAP. Action 7: The MOLGRDC approved the National Urban Policy, 2025, to develop climate resilient cities and regions through (i) integrated urban drainage management and eco-engineered waste management, (ii) climate-resilient water, sanitation and hygiene facilities, (iii) conservation of urban wetlands and biodiversity, and (iv) implementing locally-led adaptation actions. Action 1: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions. Action 2: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development. Action 3: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection. Action 4: MOLGRDC mandated LGED to use CRT j in transport sector project planning and selection to enhance climate-resilience of transport network. Action 5: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP. Action 1: MOEFCC approved, with immediate effect, (i) Updated LLAF, which includes consideration of youth related adaptation issues, Climate Change Gender Action Plan and the Climate Adaptation Plan for Persons with Disabilities to mainstream gender equality and social inclusion in climate change-related policies, strategies and interventions; and (ii) formulated medium - and long-term soft measures as NAP investment roadmap components for interventions in ecosystem, biodiversity and socioeconomic areas in one climate stress area focusing on (a) reducing biodiversity loss, (b) wetland conservation, and (c) reducing air pollution. Action 2: At least 50% of MOA approved projects are aligned with NAP priority interventions to strengthen resilience of the sector and ensure farmers', especially women farmers' access to enhanced agriculture extension services and to develop climate proofed agricultural land. Action 3: The MOWR, in consultation with the Delta Governance Council (i) commenced monitoring of the implementation of Haor Area Masterplan, ensuring with the support of DOE that national laws and regulations are followed, to promote water security by (a) securing water for irrigation, (b) reducing coastal erosion, and (c) managing floods; and (ii) implemented River Erosion Forecast and Early Warning System to improve disaster risk management. Action 4: The government, through the Ministry of Disaster Management and Relief, MOWR, MOA, Bangladesh Bank and others concerned, developed and submitted to the Councial of Advisers for approval a National Disaster Risk Financing Strategy through appropriate risk retention and transfer instruments (such as crop insurance, disaster risk insurance, contingent disaster financing) to enhance disaster risk management and post-disaster recovery. Action 5: The MOLGRDC through LGED established the Climate Resilient Local Infrastructure Center as permanent office to mainstream climate-resilient road infrastructure designs with enhanced use of CRT and start implementation of nature-based solutions and innovative and sustainable road construction materials in rural road construction adopting Climate-resilient Design Policy Guidelines. Action 6: The MOLGRDC (i) through city corporations, approved and initiated implementation of at least two climate action plans for Dhaka; (ii) through 14 pourashavas, implemented the drainage system master plans to further enhance flood risk management; and (iii) through the Local Government Division approved the Climate Vulnerability Index as a criterion for resource allocation for the city corporations to prioritize climate resilient investments, to scale up implementation of the urban priorities identified in the NAP. Action 7: The MOLGRDC approved the National Urban Policy, 2025, to develop climate resilient cities and regions through (i) integrated urban drainage management and eco-engineered waste management, (ii) climate-resilient water, sanitation and hygiene facilities, (iii) conservation of urban wetlands and biodiversity, and (iv) implementing locally-led adaptation actions. Action 1: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions. Action 2: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development. Action 3: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection. Action 4: MOLGRDC mandated LGED to use CRT j in transport sector project planning and selection to enhance climate-resilience of transport network. Action 5: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP. Action 1: MOEFCC approved, with immediate effect, (i) Updated LLAF, which includes consideration of youth related adaptation issues, Climate Change Gender Action Plan and the Climate Adaptation Plan for Persons with Disabilities to mainstream gender equality and social inclusion in climate change-related policies, strategies and interventions; and (ii) formulated medium - and long-term soft measures as NAP investment roadmap components for interventions in ecosystem, biodiversity and socioeconomic areas in one climate stress area focusing on (a) reducing biodiversity loss, (b) wetland conservation, and (c) reducing air pollution. Action 2: At least 50% of MOA approved projects are aligned with NAP priority interventions to strengthen resilience of the sector and ensure farmers', especially women farmers' access to enhanced agriculture extension services and to develop climate proofed agricultural land. Action 3: The MOWR, in consultation with the Delta Governance Council (i) commenced monitoring of the implementation of Haor Area Masterplan, ensuring with the support of DOE that national laws and regulations are followed, to promote water security by (a) securing water for irrigation, (b) reducing coastal erosion, and (c) managing floods; and (ii) implemented River Erosion Forecast and Early Warning System to improve disaster risk management. Action 4: The government, through the Ministry of Disaster Management and Relief, MOWR, MOA, Bangladesh Bank and others concerned, developed and submitted to the Councial of Advisers for approval a National Disaster Risk Financing Strategy through appropriate risk retention and transfer instruments (such as crop insurance, disaster risk insurance, contingent disaster financing) to enhance disaster risk management and post-disaster recovery. Action 5: The MOLGRDC through LGED established the Climate Resilient Local Infrastructure Center as permanent office to mainstream climate-resilient road infrastructure designs with enhanced use of CRT and start implementation of nature-based solutions and innovative and sustainable road construction materials in rural road construction adopting Climate-resilient Design Policy Guidelines. Action 6: The MOLGRDC (i) through city corporations, approved and initiated implementation of at least two climate action plans for Dhaka; (ii) through 14 pourashavas, implemented the drainage system master plans to further enhance flood risk management; and (iii) through the Local Government Division approved the Climate Vulnerability Index as a criterion for resource allocation for the city corporations to prioritize climate resilient investments, to scale up implementation of the urban priorities identified in the NAP. Action 7: The MOLGRDC approved the National Urban Policy, 2025, to develop climate resilient cities and regions through (i) integrated urban drainage management and eco-engineered waste management, (ii) climate-resilient water, sanitation and hygiene facilities, (iii) conservation of urban wetlands and biodiversity, and (iv) implementing locally-led adaptation actions. Action 1: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions. Action 2: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development. Action 3: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection. Action 4: MOLGRDC mandated LGED to use CRT j in transport sector project planning and selection to enhance climate-resilience of transport network. Action 5: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP. Action 1: MOEFCC approved, with immediate effect, (i) Updated LLAF, which includes consideration of youth related adaptation issues, Climate Change Gender Action Plan and the Climate Adaptation Plan for Persons with Disabilities to mainstream gender equality and social inclusion in climate change-related policies, strategies and interventions; and (ii) formulated medium - and long-term soft measures as NAP investment roadmap components for interventions in ecosystem, biodiversity and socioeconomic areas in one climate stress area focusing on (a) reducing biodiversity loss, (b) wetland conservation, and (c) reducing air pollution. Action 2: At least 50% of MOA approved projects are aligned with NAP priority interventions to strengthen resilience of the sector and ensure farmers', especially women farmers' access to enhanced agriculture extension services and to develop climate proofed agricultural land. Action 3: The MOWR, in consultation with the Delta Governance Council (i) commenced monitoring of the implementation of Haor Area Masterplan, ensuring with the support of DOE that national laws and regulations are followed, to promote water security by (a) securing water for irrigation, (b) reducing coastal erosion, and (c) managing floods; and (ii) implemented River Erosion Forecast and Early Warning System to improve disaster risk management. Action 4: The government, through the Ministry of Disaster Management and Relief, MOWR, MOA, Bangladesh Bank and others concerned, developed and submitted to the Councial of Advisers for approval a National Disaster Risk Financing Strategy through appropriate risk retention and transfer instruments (such as crop insurance, disaster risk insurance, contingent disaster financing) to enhance disaster risk management and post-disaster recovery. Action 5: The MOLGRDC through LGED established the Climate Resilient Local Infrastructure Center as permanent office to mainstream climate-resilient road infrastructure designs with enhanced use of CRT and start implementation of nature-based solutions and innovative and sustainable road construction materials in rural road construction adopting Climate-resilient Design Policy Guidelines. Action 6: The MOLGRDC (i) through city corporations, approved and initiated implementation of at least two climate action plans for Dhaka; (ii) through 14 pourashavas, implemented the drainage system master plans to further enhance flood risk management; and (iii) through the Local Government Division approved the Climate Vulnerability Index as a criterion for resource allocation for the city corporations to prioritize climate resilient investments, to scale up implementation of the urban priorities identified in the NAP. Action 7: The MOLGRDC approved the National Urban Policy, 2025, to develop climate resilient cities and regions through (i) integrated urban drainage management and eco-engineered waste management, (ii) climate-resilient water, sanitation and hygiene facilities, (iii) conservation of urban wetlands and biodiversity, and (iv) implementing locally-led adaptation actions. Action 1: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions. Action 2: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development. Action 3: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection. Action 4: MOLGRDC mandated LGED to use CRT j in transport sector project planning and selection to enhance climate-resilience of transport network. Action 5: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP. Action 1: MOEFCC approved, with immediate effect, (i) Updated LLAF, which includes consideration of youth related adaptation issues, Climate Change Gender Action Plan and the Climate Adaptation Plan for Persons with Disabilities to mainstream gender equality and social inclusion in climate change-related policies, strategies and interventions; and (ii) formulated medium - and long-term soft measures as NAP investment roadmap components for interventions in ecosystem, biodiversity and socioeconomic areas in one climate stress area focusing on (a) reducing biodiversity loss, (b) wetland conservation, and (c) reducing air pollution. Action 2: At least 50% of MOA approved projects are aligned with NAP priority interventions to strengthen resilience of the sector and ensure farmers', especially women farmers' access to enhanced agriculture extension services and to develop climate proofed agricultural land. Action 3: The MOWR, in consultation with the Delta Governance Council (i) commenced monitoring of the implementation of Haor Area Masterplan, ensuring with the support of DOE that national laws and regulations are followed, to promote water security by (a) securing water for irrigation, (b) reducing coastal erosion, and (c) managing floods; and (ii) implemented River Erosion Forecast and Early Warning System to improve disaster risk management. Action 4: The government, through the Ministry of Disaster Management and Relief, MOWR, MOA, Bangladesh Bank and others concerned, developed and submitted to the Councial of Advisers for approval a National Disaster Risk Financing Strategy through appropriate risk retention and transfer instruments (such as crop insurance, disaster risk insurance, contingent disaster financing) to enhance disaster risk management and post-disaster recovery. Action 5: The MOLGRDC through LGED established the Climate Resilient Local Infrastructure Center as permanent office to mainstream climate-resilient road infrastructure designs with enhanced use of CRT and start implementation of nature-based solutions and innovative and sustainable road construction materials in rural road construction adopting Climate-resilient Design Policy Guidelines. Action 6: The MOLGRDC (i) through city corporations, approved and initiated implementation of at least two climate action plans for Dhaka; (ii) through 14 pourashavas, implemented the drainage system master plans to further enhance flood risk management; and (iii) through the Local Government Division approved the Climate Vulnerability Index as a criterion for resource allocation for the city corporations to prioritize climate resilient investments, to scale up implementation of the urban priorities identified in the NAP. Action 7: The MOLGRDC approved the National Urban Policy, 2025, to develop climate resilient cities and regions through (i) integrated urban drainage management and eco-engineered waste management, (ii) climate-resilient water, sanitation and hygiene facilities, (iii) conservation of urban wetlands and biodiversity, and (iv) implementing locally-led adaptation actions. Action 1: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions. Action 2: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development. Action 3: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection. Action 4: MOLGRDC mandated LGED to use CRT j in transport sector project planning and selection to enhance climate-resilience of transport network. Action 5: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP. Action 1: MOEFCC approved, with immediate effect, (i) Updated LLAF, which includes consideration of youth related adaptation issues, Climate Change Gender Action Plan and the Climate Adaptation Plan for Persons with Disabilities to mainstream gender equality and social inclusion in climate change-related policies, strategies and interventions; and (ii) formulated medium - and long-term soft measures as NAP investment roadmap components for interventions in ecosystem, biodiversity and socioeconomic areas in one climate stress area focusing on (a) reducing biodiversity loss, (b) wetland conservation, and (c) reducing air pollution. Action 2: At least 50% of MOA approved projects are aligned with NAP priority interventions to strengthen resilience of the sector and ensure farmers', especially women farmers' access to enhanced agriculture extension services and to develop climate proofed agricultural land. Action 3: The MOWR, in consultation with the Delta Governance Council (i) commenced monitoring of the implementation of Haor Area Masterplan, ensuring with the support of DOE that national laws and regulations are followed, to promote water security by (a) securing water for irrigation, (b) reducing coastal erosion, and (c) managing floods; and (ii) implemented River Erosion Forecast and Early Warning System to improve disaster risk management. Action 4: The government, through the Ministry of Disaster Management and Relief, MOWR, MOA, Bangladesh Bank and others concerned, developed and submitted to the Councial of Advisers for approval a National Disaster Risk Financing Strategy through appropriate risk retention and transfer instruments (such as crop insurance, disaster risk insurance, contingent disaster financing) to enhance disaster risk management and post-disaster recovery. Action 5: The MOLGRDC through LGED established the Climate Resilient Local Infrastructure Center as permanent office to mainstream climate-resilient road infrastructure designs with enhanced use of CRT and start implementation of nature-based solutions and innovative and sustainable road construction materials in rural road construction adopting Climate-resilient Design Policy Guidelines. Action 6: The MOLGRDC (i) through city corporations, approved and initiated implementation of at least two climate action plans for Dhaka; (ii) through 14 pourashavas, implemented the drainage system master plans to further enhance flood risk management; and (iii) through the Local Government Division approved the Climate Vulnerability Index as a criterion for resource allocation for the city corporations to prioritize climate resilient investments, to scale up implementation of the urban priorities identified in the NAP. Action 7: The MOLGRDC approved the National Urban Policy, 2025, to develop climate resilient cities and regions through (i) integrated urban drainage management and eco-engineered waste management, (ii) climate-resilient water, sanitation and hygiene facilities, (iii) conservation of urban wetlands and biodiversity, and (iv) implementing locally-led adaptation actions. Action 1: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions. Action 2: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development. Action 3: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection. Action 4: MOLGRDC mandated LGED to use CRT j in transport sector project planning and selection to enhance climate-resilience of transport network. Action 5: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP. Action 1: MOEFCC approved, with immediate effect, (i) Updated LLAF, which includes consideration of youth related adaptation issues, Climate Change Gender Action Plan and the Climate Adaptation Plan for Persons with Disabilities to mainstream gender equality and social inclusion in climate change-related policies, strategies and interventions; and (ii) formulated medium - and long-term soft measures as NAP investment roadmap components for interventions in ecosystem, biodiversity and socioeconomic areas in one climate stress area focusing on (a) reducing biodiversity loss, (b) wetland conservation, and (c) reducing air pollution. Action 2: At least 50% of MOA approved projects are aligned with NAP priority interventions to strengthen resilience of the sector and ensure farmers', especially women farmers' access to enhanced agriculture extension services and to develop climate proofed agricultural land. Action 3: The MOWR, in consultation with the Delta Governance Council (i) commenced monitoring of the implementation of Haor Area Masterplan, ensuring with the support of DOE that national laws and regulations are followed, to promote water security by (a) securing water for irrigation, (b) reducing coastal erosion, and (c) managing floods; and (ii) implemented River Erosion Forecast and Early Warning System to improve disaster risk management. Action 4: The government, through the Ministry of Disaster Management and Relief, MOWR, MOA, Bangladesh Bank and others concerned, developed and submitted to the Councial of Advisers for approval a National Disaster Risk Financing Strategy through appropriate risk retention and transfer instruments (such as crop insurance, disaster risk insurance, contingent disaster financing) to enhance disaster risk management and post-disaster recovery. Action 5: The MOLGRDC through LGED established the Climate Resilient Local Infrastructure Center as permanent office to mainstream climate-resilient road infrastructure designs with enhanced use of CRT and start implementation of nature-based solutions and innovative and sustainable road construction materials in rural road construction adopting Climate-resilient Design Policy Guidelines. Action 6: The MOLGRDC (i) through city corporations, approved and initiated implementation of at least two climate action plans for Dhaka; (ii) through 14 pourashavas, implemented the drainage system master plans to further enhance flood risk management; and (iii) through the Local Government Division approved the Climate Vulnerability Index as a criterion for resource allocation for the city corporations to prioritize climate resilient investments, to scale up implementation of the urban priorities identified in the NAP. Action 7: The MOLGRDC approved the National Urban Policy, 2025, to develop climate resilient cities and regions through (i) integrated urban drainage management and eco-engineered waste management, (ii) climate-resilient water, sanitation and hygiene facilities, (iii) conservation of urban wetlands and biodiversity, and (iv) implementing locally-led adaptation actions. Action 1: The MORTB approved with immediate effect (i) the Electric Vehicle Registration and Operation Policy 2023 to streamline electric vehicle registration process and achieve at least 30% share of electric vehicles by 2030; and (ii) the procurement of electric buses for public transportation to reduce GHG emissions from the road transport sector by promoting electric vehicles. Action 2: MOPEMR approved with immediate effect (i) Solar Irrigation Roadmap (2023-2031) to roll-out 45,000 SIPs; (ii) Electric Vehicle Charging Guideline that provides the regulatory framework to set tariffs for electricity consumption for charging, technical standards for charging stations and institutional arrangements for authorization of setting up electric vehicle charging stations; and (iii) enforced mandatory installation of net metering for any customer with a roof space of 1,000 square feet for a solar photovoltaic rooftop to contribute to the IEPMP Rooftop Solar Power target of 12GW by 2050 to meet energy NDC-U target. Action 1: The MORTB developed and submitted for inter-governmental consultations for final approval of the Updating Revised Strategic Transport Masterplan for Dhaka, 2025-2034 that promotes (i) rail-based urban transport services including MRT, (ii) improved bus and other public transport services including BRT and e-buses, (iii) multimodal transport integration, use of non-motorized transport and pedestrian facilities, and (iv) efficient traffic demand management among others, ensuring with the support of DOE that national laws and regulations are followed. Action 2: The Ministry of Railways and the Bangladesh Railway (i) formed a committee at the Ministry level to prepare New Operational Strategy for Railways to promote operational efficiency through (a) enhancing service-wise operation target and monitoring with new key indicators, and (b) accelerating transition to broad gauge, to make modal shift from road to railways viable, and (ii) monitored implementation of New Energy Use Standards for locomotives to reduce GHG emissions from the rail transport sector. Action 3: MOPEMR, following its approval, (i) monitored implementation of the renewable energy components of IEPMP to achieve low carbon society by 2050 through, amongst others, measures to promote renewable energy, ensuring with the support of DOE that national laws and regulations are followed, and enhanced efficiency of existing power plants and improved technology use in power generation; (ii) monitored implementation of Solar Irrigation Roadmap as approved in subprogram 1, ensuring with the support of DOE that national laws and regulations are followed; and (iii) approved Renewable Energy Policy to deploy renewable energy solutions and further reduce GHG emissions in the energy sector. Action 4: MOPEMR (i) approved and enforced Energy Audit Regulations and (ii) implemented Building Energy Efficiency and Environment Rating Guidelines applicable for existing and new buildings to promote energy efficiency. Action 1: The MORTB approved with immediate effect (i) the Electric Vehicle Registration and Operation Policy 2023 to streamline electric vehicle registration process and achieve at least 30% share of electric vehicles by 2030; and (ii) the procurement of electric buses for public transportation to reduce GHG emissions from the road transport sector by promoting electric vehicles. Action 2: MOPEMR approved with immediate effect (i) Solar Irrigation Roadmap (2023-2031) to roll-out 45,000 SIPs; (ii) Electric Vehicle Charging Guideline that provides the regulatory framework to set tariffs for electricity consumption for charging, technical standards for charging stations and institutional arrangements for authorization of setting up electric vehicle charging stations; and (iii) enforced mandatory installation of net metering for any customer with a roof space of 1,000 square feet for a solar photovoltaic rooftop to contribute to the IEPMP Rooftop Solar Power target of 12GW by 2050 to meet energy NDC-U target. Action 1: The MORTB developed and submitted for inter-governmental consultations for final approval of the Updating Revised Strategic Transport Masterplan for Dhaka, 2025-2034 that promotes (i) rail-based urban transport services including MRT, (ii) improved bus and other public transport services including BRT and e-buses, (iii) multimodal transport integration, use of non-motorized transport and pedestrian facilities, and (iv) efficient traffic demand management among others, ensuring with the support of DOE that national laws and regulations are followed. Action 2: The Ministry of Railways and the Bangladesh Railway (i) formed a committee at the Ministry level to prepare New Operational Strategy for Railways to promote operational efficiency through (a) enhancing service-wise operation target and monitoring with new key indicators, and (b) accelerating transition to broad gauge, to make modal shift from road to railways viable, and (ii) monitored implementation of New Energy Use Standards for locomotives to reduce GHG emissions from the rail transport sector. Action 3: MOPEMR, following its approval, (i) monitored implementation of the renewable energy components of IEPMP to achieve low carbon society by 2050 through, amongst others, measures to promote renewable energy, ensuring with the support of DOE that national laws and regulations are followed, and enhanced efficiency of existing power plants and improved technology use in power generation; (ii) monitored implementation of Solar Irrigation Roadmap as approved in subprogram 1, ensuring with the support of DOE that national laws and regulations are followed; and (iii) approved Renewable Energy Policy to deploy renewable energy solutions and further reduce GHG emissions in the energy sector. Action 4: MOPEMR (i) approved and enforced Energy Audit Regulations and (ii) implemented Building Energy Efficiency and Environment Rating Guidelines applicable for existing and new buildings to promote energy efficiency. Action 1: The MORTB approved with immediate effect (i) the Electric Vehicle Registration and Operation Policy 2023 to streamline electric vehicle registration process and achieve at least 30% share of electric vehicles by 2030; and (ii) the procurement of electric buses for public transportation to reduce GHG emissions from the road transport sector by promoting electric vehicles. Action 2: MOPEMR approved with immediate effect (i) Solar Irrigation Roadmap (2023-2031) to roll-out 45,000 SIPs; (ii) Electric Vehicle Charging Guideline that provides the regulatory framework to set tariffs for electricity consumption for charging, technical standards for charging stations and institutional arrangements for authorization of setting up electric vehicle charging stations; and (iii) enforced mandatory installation of net metering for any customer with a roof space of 1,000 square feet for a solar photovoltaic rooftop to contribute to the IEPMP Rooftop Solar Power target of 12GW by 2050 to meet energy NDC-U target. Action 1: The MORTB developed and submitted for inter-governmental consultations for final approval of the Updating Revised Strategic Transport Masterplan for Dhaka, 2025-2034 that promotes (i) rail-based urban transport services including MRT, (ii) improved bus and other public transport services including BRT and e-buses, (iii) multimodal transport integration, use of non-motorized transport and pedestrian facilities, and (iv) efficient traffic demand management among others, ensuring with the support of DOE that national laws and regulations are followed. Action 2: The Ministry of Railways and the Bangladesh Railway (i) formed a committee at the Ministry level to prepare New Operational Strategy for Railways to promote operational efficiency through (a) enhancing service-wise operation target and monitoring with new key indicators, and (b) accelerating transition to broad gauge, to make modal shift from road to railways viable, and (ii) monitored implementation of New Energy Use Standards for locomotives to reduce GHG emissions from the rail transport sector. Action 3: MOPEMR, following its approval, (i) monitored implementation of the renewable energy components of IEPMP to achieve low carbon society by 2050 through, amongst others, measures to promote renewable energy, ensuring with the support of DOE that national laws and regulations are followed, and enhanced efficiency of existing power plants and improved technology use in power generation; (ii) monitored implementation of Solar Irrigation Roadmap as approved in subprogram 1, ensuring with the support of DOE that national laws and regulations are followed; and (iii) approved Renewable Energy Policy to deploy renewable energy solutions and further reduce GHG emissions in the energy sector. Action 4: MOPEMR (i) approved and enforced Energy Audit Regulations and (ii) implemented Building Energy Efficiency and Environment Rating Guidelines applicable for existing and new buildings to promote energy efficiency. Action 1: The MORTB approved with immediate effect (i) the Electric Vehicle Registration and Operation Policy 2023 to streamline electric vehicle registration process and achieve at least 30% share of electric vehicles by 2030; and (ii) the procurement of electric buses for public transportation to reduce GHG emissions from the road transport sector by promoting electric vehicles. Action 2: MOPEMR approved with immediate effect (i) Solar Irrigation Roadmap (2023-2031) to roll-out 45,000 SIPs; (ii) Electric Vehicle Charging Guideline that provides the regulatory framework to set tariffs for electricity consumption for charging, technical standards for charging stations and institutional arrangements for authorization of setting up electric vehicle charging stations; and (iii) enforced mandatory installation of net metering for any customer with a roof space of 1,000 square feet for a solar photovoltaic rooftop to contribute to the IEPMP Rooftop Solar Power target of 12GW by 2050 to meet energy NDC-U target. Action 1: The MORTB developed and submitted for inter-governmental consultations for final approval of the Updating Revised Strategic Transport Masterplan for Dhaka, 2025-2034 that promotes (i) rail-based urban transport services including MRT, (ii) improved bus and other public transport services including BRT and e-buses, (iii) multimodal transport integration, use of non-motorized transport and pedestrian facilities, and (iv) efficient traffic demand management among others, ensuring with the support of DOE that national laws and regulations are followed. Action 2: The Ministry of Railways and the Bangladesh Railway (i) formed a committee at the Ministry level to prepare New Operational Strategy for Railways to promote operational efficiency through (a) enhancing service-wise operation target and monitoring with new key indicators, and (b) accelerating transition to broad gauge, to make modal shift from road to railways viable, and (ii) monitored implementation of New Energy Use Standards for locomotives to reduce GHG emissions from the rail transport sector. Action 3: MOPEMR, following its approval, (i) monitored implementation of the renewable energy components of IEPMP to achieve low carbon society by 2050 through, amongst others, measures to promote renewable energy, ensuring with the support of DOE that national laws and regulations are followed, and enhanced efficiency of existing power plants and improved technology use in power generation; (ii) monitored implementation of Solar Irrigation Roadmap as approved in subprogram 1, ensuring with the support of DOE that national laws and regulations are followed; and (iii) approved Renewable Energy Policy to deploy renewable energy solutions and further reduce GHG emissions in the energy sector. Action 4: MOPEMR (i) approved and enforced Energy Audit Regulations and (ii) implemented Building Energy Efficiency and Environment Rating Guidelines applicable for existing and new buildings to promote energy efficiency. Action 1: The MORTB approved with immediate effect (i) the Electric Vehicle Registration and Operation Policy 2023 to streamline electric vehicle registration process and achieve at least 30% share of electric vehicles by 2030; and (ii) the procurement of electric buses for public transportation to reduce GHG emissions from the road transport sector by promoting electric vehicles. Action 2: MOPEMR approved with immediate effect (i) Solar Irrigation Roadmap (2023-2031) to roll-out 45,000 SIPs; (ii) Electric Vehicle Charging Guideline that provides the regulatory framework to set tariffs for electricity consumption for charging, technical standards for charging stations and institutional arrangements for authorization of setting up electric vehicle charging stations; and (iii) enforced mandatory installation of net metering for any customer with a roof space of 1,000 square feet for a solar photovoltaic rooftop to contribute to the IEPMP Rooftop Solar Power target of 12GW by 2050 to meet energy NDC-U target. Action 1: The MORTB developed and submitted for inter-governmental consultations for final approval of the Updating Revised Strategic Transport Masterplan for Dhaka, 2025-2034 that promotes (i) rail-based urban transport services including MRT, (ii) improved bus and other public transport services including BRT and e-buses, (iii) multimodal transport integration, use of non-motorized transport and pedestrian facilities, and (iv) efficient traffic demand management among others, ensuring with the support of DOE that national laws and regulations are followed. Action 2: The Ministry of Railways and the Bangladesh Railway (i) formed a committee at the Ministry level to prepare New Operational Strategy for Railways to promote operational efficiency through (a) enhancing service-wise operation target and monitoring with new key indicators, and (b) accelerating transition to broad gauge, to make modal shift from road to railways viable, and (ii) monitored implementation of New Energy Use Standards for locomotives to reduce GHG emissions from the rail transport sector. Action 3: MOPEMR, following its approval, (i) monitored implementation of the renewable energy components of IEPMP to achieve low carbon society by 2050 through, amongst others, measures to promote renewable energy, ensuring with the support of DOE that national laws and regulations are followed, and enhanced efficiency of existing power plants and improved technology use in power generation; (ii) monitored implementation of Solar Irrigation Roadmap as approved in subprogram 1, ensuring with the support of DOE that national laws and regulations are followed; and (iii) approved Renewable Energy Policy to deploy renewable energy solutions and further reduce GHG emissions in the energy sector. Action 4: MOPEMR (i) approved and enforced Energy Audit Regulations and (ii) implemented Building Energy Efficiency and Environment Rating Guidelines applicable for existing and new buildings to promote energy efficiency. Action 1: The MORTB approved with immediate effect (i) the Electric Vehicle Registration and Operation Policy 2023 to streamline electric vehicle registration process and achieve at least 30% share of electric vehicles by 2030; and (ii) the procurement of electric buses for public transportation to reduce GHG emissions from the road transport sector by promoting electric vehicles. Action 2: MOPEMR approved with immediate effect (i) Solar Irrigation Roadmap (2023-2031) to roll-out 45,000 SIPs; (ii) Electric Vehicle Charging Guideline that provides the regulatory framework to set tariffs for electricity consumption for charging, technical standards for charging stations and institutional arrangements for authorization of setting up electric vehicle charging stations; and (iii) enforced mandatory installation of net metering for any customer with a roof space of 1,000 square feet for a solar photovoltaic rooftop to contribute to the IEPMP Rooftop Solar Power target of 12GW by 2050 to meet energy NDC-U target. Action 1: The MORTB developed and submitted for inter-governmental consultations for final approval of the Updating Revised Strategic Transport Masterplan for Dhaka, 2025-2034 that promotes (i) rail-based urban transport services including MRT, (ii) improved bus and other public transport services including BRT and e-buses, (iii) multimodal transport integration, use of non-motorized transport and pedestrian facilities, and (iv) efficient traffic demand management among others, ensuring with the support of DOE that national laws and regulations are followed. Action 2: The Ministry of Railways and the Bangladesh Railway (i) formed a committee at the Ministry level to prepare New Operational Strategy for Railways to promote operational efficiency through (a) enhancing service-wise operation target and monitoring with new key indicators, and (b) accelerating transition to broad gauge, to make modal shift from road to railways viable, and (ii) monitored implementation of New Energy Use Standards for locomotives to reduce GHG emissions from the rail transport sector. Action 3: MOPEMR, following its approval, (i) monitored implementation of the renewable energy components of IEPMP to achieve low carbon society by 2050 through, amongst others, measures to promote renewable energy, ensuring with the support of DOE that national laws and regulations are followed, and enhanced efficiency of existing power plants and improved technology use in power generation; (ii) monitored implementation of Solar Irrigation Roadmap as approved in subprogram 1, ensuring with the support of DOE that national laws and regulations are followed; and (iii) approved Renewable Energy Policy to deploy renewable energy solutions and further reduce GHG emissions in the energy sector. Action 4: MOPEMR (i) approved and enforced Energy Audit Regulations and (ii) implemented Building Energy Efficiency and Environment Rating Guidelines applicable for existing and new buildings to promote energy efficiency.Reform area: Enabling environment for the implementation of climate actions created Outcome: Climate expenditure as a share of total expenditure increased to at least 10%. Description: The Cabinet established the NCECC, headed by the Prime Minister and became effective in 2023, as the highest-level inter-ministerial body to oversee the progress of the overall implementation of the government's climate strategy through a “whole of government” approach.Reform area: Enabling environment for the implementation of climate actions created Outcome: Climate expenditure as a share of total expenditure increased to at least 10%. Description: Planning Commission, MOP, through a ministerial order, (i) mandated all concerned ministries to incorporate NAP and NDC-U priorities in their ADP, and (ii) introduced Climate Budgeting through ex-ante climate-tagging of all ADP projects to mainstream climate priorities in government's planning and budgeting, leading to a transparent and increased climate expenditure.Reform area: Enabling environment for the implementation of climate actions created Outcome: Climate expenditure as a share of total expenditure increased to at least 10%. Description: Planning Commission, MOP implemented the ministerial order on consolidating all Bangladesh Climate Change Trust Fund projects under the ADP system to enhance transparency, efficiency, and expansion of climate expenditure under the national budgetary framework.Reform area: Enabling environment for the implementation of climate actions created Outcome: Climate expenditure as a share of total expenditure increased to at least 10%. Description: Bangladesh Bank (i) established a local currency Green Transformation Fund Refinancing Scheme; and (ii) issued with immediate effect (a) Policy on Green Bond Financing for Banks and Financial Institutions to facilitate sustainable investment in climate change mitigation and adaptation, (b) gender-inclusive Updated Sustainable Finance Policy and Reporting Guidelines for Banks and Financial Institutions, and (c) Sustainability Rating of Banks and Financial Institutions to provide financing for green and sustainable business activities, with a focus on women entrepreneurs.Reform area: Enabling environment for the implementation of climate actions created Outcome: Climate expenditure as a share of total expenditure increased to at least 10%. Description: MOEFCC established and operationalized the BCDP among government ministries, private sector, civil society, and development partners with the objectives to (i) mobilize climate finance, (ii) provide project development, implementation, and M&E support across ministries, (iii) strengthen knowledge and capacity of the ministries, and (iv) enhance coordination between NCECC, concerned ministries, private sector, and development partners to implement the government's climate strategy.Reform area: Enabling environment for the implementation of climate actions created Outcome: Climate expenditure as a share of total expenditure increased to at least 10%. Description: MOP (i) implemented DRIP at the district level which provides data on disaster and climate risks vulnerability assessments, potential climate change adaptation options, and disaster risk mitigation measures, and (ii) issued a circular for incorporating climate sensitive issues in the project appraisal of two sectors: (a) transport and communication; (b) environmental, climate change and water resource.Reform area: Enabling environment for the implementation of climate actions created Outcome: Climate expenditure as a share of total expenditure increased to at least 10%. Description: Finance Division, MOF incorporated the technical assistance and policy reform activities mentioned in the Green and Climate Resilient Development Guideline issued by the Planning Commission in the upcoming budget for the FY2025-2026, ensuring that adequate budget is included for addressing any environmental and social implications of policies, plans and programs are supported.Reform area: Enabling environment for the implementation of climate actions created Outcome: Climate expenditure as a share of total expenditure increased to at least 10%. Description: Bangladesh Bank implemented Guidelines on Sustainability and Climate Related Financial Disclosure for Banks and Financial Companies to introduce climate-related financial disclosure of the financial sector.Reform area: Enabling environment for the implementation of climate actions created Outcome: Total volume of sustainable finance provided by banks and financial institutions grew by at least 40%. Description: The Cabinet established the NCECC, headed by the Prime Minister and became effective in 2023, as the highest-level inter-ministerial body to oversee the progress of the overall implementation of the government's climate strategy through a “whole of government” approach.Reform area: Enabling environment for the implementation of climate actions created Outcome: Total volume of sustainable finance provided by banks and financial institutions grew by at least 40%. Description: Planning Commission, MOP, through a ministerial order, (i) mandated all concerned ministries to incorporate NAP and NDC-U priorities in their ADP, and (ii) introduced Climate Budgeting through ex-ante climate-tagging of all ADP projects to mainstream climate priorities in government's planning and budgeting, leading to a transparent and increased climate expenditure.Reform area: Enabling environment for the implementation of climate actions created Outcome: Total volume of sustainable finance provided by banks and financial institutions grew by at least 40%. Description: Planning Commission, MOP implemented the ministerial order on consolidating all Bangladesh Climate Change Trust Fund projects under the ADP system to enhance transparency, efficiency, and expansion of climate expenditure under the national budgetary framework.Reform area: Enabling environment for the implementation of climate actions created Outcome: Total volume of sustainable finance provided by banks and financial institutions grew by at least 40%. Description: Bangladesh Bank (i) established a local currency Green Transformation Fund Refinancing Scheme; and (ii) issued with immediate effect (a) Policy on Green Bond Financing for Banks and Financial Institutions to facilitate sustainable investment in climate change mitigation and adaptation, (b) gender-inclusive Updated Sustainable Finance Policy and Reporting Guidelines for Banks and Financial Institutions, and (c) Sustainability Rating of Banks and Financial Institutions to provide financing for green and sustainable business activities, with a focus on women entrepreneurs.Reform area: Enabling environment for the implementation of climate actions created Outcome: Total volume of sustainable finance provided by banks and financial institutions grew by at least 40%. Description: MOEFCC established and operationalized the BCDP among government ministries, private sector, civil society, and development partners with the objectives to (i) mobilize climate finance, (ii) provide project development, implementation, and M&E support across ministries, (iii) strengthen knowledge and capacity of the ministries, and (iv) enhance coordination between NCECC, concerned ministries, private sector, and development partners to implement the government's climate strategy.Reform area: Enabling environment for the implementation of climate actions created Outcome: Total volume of sustainable finance provided by banks and financial institutions grew by at least 40%. Description: MOP (i) implemented DRIP at the district level which provides data on disaster and climate risks vulnerability assessments, potential climate change adaptation options, and disaster risk mitigation measures, and (ii) issued a circular for incorporating climate sensitive issues in the project appraisal of two sectors: (a) transport and communication; (b) environmental, climate change and water resource.Reform area: Enabling environment for the implementation of climate actions created Outcome: Total volume of sustainable finance provided by banks and financial institutions grew by at least 40%. Description: Finance Division, MOF incorporated the technical assistance and policy reform activities mentioned in the Green and Climate Resilient Development Guideline issued by the Planning Commission in the upcoming budget for the FY2025-2026, ensuring that adequate budget is included for addressing any environmental and social implications of policies, plans and programs are supported.Reform area: Enabling environment for the implementation of climate actions created Outcome: Total volume of sustainable finance provided by banks and financial institutions grew by at least 40%. Description: Bangladesh Bank implemented Guidelines on Sustainability and Climate Related Financial Disclosure for Banks and Financial Companies to introduce climate-related financial disclosure of the financial sector.Reform area: Enabling environment for the implementation of climate actions created Outcome: Number of women entrepreneur beneficiaries of sustainable finance increased by at least 40%. Description: The Cabinet established the NCECC, headed by the Prime Minister and became effective in 2023, as the highest-level inter-ministerial body to oversee the progress of the overall implementation of the government's climate strategy through a “whole of government” approach.Reform area: Enabling environment for the implementation of climate actions created Outcome: Number of women entrepreneur beneficiaries of sustainable finance increased by at least 40%. Description: Planning Commission, MOP, through a ministerial order, (i) mandated all concerned ministries to incorporate NAP and NDC-U priorities in their ADP, and (ii) introduced Climate Budgeting through ex-ante climate-tagging of all ADP projects to mainstream climate priorities in government's planning and budgeting, leading to a transparent and increased climate expenditure.Reform area: Enabling environment for the implementation of climate actions created Outcome: Number of women entrepreneur beneficiaries of sustainable finance increased by at least 40%. Description: Planning Commission, MOP implemented the ministerial order on consolidating all Bangladesh Climate Change Trust Fund projects under the ADP system to enhance transparency, efficiency, and expansion of climate expenditure under the national budgetary framework.Reform area: Enabling environment for the implementation of climate actions created Outcome: Number of women entrepreneur beneficiaries of sustainable finance increased by at least 40%. Description: Bangladesh Bank (i) established a local currency Green Transformation Fund Refinancing Scheme; and (ii) issued with immediate effect (a) Policy on Green Bond Financing for Banks and Financial Institutions to facilitate sustainable investment in climate change mitigation and adaptation, (b) gender-inclusive Updated Sustainable Finance Policy and Reporting Guidelines for Banks and Financial Institutions, and (c) Sustainability Rating of Banks and Financial Institutions to provide financing for green and sustainable business activities, with a focus on women entrepreneurs.Reform area: Enabling environment for the implementation of climate actions created Outcome: Number of women entrepreneur beneficiaries of sustainable finance increased by at least 40%. Description: MOEFCC established and operationalized the BCDP among government ministries, private sector, civil society, and development partners with the objectives to (i) mobilize climate finance, (ii) provide project development, implementation, and M&E support across ministries, (iii) strengthen knowledge and capacity of the ministries, and (iv) enhance coordination between NCECC, concerned ministries, private sector, and development partners to implement the government's climate strategy.Reform area: Enabling environment for the implementation of climate actions created Outcome: Number of women entrepreneur beneficiaries of sustainable finance increased by at least 40%. Description: MOP (i) implemented DRIP at the district level which provides data on disaster and climate risks vulnerability assessments, potential climate change adaptation options, and disaster risk mitigation measures, and (ii) issued a circular for incorporating climate sensitive issues in the project appraisal of two sectors: (a) transport and communication; (b) environmental, climate change and water resource.Reform area: Enabling environment for the implementation of climate actions created Outcome: Number of women entrepreneur beneficiaries of sustainable finance increased by at least 40%. Description: Finance Division, MOF incorporated the technical assistance and policy reform activities mentioned in the Green and Climate Resilient Development Guideline issued by the Planning Commission in the upcoming budget for the FY2025-2026, ensuring that adequate budget is included for addressing any environmental and social implications of policies, plans and programs are supported.Reform area: Enabling environment for the implementation of climate actions created Outcome: Number of women entrepreneur beneficiaries of sustainable finance increased by at least 40%. Description: Bangladesh Bank implemented Guidelines on Sustainability and Climate Related Financial Disclosure for Banks and Financial Companies to introduce climate-related financial disclosure of the financial sector.Reform area: Climate change adaptation priorities strengthened Outcome: The share of farmers who benefitted from or who are recipients of climate-smart and climate-resilient agricultural extension services increased to at least 20%, with at least 35% of which are females. Description: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions.Reform area: Climate change adaptation priorities strengthened Outcome: The share of farmers who benefitted from or who are recipients of climate-smart and climate-resilient agricultural extension services increased to at least 20%, with at least 35% of which are females. Description: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development.Reform area: Climate change adaptation priorities strengthened Outcome: The share of farmers who benefitted from or who are recipients of climate-smart and climate-resilient agricultural extension services increased to at least 20%, with at least 35% of which are females. Description: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection.Reform area: Climate change adaptation priorities strengthened Outcome: The share of farmers who benefitted from or who are recipients of climate-smart and climate-resilient agricultural extension services increased to at least 20%, with at least 35% of which are females. Description: MOLGRDC mandated LGED to use CRT j in transport sector project planning and selection to enhance climate-resilience of transport network.Reform area: Climate change adaptation priorities strengthened Outcome: The share of farmers who benefitted from or who are recipients of climate-smart and climate-resilient agricultural extension services increased to at least 20%, with at least 35% of which are females. Description: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP.Reform area: Climate change adaptation priorities strengthened Outcome: The share of farmers who benefitted from or who are recipients of climate-smart and climate-resilient agricultural extension services increased to at least 20%, with at least 35% of which are females. Description: MOEFCC approved, with immediate effect, (i) Updated LLAF, which includes consideration of youth related adaptation issues, Climate Change Gender Action Plan and the Climate Adaptation Plan for Persons with Disabilities to mainstream gender equality and social inclusion in climate change-related policies, strategies and interventions; and (ii) formulated medium - and long-term soft measures as NAP investment roadmap components for interventions in ecosystem, biodiversity and socioeconomic areas in one climate stress area focusing on (a) reducing biodiversity loss, (b) wetland conservation, and (c) reducing air pollution.Reform area: Climate change adaptation priorities strengthened Outcome: The share of farmers who benefitted from or who are recipients of climate-smart and climate-resilient agricultural extension services increased to at least 20%, with at least 35% of which are females. Description: At least 50% of MOA approved projects are aligned with NAP priority interventions to strengthen resilience of the sector and ensure farmers', especially women farmers' access to enhanced agriculture extension services and to develop climate proofed agricultural land.Reform area: Climate change adaptation priorities strengthened Outcome: The share of farmers who benefitted from or who are recipients of climate-smart and climate-resilient agricultural extension services increased to at least 20%, with at least 35% of which are females. Description: The MOWR, in consultation with the Delta Governance Council (i) commenced monitoring of the implementation of Haor Area Masterplan, ensuring with the support of DOE that national laws and regulations are followed, to promote water security by (a) securing water for irrigation, (b) reducing coastal erosion, and (c) managing floods; and (ii) implemented River Erosion Forecast and Early Warning System to improve disaster risk management.Reform area: Climate change adaptation priorities strengthened Outcome: The share of farmers who benefitted from or who are recipients of climate-smart and climate-resilient agricultural extension services increased to at least 20%, with at least 35% of which are females. Description: The government, through the Ministry of Disaster Management and Relief, MOWR, MOA, Bangladesh Bank and others concerned, developed and submitted to the Councial of Advisers for approval a National Disaster Risk Financing Strategy through appropriate risk retention and transfer instruments (such as crop insurance, disaster risk insurance, contingent disaster financing) to enhance disaster risk management and post-disaster recovery.Reform area: Climate change adaptation priorities strengthened Outcome: The share of farmers who benefitted from or who are recipients of climate-smart and climate-resilient agricultural extension services increased to at least 20%, with at least 35% of which are females. Description: The MOLGRDC through LGED established the Climate Resilient Local Infrastructure Center as permanent office to mainstream climate-resilient road infrastructure designs with enhanced use of CRT and start implementation of nature-based solutions and innovative and sustainable road construction materials in rural road construction adopting Climate-resilient Design Policy Guidelines.Reform area: Climate change adaptation priorities strengthened Outcome: The share of farmers who benefitted from or who are recipients of climate-smart and climate-resilient agricultural extension services increased to at least 20%, with at least 35% of which are females. Description: The MOLGRDC (i) through city corporations, approved and initiated implementation of at least two climate action plans for Dhaka; (ii) through 14 pourashavas, implemented the drainage system master plans to further enhance flood risk management; and (iii) through the Local Government Division approved the Climate Vulnerability Index as a criterion for resource allocation for the city corporations to prioritize climate resilient investments, to scale up implementation of the urban priorities identified in the NAP.Reform area: Climate change adaptation priorities strengthened Outcome: The share of farmers who benefitted from or who are recipients of climate-smart and climate-resilient agricultural extension services increased to at least 20%, with at least 35% of which are females. Description: The MOLGRDC approved the National Urban Policy, 2025, to develop climate resilient cities and regions through (i) integrated urban drainage management and eco-engineered waste management, (ii) climate-resilient water, sanitation and hygiene facilities, (iii) conservation of urban wetlands and biodiversity, and (iv) implementing locally-led adaptation actions.Reform area: Climate change adaptation priorities strengthened Outcome: Climate-resilient/stress tolerant winter rice variety (Boro) cultivation area increase by at least 10% Description: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions.Reform area: Climate change adaptation priorities strengthened Outcome: Climate-resilient/stress tolerant winter rice variety (Boro) cultivation area increase by at least 10% Description: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development.Reform area: Climate change adaptation priorities strengthened Outcome: Climate-resilient/stress tolerant winter rice variety (Boro) cultivation area increase by at least 10% Description: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection.Reform area: Climate change adaptation priorities strengthened Outcome: Climate-resilient/stress tolerant winter rice variety (Boro) cultivation area increase by at least 10% Description: MOLGRDC mandated LGED to use CRT j in transport sector project planning and selection to enhance climate-resilience of transport network.Reform area: Climate change adaptation priorities strengthened Outcome: Climate-resilient/stress tolerant winter rice variety (Boro) cultivation area increase by at least 10% Description: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP.Reform area: Climate change adaptation priorities strengthened Outcome: Climate-resilient/stress tolerant winter rice variety (Boro) cultivation area increase by at least 10% Description: MOEFCC approved, with immediate effect, (i) Updated LLAF, which includes consideration of youth related adaptation issues, Climate Change Gender Action Plan and the Climate Adaptation Plan for Persons with Disabilities to mainstream gender equality and social inclusion in climate change-related policies, strategies and interventions; and (ii) formulated medium - and long-term soft measures as NAP investment roadmap components for interventions in ecosystem, biodiversity and socioeconomic areas in one climate stress area focusing on (a) reducing biodiversity loss, (b) wetland conservation, and (c) reducing air pollution.Reform area: Climate change adaptation priorities strengthened Outcome: Climate-resilient/stress tolerant winter rice variety (Boro) cultivation area increase by at least 10% Description: At least 50% of MOA approved projects are aligned with NAP priority interventions to strengthen resilience of the sector and ensure farmers', especially women farmers' access to enhanced agriculture extension services and to develop climate proofed agricultural land.Reform area: Climate change adaptation priorities strengthened Outcome: Climate-resilient/stress tolerant winter rice variety (Boro) cultivation area increase by at least 10% Description: The MOWR, in consultation with the Delta Governance Council (i) commenced monitoring of the implementation of Haor Area Masterplan, ensuring with the support of DOE that national laws and regulations are followed, to promote water security by (a) securing water for irrigation, (b) reducing coastal erosion, and (c) managing floods; and (ii) implemented River Erosion Forecast and Early Warning System to improve disaster risk management.Reform area: Climate change adaptation priorities strengthened Outcome: Climate-resilient/stress tolerant winter rice variety (Boro) cultivation area increase by at least 10% Description: The government, through the Ministry of Disaster Management and Relief, MOWR, MOA, Bangladesh Bank and others concerned, developed and submitted to the Councial of Advisers for approval a National Disaster Risk Financing Strategy through appropriate risk retention and transfer instruments (such as crop insurance, disaster risk insurance, contingent disaster financing) to enhance disaster risk management and post-disaster recovery.Reform area: Climate change adaptation priorities strengthened Outcome: Climate-resilient/stress tolerant winter rice variety (Boro) cultivation area increase by at least 10% Description: The MOLGRDC through LGED established the Climate Resilient Local Infrastructure Center as permanent office to mainstream climate-resilient road infrastructure designs with enhanced use of CRT and start implementation of nature-based solutions and innovative and sustainable road construction materials in rural road construction adopting Climate-resilient Design Policy Guidelines.Reform area: Climate change adaptation priorities strengthened Outcome: Climate-resilient/stress tolerant winter rice variety (Boro) cultivation area increase by at least 10% Description: The MOLGRDC (i) through city corporations, approved and initiated implementation of at least two climate action plans for Dhaka; (ii) through 14 pourashavas, implemented the drainage system master plans to further enhance flood risk management; and (iii) through the Local Government Division approved the Climate Vulnerability Index as a criterion for resource allocation for the city corporations to prioritize climate resilient investments, to scale up implementation of the urban priorities identified in the NAP.Reform area: Climate change adaptation priorities strengthened Outcome: Climate-resilient/stress tolerant winter rice variety (Boro) cultivation area increase by at least 10% Description: The MOLGRDC approved the National Urban Policy, 2025, to develop climate resilient cities and regions through (i) integrated urban drainage management and eco-engineered waste management, (ii) climate-resilient water, sanitation and hygiene facilities, (iii) conservation of urban wetlands and biodiversity, and (iv) implementing locally-led adaptation actions.Reform area: Climate change adaptation priorities strengthened Outcome: Reached at least $400 million investment initiated in the water resources sector to promote water security. Description: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions.Reform area: Climate change adaptation priorities strengthened Outcome: Reached at least $400 million investment initiated in the water resources sector to promote water security. Description: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development.Reform area: Climate change adaptation priorities strengthened Outcome: Reached at least $400 million investment initiated in the water resources sector to promote water security. Description: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection.Reform area: Climate change adaptation priorities strengthened Outcome: Reached at least $400 million investment initiated in the water resources sector to promote water security. Description: MOLGRDC mandated LGED to use CRT j in transport sector project planning and selection to enhance climate-resilience of transport network.Reform area: Climate change adaptation priorities strengthened Outcome: Reached at least $400 million investment initiated in the water resources sector to promote water security. Description: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP.Reform area: Climate change adaptation priorities strengthened Outcome: Reached at least $400 million investment initiated in the water resources sector to promote water security. Description: MOEFCC approved, with immediate effect, (i) Updated LLAF, which includes consideration of youth related adaptation issues, Climate Change Gender Action Plan and the Climate Adaptation Plan for Persons with Disabilities to mainstream gender equality and social inclusion in climate change-related policies, strategies and interventions; and (ii) formulated medium - and long-term soft measures as NAP investment roadmap components for interventions in ecosystem, biodiversity and socioeconomic areas in one climate stress area focusing on (a) reducing biodiversity loss, (b) wetland conservation, and (c) reducing air pollution.Reform area: Climate change adaptation priorities strengthened Outcome: Reached at least $400 million investment initiated in the water resources sector to promote water security. Description: At least 50% of MOA approved projects are aligned with NAP priority interventions to strengthen resilience of the sector and ensure farmers', especially women farmers' access to enhanced agriculture extension services and to develop climate proofed agricultural land.Reform area: Climate change adaptation priorities strengthened Outcome: Reached at least $400 million investment initiated in the water resources sector to promote water security. Description: The MOWR, in consultation with the Delta Governance Council (i) commenced monitoring of the implementation of Haor Area Masterplan, ensuring with the support of DOE that national laws and regulations are followed, to promote water security by (a) securing water for irrigation, (b) reducing coastal erosion, and (c) managing floods; and (ii) implemented River Erosion Forecast and Early Warning System to improve disaster risk management.Reform area: Climate change adaptation priorities strengthened Outcome: Reached at least $400 million investment initiated in the water resources sector to promote water security. Description: The government, through the Ministry of Disaster Management and Relief, MOWR, MOA, Bangladesh Bank and others concerned, developed and submitted to the Councial of Advisers for approval a National Disaster Risk Financing Strategy through appropriate risk retention and transfer instruments (such as crop insurance, disaster risk insurance, contingent disaster financing) to enhance disaster risk management and post-disaster recovery.Reform area: Climate change adaptation priorities strengthened Outcome: Reached at least $400 million investment initiated in the water resources sector to promote water security. Description: The MOLGRDC through LGED established the Climate Resilient Local Infrastructure Center as permanent office to mainstream climate-resilient road infrastructure designs with enhanced use of CRT and start implementation of nature-based solutions and innovative and sustainable road construction materials in rural road construction adopting Climate-resilient Design Policy Guidelines.Reform area: Climate change adaptation priorities strengthened Outcome: Reached at least $400 million investment initiated in the water resources sector to promote water security. Description: The MOLGRDC (i) through city corporations, approved and initiated implementation of at least two climate action plans for Dhaka; (ii) through 14 pourashavas, implemented the drainage system master plans to further enhance flood risk management; and (iii) through the Local Government Division approved the Climate Vulnerability Index as a criterion for resource allocation for the city corporations to prioritize climate resilient investments, to scale up implementation of the urban priorities identified in the NAP.Reform area: Climate change adaptation priorities strengthened Outcome: Reached at least $400 million investment initiated in the water resources sector to promote water security. Description: The MOLGRDC approved the National Urban Policy, 2025, to develop climate resilient cities and regions through (i) integrated urban drainage management and eco-engineered waste management, (ii) climate-resilient water, sanitation and hygiene facilities, (iii) conservation of urban wetlands and biodiversity, and (iv) implementing locally-led adaptation actions.Reform area: Climate change adaptation priorities strengthened Outcome: Number of people who benefited from the river erosion forecast and early warning system reached at least 5 million people, at least 50% of whom are female. Description: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions.Reform area: Climate change adaptation priorities strengthened Outcome: Number of people who benefited from the river erosion forecast and early warning system reached at least 5 million people, at least 50% of whom are female. Description: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development.Reform area: Climate change adaptation priorities strengthened Outcome: Number of people who benefited from the river erosion forecast and early warning system reached at least 5 million people, at least 50% of whom are female. Description: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection.Reform area: Climate change adaptation priorities strengthened Outcome: Number of people who benefited from the river erosion forecast and early warning system reached at least 5 million people, at least 50% of whom are female. Description: MOLGRDC mandated LGED to use CRT j in transport sector project planning and selection to enhance climate-resilience of transport network.Reform area: Climate change adaptation priorities strengthened Outcome: Number of people who benefited from the river erosion forecast and early warning system reached at least 5 million people, at least 50% of whom are female. Description: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP.Reform area: Climate change adaptation priorities strengthened Outcome: Number of people who benefited from the river erosion forecast and early warning system reached at least 5 million people, at least 50% of whom are female. Description: MOEFCC approved, with immediate effect, (i) Updated LLAF, which includes consideration of youth related adaptation issues, Climate Change Gender Action Plan and the Climate Adaptation Plan for Persons with Disabilities to mainstream gender equality and social inclusion in climate change-related policies, strategies and interventions; and (ii) formulated medium - and long-term soft measures as NAP investment roadmap components for interventions in ecosystem, biodiversity and socioeconomic areas in one climate stress area focusing on (a) reducing biodiversity loss, (b) wetland conservation, and (c) reducing air pollution.Reform area: Climate change adaptation priorities strengthened Outcome: Number of people who benefited from the river erosion forecast and early warning system reached at least 5 million people, at least 50% of whom are female. Description: At least 50% of MOA approved projects are aligned with NAP priority interventions to strengthen resilience of the sector and ensure farmers', especially women farmers' access to enhanced agriculture extension services and to develop climate proofed agricultural land.Reform area: Climate change adaptation priorities strengthened Outcome: Number of people who benefited from the river erosion forecast and early warning system reached at least 5 million people, at least 50% of whom are female. Description: The MOWR, in consultation with the Delta Governance Council (i) commenced monitoring of the implementation of Haor Area Masterplan, ensuring with the support of DOE that national laws and regulations are followed, to promote water security by (a) securing water for irrigation, (b) reducing coastal erosion, and (c) managing floods; and (ii) implemented River Erosion Forecast and Early Warning System to improve disaster risk management.Reform area: Climate change adaptation priorities strengthened Outcome: Number of people who benefited from the river erosion forecast and early warning system reached at least 5 million people, at least 50% of whom are female. Description: The government, through the Ministry of Disaster Management and Relief, MOWR, MOA, Bangladesh Bank and others concerned, developed and submitted to the Councial of Advisers for approval a National Disaster Risk Financing Strategy through appropriate risk retention and transfer instruments (such as crop insurance, disaster risk insurance, contingent disaster financing) to enhance disaster risk management and post-disaster recovery.Reform area: Climate change adaptation priorities strengthened Outcome: Number of people who benefited from the river erosion forecast and early warning system reached at least 5 million people, at least 50% of whom are female. Description: The MOLGRDC through LGED established the Climate Resilient Local Infrastructure Center as permanent office to mainstream climate-resilient road infrastructure designs with enhanced use of CRT and start implementation of nature-based solutions and innovative and sustainable road construction materials in rural road construction adopting Climate-resilient Design Policy Guidelines.Reform area: Climate change adaptation priorities strengthened Outcome: Number of people who benefited from the river erosion forecast and early warning system reached at least 5 million people, at least 50% of whom are female. Description: The MOLGRDC (i) through city corporations, approved and initiated implementation of at least two climate action plans for Dhaka; (ii) through 14 pourashavas, implemented the drainage system master plans to further enhance flood risk management; and (iii) through the Local Government Division approved the Climate Vulnerability Index as a criterion for resource allocation for the city corporations to prioritize climate resilient investments, to scale up implementation of the urban priorities identified in the NAP.Reform area: Climate change adaptation priorities strengthened Outcome: Number of people who benefited from the river erosion forecast and early warning system reached at least 5 million people, at least 50% of whom are female. Description: The MOLGRDC approved the National Urban Policy, 2025, to develop climate resilient cities and regions through (i) integrated urban drainage management and eco-engineered waste management, (ii) climate-resilient water, sanitation and hygiene facilities, (iii) conservation of urban wetlands and biodiversity, and (iv) implementing locally-led adaptation actions.Reform area: Climate change adaptation priorities strengthened Outcome: CRT used in selection of at least (i) 10% of the total number of projects for transport networks, and (ii) 30% of the total number of projects for transport networks with an estimated cost of more than $200 million, implemented by the MOLGRDC. Description: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions.Reform area: Climate change adaptation priorities strengthened Outcome: CRT used in selection of at least (i) 10% of the total number of projects for transport networks, and (ii) 30% of the total number of projects for transport networks with an estimated cost of more than $200 million, implemented by the MOLGRDC. Description: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development.Reform area: Climate change adaptation priorities strengthened Outcome: CRT used in selection of at least (i) 10% of the total number of projects for transport networks, and (ii) 30% of the total number of projects for transport networks with an estimated cost of more than $200 million, implemented by the MOLGRDC. Description: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection.Reform area: Climate change adaptation priorities strengthened Outcome: CRT used in selection of at least (i) 10% of the total number of projects for transport networks, and (ii) 30% of the total number of projects for transport networks with an estimated cost of more than $200 million, implemented by the MOLGRDC. Description: MOLGRDC mandated LGED to use CRT j in transport sector project planning and selection to enhance climate-resilience of transport network.Reform area: Climate change adaptation priorities strengthened Outcome: CRT used in selection of at least (i) 10% of the total number of projects for transport networks, and (ii) 30% of the total number of projects for transport networks with an estimated cost of more than $200 million, implemented by the MOLGRDC. Description: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP.Reform area: Climate change adaptation priorities strengthened Outcome: CRT used in selection of at least (i) 10% of the total number of projects for transport networks, and (ii) 30% of the total number of projects for transport networks with an estimated cost of more than $200 million, implemented by the MOLGRDC. Description: MOEFCC approved, with immediate effect, (i) Updated LLAF, which includes consideration of youth related adaptation issues, Climate Change Gender Action Plan and the Climate Adaptation Plan for Persons with Disabilities to mainstream gender equality and social inclusion in climate change-related policies, strategies and interventions; and (ii) formulated medium - and long-term soft measures as NAP investment roadmap components for interventions in ecosystem, biodiversity and socioeconomic areas in one climate stress area focusing on (a) reducing biodiversity loss, (b) wetland conservation, and (c) reducing air pollution.Reform area: Climate change adaptation priorities strengthened Outcome: CRT used in selection of at least (i) 10% of the total number of projects for transport networks, and (ii) 30% of the total number of projects for transport networks with an estimated cost of more than $200 million, implemented by the MOLGRDC. Description: At least 50% of MOA approved projects are aligned with NAP priority interventions to strengthen resilience of the sector and ensure farmers', especially women farmers' access to enhanced agriculture extension services and to develop climate proofed agricultural land.Reform area: Climate change adaptation priorities strengthened Outcome: CRT used in selection of at least (i) 10% of the total number of projects for transport networks, and (ii) 30% of the total number of projects for transport networks with an estimated cost of more than $200 million, implemented by the MOLGRDC. Description: The MOWR, in consultation with the Delta Governance Council (i) commenced monitoring of the implementation of Haor Area Masterplan, ensuring with the support of DOE that national laws and regulations are followed, to promote water security by (a) securing water for irrigation, (b) reducing coastal erosion, and (c) managing floods; and (ii) implemented River Erosion Forecast and Early Warning System to improve disaster risk management.Reform area: Climate change adaptation priorities strengthened Outcome: CRT used in selection of at least (i) 10% of the total number of projects for transport networks, and (ii) 30% of the total number of projects for transport networks with an estimated cost of more than $200 million, implemented by the MOLGRDC. Description: The government, through the Ministry of Disaster Management and Relief, MOWR, MOA, Bangladesh Bank and others concerned, developed and submitted to the Councial of Advisers for approval a National Disaster Risk Financing Strategy through appropriate risk retention and transfer instruments (such as crop insurance, disaster risk insurance, contingent disaster financing) to enhance disaster risk management and post-disaster recovery.Reform area: Climate change adaptation priorities strengthened Outcome: CRT used in selection of at least (i) 10% of the total number of projects for transport networks, and (ii) 30% of the total number of projects for transport networks with an estimated cost of more than $200 million, implemented by the MOLGRDC. Description: The MOLGRDC through LGED established the Climate Resilient Local Infrastructure Center as permanent office to mainstream climate-resilient road infrastructure designs with enhanced use of CRT and start implementation of nature-based solutions and innovative and sustainable road construction materials in rural road construction adopting Climate-resilient Design Policy Guidelines.Reform area: Climate change adaptation priorities strengthened Outcome: CRT used in selection of at least (i) 10% of the total number of projects for transport networks, and (ii) 30% of the total number of projects for transport networks with an estimated cost of more than $200 million, implemented by the MOLGRDC. Description: The MOLGRDC (i) through city corporations, approved and initiated implementation of at least two climate action plans for Dhaka; (ii) through 14 pourashavas, implemented the drainage system master plans to further enhance flood risk management; and (iii) through the Local Government Division approved the Climate Vulnerability Index as a criterion for resource allocation for the city corporations to prioritize climate resilient investments, to scale up implementation of the urban priorities identified in the NAP.Reform area: Climate change adaptation priorities strengthened Outcome: CRT used in selection of at least (i) 10% of the total number of projects for transport networks, and (ii) 30% of the total number of projects for transport networks with an estimated cost of more than $200 million, implemented by the MOLGRDC. Description: The MOLGRDC approved the National Urban Policy, 2025, to develop climate resilient cities and regions through (i) integrated urban drainage management and eco-engineered waste management, (ii) climate-resilient water, sanitation and hygiene facilities, (iii) conservation of urban wetlands and biodiversity, and (iv) implementing locally-led adaptation actions.Reform area: Climate change adaptation priorities strengthened Outcome: Flood inundation period in 14 pourashavas reduced by at least 30% during average monsoon period, benefiting 1.4 million population. Description: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions.Reform area: Climate change adaptation priorities strengthened Outcome: Flood inundation period in 14 pourashavas reduced by at least 30% during average monsoon period, benefiting 1.4 million population. Description: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development.Reform area: Climate change adaptation priorities strengthened Outcome: Flood inundation period in 14 pourashavas reduced by at least 30% during average monsoon period, benefiting 1.4 million population. Description: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection.Reform area: Climate change adaptation priorities strengthened Outcome: Flood inundation period in 14 pourashavas reduced by at least 30% during average monsoon period, benefiting 1.4 million population. Description: MOLGRDC mandated LGED to use CRT j in transport sector project planning and selection to enhance climate-resilience of transport network.Reform area: Climate change adaptation priorities strengthened Outcome: Flood inundation period in 14 pourashavas reduced by at least 30% during average monsoon period, benefiting 1.4 million population. Description: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP.Reform area: Climate change adaptation priorities strengthened Outcome: Flood inundation period in 14 pourashavas reduced by at least 30% during average monsoon period, benefiting 1.4 million population. Description: MOEFCC approved, with immediate effect, (i) Updated LLAF, which includes consideration of youth related adaptation issues, Climate Change Gender Action Plan and the Climate Adaptation Plan for Persons with Disabilities to mainstream gender equality and social inclusion in climate change-related policies, strategies and interventions; and (ii) formulated medium - and long-term soft measures as NAP investment roadmap components for interventions in ecosystem, biodiversity and socioeconomic areas in one climate stress area focusing on (a) reducing biodiversity loss, (b) wetland conservation, and (c) reducing air pollution.Reform area: Climate change adaptation priorities strengthened Outcome: Flood inundation period in 14 pourashavas reduced by at least 30% during average monsoon period, benefiting 1.4 million population. Description: At least 50% of MOA approved projects are aligned with NAP priority interventions to strengthen resilience of the sector and ensure farmers', especially women farmers' access to enhanced agriculture extension services and to develop climate proofed agricultural land.Reform area: Climate change adaptation priorities strengthened Outcome: Flood inundation period in 14 pourashavas reduced by at least 30% during average monsoon period, benefiting 1.4 million population. Description: The MOWR, in consultation with the Delta Governance Council (i) commenced monitoring of the implementation of Haor Area Masterplan, ensuring with the support of DOE that national laws and regulations are followed, to promote water security by (a) securing water for irrigation, (b) reducing coastal erosion, and (c) managing floods; and (ii) implemented River Erosion Forecast and Early Warning System to improve disaster risk management.Reform area: Climate change adaptation priorities strengthened Outcome: Flood inundation period in 14 pourashavas reduced by at least 30% during average monsoon period, benefiting 1.4 million population. Description: The government, through the Ministry of Disaster Management and Relief, MOWR, MOA, Bangladesh Bank and others concerned, developed and submitted to the Councial of Advisers for approval a National Disaster Risk Financing Strategy through appropriate risk retention and transfer instruments (such as crop insurance, disaster risk insurance, contingent disaster financing) to enhance disaster risk management and post-disaster recovery.Reform area: Climate change adaptation priorities strengthened Outcome: Flood inundation period in 14 pourashavas reduced by at least 30% during average monsoon period, benefiting 1.4 million population. Description: The MOLGRDC through LGED established the Climate Resilient Local Infrastructure Center as permanent office to mainstream climate-resilient road infrastructure designs with enhanced use of CRT and start implementation of nature-based solutions and innovative and sustainable road construction materials in rural road construction adopting Climate-resilient Design Policy Guidelines.Reform area: Climate change adaptation priorities strengthened Outcome: Flood inundation period in 14 pourashavas reduced by at least 30% during average monsoon period, benefiting 1.4 million population. Description: The MOLGRDC (i) through city corporations, approved and initiated implementation of at least two climate action plans for Dhaka; (ii) through 14 pourashavas, implemented the drainage system master plans to further enhance flood risk management; and (iii) through the Local Government Division approved the Climate Vulnerability Index as a criterion for resource allocation for the city corporations to prioritize climate resilient investments, to scale up implementation of the urban priorities identified in the NAP.Reform area: Climate change adaptation priorities strengthened Outcome: Flood inundation period in 14 pourashavas reduced by at least 30% during average monsoon period, benefiting 1.4 million population. Description: The MOLGRDC approved the National Urban Policy, 2025, to develop climate resilient cities and regions through (i) integrated urban drainage management and eco-engineered waste management, (ii) climate-resilient water, sanitation and hygiene facilities, (iii) conservation of urban wetlands and biodiversity, and (iv) implementing locally-led adaptation actions.Reform area: Climate change adaptation priorities strengthened Outcome: Priority investments for climate resilient and inclusive infrastructure for at least two strategic city regions approved and implementation commenced. Description: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions.Reform area: Climate change adaptation priorities strengthened Outcome: Priority investments for climate resilient and inclusive infrastructure for at least two strategic city regions approved and implementation commenced. Description: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development.Reform area: Climate change adaptation priorities strengthened Outcome: Priority investments for climate resilient and inclusive infrastructure for at least two strategic city regions approved and implementation commenced. Description: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection.Reform area: Climate change adaptation priorities strengthened Outcome: Priority investments for climate resilient and inclusive infrastructure for at least two strategic city regions approved and implementation commenced. Description: MOLGRDC mandated LGED to use CRT j in transport sector project planning and selection to enhance climate-resilience of transport network.Reform area: Climate change adaptation priorities strengthened Outcome: Priority investments for climate resilient and inclusive infrastructure for at least two strategic city regions approved and implementation commenced. Description: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP.Reform area: Climate change adaptation priorities strengthened Outcome: Priority investments for climate resilient and inclusive infrastructure for at least two strategic city regions approved and implementation commenced. Description: MOEFCC approved, with immediate effect, (i) Updated LLAF, which includes consideration of youth related adaptation issues, Climate Change Gender Action Plan and the Climate Adaptation Plan for Persons with Disabilities to mainstream gender equality and social inclusion in climate change-related policies, strategies and interventions; and (ii) formulated medium - and long-term soft measures as NAP investment roadmap components for interventions in ecosystem, biodiversity and socioeconomic areas in one climate stress area focusing on (a) reducing biodiversity loss, (b) wetland conservation, and (c) reducing air pollution.Reform area: Climate change adaptation priorities strengthened Outcome: Priority investments for climate resilient and inclusive infrastructure for at least two strategic city regions approved and implementation commenced. Description: At least 50% of MOA approved projects are aligned with NAP priority interventions to strengthen resilience of the sector and ensure farmers', especially women farmers' access to enhanced agriculture extension services and to develop climate proofed agricultural land.Reform area: Climate change adaptation priorities strengthened Outcome: Priority investments for climate resilient and inclusive infrastructure for at least two strategic city regions approved and implementation commenced. Description: The MOWR, in consultation with the Delta Governance Council (i) commenced monitoring of the implementation of Haor Area Masterplan, ensuring with the support of DOE that national laws and regulations are followed, to promote water security by (a) securing water for irrigation, (b) reducing coastal erosion, and (c) managing floods; and (ii) implemented River Erosion Forecast and Early Warning System to improve disaster risk management.Reform area: Climate change adaptation priorities strengthened Outcome: Priority investments for climate resilient and inclusive infrastructure for at least two strategic city regions approved and implementation commenced. Description: The government, through the Ministry of Disaster Management and Relief, MOWR, MOA, Bangladesh Bank and others concerned, developed and submitted to the Councial of Advisers for approval a National Disaster Risk Financing Strategy through appropriate risk retention and transfer instruments (such as crop insurance, disaster risk insurance, contingent disaster financing) to enhance disaster risk management and post-disaster recovery.Reform area: Climate change adaptation priorities strengthened Outcome: Priority investments for climate resilient and inclusive infrastructure for at least two strategic city regions approved and implementation commenced. Description: The MOLGRDC through LGED established the Climate Resilient Local Infrastructure Center as permanent office to mainstream climate-resilient road infrastructure designs with enhanced use of CRT and start implementation of nature-based solutions and innovative and sustainable road construction materials in rural road construction adopting Climate-resilient Design Policy Guidelines.Reform area: Climate change adaptation priorities strengthened Outcome: Priority investments for climate resilient and inclusive infrastructure for at least two strategic city regions approved and implementation commenced. Description: The MOLGRDC (i) through city corporations, approved and initiated implementation of at least two climate action plans for Dhaka; (ii) through 14 pourashavas, implemented the drainage system master plans to further enhance flood risk management; and (iii) through the Local Government Division approved the Climate Vulnerability Index as a criterion for resource allocation for the city corporations to prioritize climate resilient investments, to scale up implementation of the urban priorities identified in the NAP.Reform area: Climate change adaptation priorities strengthened Outcome: Priority investments for climate resilient and inclusive infrastructure for at least two strategic city regions approved and implementation commenced. Description: The MOLGRDC approved the National Urban Policy, 2025, to develop climate resilient cities and regions through (i) integrated urban drainage management and eco-engineered waste management, (ii) climate-resilient water, sanitation and hygiene facilities, (iii) conservation of urban wetlands and biodiversity, and (iv) implementing locally-led adaptation actions.Reform area: Climate change adaptation priorities strengthened Outcome: Each of the four city corporations with climate resilient action plans, including in Dhaka, commenced implementation of at least one climate resilient investment project. Description: The government approved with immediate effect National Adaption Plan 2023-2050 with six national adaptation goals: (i) protection against climate change variability and natural disasters; (ii) climate-resilient agriculture; (iii) climate-smart cities; (iv) nature-based solutions for forestry and biodiversity; (v) adaptation practices integrated into the planning process; and (vi) transformative capacity building and innovation in ministries and agencies, to address climate change adaptation priorities, implementation strategy, financing needs, and M&E framework in a holistic way and to mainstream GESI in climate actions through the provisions for diverse gender identities, youth, elderly people, persons with disabilities, ethnic communities, and socially disadvantaged groups in all eight priority sectors and 11 climatic regions.Reform area: Climate change adaptation priorities strengthened Outcome: Each of the four city corporations with climate resilient action plans, including in Dhaka, commenced implementation of at least one climate resilient investment project. Description: The MOA approved with immediate effect, in line with the priorities identified in the NAP, (i) Action Plan of the National Agriculture Extension Policy (2023) to promote farmers', with a focus on women farmers', access to climate-smart agriculture practices, and (ii) the Action Plan of the 4th Industrial Revolution Policy (2022) to increase farmers', especially women farmers', crop production through climate smart farming and marketing such as precision agriculture technologies, use of Artificial Intelligence and Big data, use of advanced technologies in early warning system for farmers, and development of e-commerce platforms for climate resilient agriculture value chain development.Reform area: Climate change adaptation priorities strengthened Outcome: Each of the four city corporations with climate resilient action plans, including in Dhaka, commenced implementation of at least one climate resilient investment project. Description: (i) The Government established the Delta Governance Council to commence implementation of Delta Plan 2100 and NAP water-sector priority projects through informed decision-making and strategic direction, securing funding, and supporting institutional reforms at ministerial levels; and (ii) the MOWR commenced implementation of all NAP water sector projects through (a) established with dedicated staff a delta wing for implementation, and (b) established 7 regional offices for climatic data collection.Reform area: Climate change adaptation priorities strengthened Outcome: Each of the four city corporations with climate resilient action plans, including in Dhaka, commenced implementation of at least one climate resilient investment project. Description: MOLGRDC mandated LGED to use CRT j in transport sector project planning and selection to enhance climate-resilience of transport network.Reform area: Climate change adaptation priorities strengthened Outcome: Each of the four city corporations with climate resilient action plans, including in Dhaka, commenced implementation of at least one climate resilient investment project. Description: Two city corporations of Narayanganj and Rajshahi approved climate resilient city action plans that include measures to address climate-related shocks and stresses including heat stress, flooding, and tropical cyclones to promote climate-smart urbanization, and LGED approved master plans for 14 pourashavas to promote flood risk management and salinity prevention, in line with the priorities in the NAP.Reform area: Climate change adaptation priorities strengthened Outcome: Each of the four city corporations with climate resilient action plans, including in Dhaka, commenced implementation of at least one climate resilient investment project. Description: MOEFCC approved, with immediate effect, (i) Updated LLAF, which includes consideration of youth related adaptation issues, Climate Change Gender Action Plan and the Climate Adaptation Plan for Persons with Disabilities to mainstream gender equality and social inclusion in climate change-related policies, strategies and interventions; and (ii) formulated medium - and long-term soft measures as NAP investment roadmap components for interventions in ecosystem, biodiversity and socioeconomic areas in one climate stress area focusing on (a) reducing biodiversity loss, (b) wetland conservation, and (c) reducing air pollution.Reform area: Climate change adaptation priorities strengthened Outcome: Each of the four city corporations with climate resilient action plans, including in Dhaka, commenced implementation of at least one climate resilient investment project. Description: At least 50% of MOA approved projects are aligned with NAP priority interventions to strengthen resilience of the sector and ensure farmers', especially women farmers' access to enhanced agriculture extension services and to develop climate proofed agricultural land.Reform area: Climate change adaptation priorities strengthened Outcome: Each of the four city corporations with climate resilient action plans, including in Dhaka, commenced implementation of at least one climate resilient investment project. Description: The MOWR, in consultation with the Delta Governance Council (i) commenced monitoring of the implementation of Haor Area Masterplan, ensuring with the support of DOE that national laws and regulations are followed, to promote water security by (a) securing water for irrigation, (b) reducing coastal erosion, and (c) managing floods; and (ii) implemented River Erosion Forecast and Early Warning System to improve disaster risk management.Reform area: Climate change adaptation priorities strengthened Outcome: Each of the four city corporations with climate resilient action plans, including in Dhaka, commenced implementation of at least one climate resilient investment project. Description: The government, through the Ministry of Disaster Management and Relief, MOWR, MOA, Bangladesh Bank and others concerned, developed and submitted to the Councial of Advisers for approval a National Disaster Risk Financing Strategy through appropriate risk retention and transfer instruments (such as crop insurance, disaster risk insurance, contingent disaster financing) to enhance disaster risk management and post-disaster recovery.Reform area: Climate change adaptation priorities strengthened Outcome: Each of the four city corporations with climate resilient action plans, including in Dhaka, commenced implementation of at least one climate resilient investment project. Description: The MOLGRDC through LGED established the Climate Resilient Local Infrastructure Center as permanent office to mainstream climate-resilient road infrastructure designs with enhanced use of CRT and start implementation of nature-based solutions and innovative and sustainable road construction materials in rural road construction adopting Climate-resilient Design Policy Guidelines.Reform area: Climate change adaptation priorities strengthened Outcome: Each of the four city corporations with climate resilient action plans, including in Dhaka, commenced implementation of at least one climate resilient investment project. Description: The MOLGRDC (i) through city corporations, approved and initiated implementation of at least two climate action plans for Dhaka; (ii) through 14 pourashavas, implemented the drainage system master plans to further enhance flood risk management; and (iii) through the Local Government Division approved the Climate Vulnerability Index as a criterion for resource allocation for the city corporations to prioritize climate resilient investments, to scale up implementation of the urban priorities identified in the NAP.Reform area: Climate change adaptation priorities strengthened Outcome: Each of the four city corporations with climate resilient action plans, including in Dhaka, commenced implementation of at least one climate resilient investment project. Description: The MOLGRDC approved the National Urban Policy, 2025, to develop climate resilient cities and regions through (i) integrated urban drainage management and eco-engineered waste management, (ii) climate-resilient water, sanitation and hygiene facilities, (iii) conservation of urban wetlands and biodiversity, and (iv) implementing locally-led adaptation actions.Reform area: Climate change mitigation actions accelerated Outcome: 40 locomotives with auxiliary power unit operated on Bangladesh Railways lines following the new standard for energy use and emissions. Description: The MORTB approved with immediate effect (i) the Electric Vehicle Registration and Operation Policy 2023 to streamline electric vehicle registration process and achieve at least 30% share of electric vehicles by 2030; and (ii) the procurement of electric buses for public transportation to reduce GHG emissions from the road transport sector by promoting electric vehicles.Reform area: Climate change mitigation actions accelerated Outcome: 40 locomotives with auxiliary power unit operated on Bangladesh Railways lines following the new standard for energy use and emissions. Description: MOPEMR approved with immediate effect (i) Solar Irrigation Roadmap (2023-2031) to roll-out 45,000 SIPs; (ii) Electric Vehicle Charging Guideline that provides the regulatory framework to set tariffs for electricity consumption for charging, technical standards for charging stations and institutional arrangements for authorization of setting up electric vehicle charging stations; and (iii) enforced mandatory installation of net metering for any customer with a roof space of 1,000 square feet for a solar photovoltaic rooftop to contribute to the IEPMP Rooftop Solar Power target of 12GW by 2050 to meet energy NDC-U target.Reform area: Climate change mitigation actions accelerated Outcome: 40 locomotives with auxiliary power unit operated on Bangladesh Railways lines following the new standard for energy use and emissions. Description: The MORTB developed and submitted for inter-governmental consultations for final approval of the Updating Revised Strategic Transport Masterplan for Dhaka, 2025-2034 that promotes (i) rail-based urban transport services including MRT, (ii) improved bus and other public transport services including BRT and e-buses, (iii) multimodal transport integration, use of non-motorized transport and pedestrian facilities, and (iv) efficient traffic demand management among others, ensuring with the support of DOE that national laws and regulations are followed.Reform area: Climate change mitigation actions accelerated Outcome: 40 locomotives with auxiliary power unit operated on Bangladesh Railways lines following the new standard for energy use and emissions. Description: The Ministry of Railways and the Bangladesh Railway (i) formed a committee at the Ministry level to prepare New Operational Strategy for Railways to promote operational efficiency through (a) enhancing service-wise operation target and monitoring with new key indicators, and (b) accelerating transition to broad gauge, to make modal shift from road to railways viable, and (ii) monitored implementation of New Energy Use Standards for locomotives to reduce GHG emissions from the rail transport sector.Reform area: Climate change mitigation actions accelerated Outcome: 40 locomotives with auxiliary power unit operated on Bangladesh Railways lines following the new standard for energy use and emissions. Description: MOPEMR, following its approval, (i) monitored implementation of the renewable energy components of IEPMP to achieve low carbon society by 2050 through, amongst others, measures to promote renewable energy, ensuring with the support of DOE that national laws and regulations are followed, and enhanced efficiency of existing power plants and improved technology use in power generation; (ii) monitored implementation of Solar Irrigation Roadmap as approved in subprogram 1, ensuring with the support of DOE that national laws and regulations are followed; and (iii) approved Renewable Energy Policy to deploy renewable energy solutions and further reduce GHG emissions in the energy sector.Reform area: Climate change mitigation actions accelerated Outcome: 40 locomotives with auxiliary power unit operated on Bangladesh Railways lines following the new standard for energy use and emissions. Description: MOPEMR (i) approved and enforced Energy Audit Regulations and (ii) implemented Building Energy Efficiency and Environment Rating Guidelines applicable for existing and new buildings to promote energy efficiency.Reform area: Climate change mitigation actions accelerated Outcome: Energy sector GHG emissions reduced by at least 10.0 MtCO2e unconditionally. Description: The MORTB approved with immediate effect (i) the Electric Vehicle Registration and Operation Policy 2023 to streamline electric vehicle registration process and achieve at least 30% share of electric vehicles by 2030; and (ii) the procurement of electric buses for public transportation to reduce GHG emissions from the road transport sector by promoting electric vehicles.Reform area: Climate change mitigation actions accelerated Outcome: Energy sector GHG emissions reduced by at least 10.0 MtCO2e unconditionally. Description: MOPEMR approved with immediate effect (i) Solar Irrigation Roadmap (2023-2031) to roll-out 45,000 SIPs; (ii) Electric Vehicle Charging Guideline that provides the regulatory framework to set tariffs for electricity consumption for charging, technical standards for charging stations and institutional arrangements for authorization of setting up electric vehicle charging stations; and (iii) enforced mandatory installation of net metering for any customer with a roof space of 1,000 square feet for a solar photovoltaic rooftop to contribute to the IEPMP Rooftop Solar Power target of 12GW by 2050 to meet energy NDC-U target.Reform area: Climate change mitigation actions accelerated Outcome: Energy sector GHG emissions reduced by at least 10.0 MtCO2e unconditionally. Description: The MORTB developed and submitted for inter-governmental consultations for final approval of the Updating Revised Strategic Transport Masterplan for Dhaka, 2025-2034 that promotes (i) rail-based urban transport services including MRT, (ii) improved bus and other public transport services including BRT and e-buses, (iii) multimodal transport integration, use of non-motorized transport and pedestrian facilities, and (iv) efficient traffic demand management among others, ensuring with the support of DOE that national laws and regulations are followed.Reform area: Climate change mitigation actions accelerated Outcome: Energy sector GHG emissions reduced by at least 10.0 MtCO2e unconditionally. Description: The Ministry of Railways and the Bangladesh Railway (i) formed a committee at the Ministry level to prepare New Operational Strategy for Railways to promote operational efficiency through (a) enhancing service-wise operation target and monitoring with new key indicators, and (b) accelerating transition to broad gauge, to make modal shift from road to railways viable, and (ii) monitored implementation of New Energy Use Standards for locomotives to reduce GHG emissions from the rail transport sector.Reform area: Climate change mitigation actions accelerated Outcome: Energy sector GHG emissions reduced by at least 10.0 MtCO2e unconditionally. Description: MOPEMR, following its approval, (i) monitored implementation of the renewable energy components of IEPMP to achieve low carbon society by 2050 through, amongst others, measures to promote renewable energy, ensuring with the support of DOE that national laws and regulations are followed, and enhanced efficiency of existing power plants and improved technology use in power generation; (ii) monitored implementation of Solar Irrigation Roadmap as approved in subprogram 1, ensuring with the support of DOE that national laws and regulations are followed; and (iii) approved Renewable Energy Policy to deploy renewable energy solutions and further reduce GHG emissions in the energy sector.Reform area: Climate change mitigation actions accelerated Outcome: Energy sector GHG emissions reduced by at least 10.0 MtCO2e unconditionally. Description: MOPEMR (i) approved and enforced Energy Audit Regulations and (ii) implemented Building Energy Efficiency and Environment Rating Guidelines applicable for existing and new buildings to promote energy efficiency.Reform area: Climate change mitigation actions accelerated Outcome: 1,000 MW of total power generation capacity from renewable energy sources including 500 MW by the private sector. Description: The MORTB approved with immediate effect (i) the Electric Vehicle Registration and Operation Policy 2023 to streamline electric vehicle registration process and achieve at least 30% share of electric vehicles by 2030; and (ii) the procurement of electric buses for public transportation to reduce GHG emissions from the road transport sector by promoting electric vehicles.Reform area: Climate change mitigation actions accelerated Outcome: 1,000 MW of total power generation capacity from renewable energy sources including 500 MW by the private sector. Description: MOPEMR approved with immediate effect (i) Solar Irrigation Roadmap (2023-2031) to roll-out 45,000 SIPs; (ii) Electric Vehicle Charging Guideline that provides the regulatory framework to set tariffs for electricity consumption for charging, technical standards for charging stations and institutional arrangements for authorization of setting up electric vehicle charging stations; and (iii) enforced mandatory installation of net metering for any customer with a roof space of 1,000 square feet for a solar photovoltaic rooftop to contribute to the IEPMP Rooftop Solar Power target of 12GW by 2050 to meet energy NDC-U target.Reform area: Climate change mitigation actions accelerated Outcome: 1,000 MW of total power generation capacity from renewable energy sources including 500 MW by the private sector. Description: The MORTB developed and submitted for inter-governmental consultations for final approval of the Updating Revised Strategic Transport Masterplan for Dhaka, 2025-2034 that promotes (i) rail-based urban transport services including MRT, (ii) improved bus and other public transport services including BRT and e-buses, (iii) multimodal transport integration, use of non-motorized transport and pedestrian facilities, and (iv) efficient traffic demand management among others, ensuring with the support of DOE that national laws and regulations are followed.Reform area: Climate change mitigation actions accelerated Outcome: 1,000 MW of total power generation capacity from renewable energy sources including 500 MW by the private sector. Description: The Ministry of Railways and the Bangladesh Railway (i) formed a committee at the Ministry level to prepare New Operational Strategy for Railways to promote operational efficiency through (a) enhancing service-wise operation target and monitoring with new key indicators, and (b) accelerating transition to broad gauge, to make modal shift from road to railways viable, and (ii) monitored implementation of New Energy Use Standards for locomotives to reduce GHG emissions from the rail transport sector.Reform area: Climate change mitigation actions accelerated Outcome: 1,000 MW of total power generation capacity from renewable energy sources including 500 MW by the private sector. Description: MOPEMR, following its approval, (i) monitored implementation of the renewable energy components of IEPMP to achieve low carbon society by 2050 through, amongst others, measures to promote renewable energy, ensuring with the support of DOE that national laws and regulations are followed, and enhanced efficiency of existing power plants and improved technology use in power generation; (ii) monitored implementation of Solar Irrigation Roadmap as approved in subprogram 1, ensuring with the support of DOE that national laws and regulations are followed; and (iii) approved Renewable Energy Policy to deploy renewable energy solutions and further reduce GHG emissions in the energy sector.Reform area: Climate change mitigation actions accelerated Outcome: 1,000 MW of total power generation capacity from renewable energy sources including 500 MW by the private sector. Description: MOPEMR (i) approved and enforced Energy Audit Regulations and (ii) implemented Building Energy Efficiency and Environment Rating Guidelines applicable for existing and new buildings to promote energy efficiency.Reform area: Climate change mitigation actions accelerated Outcome: At least 4,500 solar irrigation systems installed. Description: The MORTB approved with immediate effect (i) the Electric Vehicle Registration and Operation Policy 2023 to streamline electric vehicle registration process and achieve at least 30% share of electric vehicles by 2030; and (ii) the procurement of electric buses for public transportation to reduce GHG emissions from the road transport sector by promoting electric vehicles.Reform area: Climate change mitigation actions accelerated Outcome: At least 4,500 solar irrigation systems installed. Description: MOPEMR approved with immediate effect (i) Solar Irrigation Roadmap (2023-2031) to roll-out 45,000 SIPs; (ii) Electric Vehicle Charging Guideline that provides the regulatory framework to set tariffs for electricity consumption for charging, technical standards for charging stations and institutional arrangements for authorization of setting up electric vehicle charging stations; and (iii) enforced mandatory installation of net metering for any customer with a roof space of 1,000 square feet for a solar photovoltaic rooftop to contribute to the IEPMP Rooftop Solar Power target of 12GW by 2050 to meet energy NDC-U target.Reform area: Climate change mitigation actions accelerated Outcome: At least 4,500 solar irrigation systems installed. Description: The MORTB developed and submitted for inter-governmental consultations for final approval of the Updating Revised Strategic Transport Masterplan for Dhaka, 2025-2034 that promotes (i) rail-based urban transport services including MRT, (ii) improved bus and other public transport services including BRT and e-buses, (iii) multimodal transport integration, use of non-motorized transport and pedestrian facilities, and (iv) efficient traffic demand management among others, ensuring with the support of DOE that national laws and regulations are followed.Reform area: Climate change mitigation actions accelerated Outcome: At least 4,500 solar irrigation systems installed. Description: The Ministry of Railways and the Bangladesh Railway (i) formed a committee at the Ministry level to prepare New Operational Strategy for Railways to promote operational efficiency through (a) enhancing service-wise operation target and monitoring with new key indicators, and (b) accelerating transition to broad gauge, to make modal shift from road to railways viable, and (ii) monitored implementation of New Energy Use Standards for locomotives to reduce GHG emissions from the rail transport sector.Reform area: Climate change mitigation actions accelerated Outcome: At least 4,500 solar irrigation systems installed. Description: MOPEMR, following its approval, (i) monitored implementation of the renewable energy components of IEPMP to achieve low carbon society by 2050 through, amongst others, measures to promote renewable energy, ensuring with the support of DOE that national laws and regulations are followed, and enhanced efficiency of existing power plants and improved technology use in power generation; (ii) monitored implementation of Solar Irrigation Roadmap as approved in subprogram 1, ensuring with the support of DOE that national laws and regulations are followed; and (iii) approved Renewable Energy Policy to deploy renewable energy solutions and further reduce GHG emissions in the energy sector.Reform area: Climate change mitigation actions accelerated Outcome: At least 4,500 solar irrigation systems installed. Description: MOPEMR (i) approved and enforced Energy Audit Regulations and (ii) implemented Building Energy Efficiency and Environment Rating Guidelines applicable for existing and new buildings to promote energy efficiency.Reform area: Climate change mitigation actions accelerated Outcome: Energy intensity (national primary energy consumption as a proportion of GDP) reduced by 6% from 2020 level. Description: The MORTB approved with immediate effect (i) the Electric Vehicle Registration and Operation Policy 2023 to streamline electric vehicle registration process and achieve at least 30% share of electric vehicles by 2030; and (ii) the procurement of electric buses for public transportation to reduce GHG emissions from the road transport sector by promoting electric vehicles.Reform area: Climate change mitigation actions accelerated Outcome: Energy intensity (national primary energy consumption as a proportion of GDP) reduced by 6% from 2020 level. Description: MOPEMR approved with immediate effect (i) Solar Irrigation Roadmap (2023-2031) to roll-out 45,000 SIPs; (ii) Electric Vehicle Charging Guideline that provides the regulatory framework to set tariffs for electricity consumption for charging, technical standards for charging stations and institutional arrangements for authorization of setting up electric vehicle charging stations; and (iii) enforced mandatory installation of net metering for any customer with a roof space of 1,000 square feet for a solar photovoltaic rooftop to contribute to the IEPMP Rooftop Solar Power target of 12GW by 2050 to meet energy NDC-U target.Reform area: Climate change mitigation actions accelerated Outcome: Energy intensity (national primary energy consumption as a proportion of GDP) reduced by 6% from 2020 level. Description: The MORTB developed and submitted for inter-governmental consultations for final approval of the Updating Revised Strategic Transport Masterplan for Dhaka, 2025-2034 that promotes (i) rail-based urban transport services including MRT, (ii) improved bus and other public transport services including BRT and e-buses, (iii) multimodal transport integration, use of non-motorized transport and pedestrian facilities, and (iv) efficient traffic demand management among others, ensuring with the support of DOE that national laws and regulations are followed.Reform area: Climate change mitigation actions accelerated Outcome: Energy intensity (national primary energy consumption as a proportion of GDP) reduced by 6% from 2020 level. Description: The Ministry of Railways and the Bangladesh Railway (i) formed a committee at the Ministry level to prepare New Operational Strategy for Railways to promote operational efficiency through (a) enhancing service-wise operation target and monitoring with new key indicators, and (b) accelerating transition to broad gauge, to make modal shift from road to railways viable, and (ii) monitored implementation of New Energy Use Standards for locomotives to reduce GHG emissions from the rail transport sector.Reform area: Climate change mitigation actions accelerated Outcome: Energy intensity (national primary energy consumption as a proportion of GDP) reduced by 6% from 2020 level. Description: MOPEMR, following its approval, (i) monitored implementation of the renewable energy components of IEPMP to achieve low carbon society by 2050 through, amongst others, measures to promote renewable energy, ensuring with the support of DOE that national laws and regulations are followed, and enhanced efficiency of existing power plants and improved technology use in power generation; (ii) monitored implementation of Solar Irrigation Roadmap as approved in subprogram 1, ensuring with the support of DOE that national laws and regulations are followed; and (iii) approved Renewable Energy Policy to deploy renewable energy solutions and further reduce GHG emissions in the energy sector.Reform area: Climate change mitigation actions accelerated Outcome: Energy intensity (national primary energy consumption as a proportion of GDP) reduced by 6% from 2020 level. Description: MOPEMR (i) approved and enforced Energy Audit Regulations and (ii) implemented Building Energy Efficiency and Environment Rating Guidelines applicable for existing and new buildings to promote energy efficiency.Reform area: Climate change mitigation actions accelerated Outcome: 1 gigawatt of solar photovoltaic rooftop installed.o Description: The MORTB approved with immediate effect (i) the Electric Vehicle Registration and Operation Policy 2023 to streamline electric vehicle registration process and achieve at least 30% share of electric vehicles by 2030; and (ii) the procurement of electric buses for public transportation to reduce GHG emissions from the road transport sector by promoting electric vehicles.Reform area: Climate change mitigation actions accelerated Outcome: 1 gigawatt of solar photovoltaic rooftop installed.o Description: MOPEMR approved with immediate effect (i) Solar Irrigation Roadmap (2023-2031) to roll-out 45,000 SIPs; (ii) Electric Vehicle Charging Guideline that provides the regulatory framework to set tariffs for electricity consumption for charging, technical standards for charging stations and institutional arrangements for authorization of setting up electric vehicle charging stations; and (iii) enforced mandatory installation of net metering for any customer with a roof space of 1,000 square feet for a solar photovoltaic rooftop to contribute to the IEPMP Rooftop Solar Power target of 12GW by 2050 to meet energy NDC-U target.Reform area: Climate change mitigation actions accelerated Outcome: 1 gigawatt of solar photovoltaic rooftop installed.o Description: The MORTB developed and submitted for inter-governmental consultations for final approval of the Updating Revised Strategic Transport Masterplan for Dhaka, 2025-2034 that promotes (i) rail-based urban transport services including MRT, (ii) improved bus and other public transport services including BRT and e-buses, (iii) multimodal transport integration, use of non-motorized transport and pedestrian facilities, and (iv) efficient traffic demand management among others, ensuring with the support of DOE that national laws and regulations are followed.Reform area: Climate change mitigation actions accelerated Outcome: 1 gigawatt of solar photovoltaic rooftop installed.o Description: The Ministry of Railways and the Bangladesh Railway (i) formed a committee at the Ministry level to prepare New Operational Strategy for Railways to promote operational efficiency through (a) enhancing service-wise operation target and monitoring with new key indicators, and (b) accelerating transition to broad gauge, to make modal shift from road to railways viable, and (ii) monitored implementation of New Energy Use Standards for locomotives to reduce GHG emissions from the rail transport sector.Reform area: Climate change mitigation actions accelerated Outcome: 1 gigawatt of solar photovoltaic rooftop installed.o Description: MOPEMR, following its approval, (i) monitored implementation of the renewable energy components of IEPMP to achieve low carbon society by 2050 through, amongst others, measures to promote renewable energy, ensuring with the support of DOE that national laws and regulations are followed, and enhanced efficiency of existing power plants and improved technology use in power generation; (ii) monitored implementation of Solar Irrigation Roadmap as approved in subprogram 1, ensuring with the support of DOE that national laws and regulations are followed; and (iii) approved Renewable Energy Policy to deploy renewable energy solutions and further reduce GHG emissions in the energy sector.Reform area: Climate change mitigation actions accelerated Outcome: 1 gigawatt of solar photovoltaic rooftop installed.o Description: MOPEMR (i) approved and enforced Energy Audit Regulations and (ii) implemented Building Energy Efficiency and Environment Rating Guidelines applicable for existing and new buildings to promote energy efficiency. XM-DAC-46004-57232-001-LN4599Asian Development BankThe project will help the Government of Bangladesh improve the reliability, climate resilience, and efficiency of the national grid, while integrating renewable energy generation in the variable renewable energy hub in the southern district of Chattogram. The loan will also help strengthen the institutional capacity of Power Grid Bangladesh PLC through technological and managerial capacity building, develop a corporate strategy promoting gender equality and women's empowerment, and establish a training platform for renewable energy integration.Asian Development BankPower Grid Bangladesh PLC (Power Grid)Asian Development BankAsian Development BankJung, Choon Sikhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=57232-001 (Active)&officer= cjung@adb.org&division= Energy Sector Office (SD1-ENE)&projectcountry= BangladeshBangladesh23.89507 90.29226Effective gender mainstreaming (EGM)Governance and capacity developmentPartnershipsInclusive economic growthAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityPromoting rural development and food securityStrengthening governance and institutional capacity200000000Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)7347476.87Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)284192.68Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)PerformanceFiduciaryOutput/s as listed by the project staff.Output: Disaster- and climate-resilient and gender-responsive power transmission infrastructure enhanced and modernized Indicator: 9 climate- and disaster-resilient and gender-responsivec new substations in rural areas of BEC with total additional transformer capacity of at least 1,500 MVA of 230/132 kV and 1,700 MVA of 132/33 kV transformers installed and operational (2024 baseline: 0) (OP 3.2.5; OP 5.1.1) Progress/Status: Project implementation is underway. Procurement is ongoing. Physical works contributing to this indicator have not yet commenced; therefore, no achievement has been recorded to date. The target remains on track for achievement by 2030. Data Source: Loan review missions and quarterly progress reports Actual value: Output: Disaster- and climate-resilient and gender-responsive power transmission infrastructure enhanced and modernized Indicator: At least 6.5 km of climate- and disaster-resilient 230 kV line-in, line-out, and 141 km of climate- and disaster-resilient 132 kV new transmission lines (double circuit) in rural areas of BEC installed and operational (2024 baseline: 0) (OP 3.2.5; OP 5.1.1) Progress/Status: Project implementation is underway. Procurement is ongoing. Physical works contributing to this indicator have not yet commenced; therefore, no achievement has been recorded to date. The target remains on track for achievement by 2030. Data Source: Loan review missions and quarterly progress reports Baseline year: 2024 Baseline value: 0 Target year: 2030 Target value: 147.5 kmOutput: Disaster- and climate-resilient and gender-responsive power transmission infrastructure enhanced and modernized Indicator: At least 75 km of reconductoring of 132 kV transmission lines in rural areas of BEC completed and operational (2024 baseline: 0) (OP 3.2.5; OP 5.1.1) Progress/Status: Project implementation is underway. Procurement is ongoing. Physical works contributing to this indicator have not yet commenced; therefore, no achievement has been recorded to date. The target remains on track for achievement by 2030. Data Source: Loan review missions and quarterly progress reports Baseline year: 2024 Baseline value: 0 Target year: 2030 Target value: 75 kmOutput: Disaster- and climate-resilient and gender-responsive power transmission infrastructure enhanced and modernized Indicator: 10 132 kV bay extensions in rural areas of BEC completed and operational (2024 baseline: 0) (OP 5.1.1) Progress/Status: Project implementation is underway. Procurement is ongoing. Physical works contributing to this indicator have not yet commenced; therefore, no achievement has been recorded to date. The target remains on track for achievement by 2030. Data Source: Loan review missions and quarterly progress reports Actual value: Output: Institutional capacity of Power Grid improved Indicator: By 2030, at least 40 relevant Power Grid staff (including at least 90% of relevant female staff) reported increased knowledge and capacity in (i) advanced technologies, including those related to climate risk-response design; O&M; and emergency management of the power transmission system; and (ii) implementation of E&S safeguard requirements (2024 baseline: Not applicable) (OP 2.2; OP 6.1.1) Progress/Status: Training activities have not yet commenced. The training program will be developed and implemented during project implementation. The 2030 target remains on track. Data Source: Pre- and post-training assessment Baseline year: 2024 Baseline value: Not applicable Baseline year: 2024 Baseline value: Not applicable Target year: 2030 Target value: 40Output: Institutional capacity of Power Grid improved Indicator: By 2027, a simulation platform for Power Grid to enhance its capacity for integration of VRE into the national power grid developed (2024 baseline: 0) (OP 3.1.5; OP 6.1.1) Progress/Status: Development of the VRE integration simulation platform has not yet commenced. Preparatory activities are expected to begin in accordance with the implementation schedule. The 2027 target remains on track. Data Source: Loan review missions; installation of a training simulator Actual value: Output: Institutional capacity of Power Grid improved Indicator: By 2027, Power Grid's in-house E&S unit operationalized, with two additional safeguard staff (one with social background), one gender focal person, and enhanced E&S procedures adopted (2024 baseline: 4 staff) (OP 2.3; OP 6.1) Progress/Status: Power Grid's E&S unit currently has four staff. Recruitment of two additional safeguard staff and the institutional-strengthening activities have not yet been completed. The 2027 target remains on track. Data Source: Loan review missions; Power Grid organogram; copy of enhanced corporate E&S procedures Actual value: Output: Institutional capacity of Power Grid improved Indicator: By 2028, corporate gender strategy, including guidelines for gender screening of projects, developed and submitted to Power Grid board for endorsement (2024 baseline: 0) (OP 2.3) Progress/Status: Preparation of the corporate gender strategy and guidelines for gender screening of projects has not yet commenced. The activity is planned during project implementation, and the 2028 target remains on track. Data Source: Loan review missions; copy of corporate gender strategy and guidelines for gender screening of projects Actual value: Output: Institutional capacity of Power Grid improved Indicator: By 2028, road maps and action plans for strengthening Power Grid's finance management on; (i) access commercial borrowing developed and submitted to Power Grid board for consideration, and (ii) fixed asset registries system (2024 baseline: 0) (OP 6.1) Progress/Status: Preparation of the road maps and action plans for accessing commercial borrowing and establishing a fixed asset registry system has not yet commenced. The 2028 target remains on track. Data Source: Loan review missions; copy of road map and action plan Actual value: Output: Institutional capacity of Power Grid improved Indicator: By 2028, at least 20 relevant Power Grid staff (including at least 90% of relevant female staff) reported increased knowledge and capacity for management of Power Grid's fixed asset register (2024 baseline: Not applicable) (OP 2.2; OP 6.1) Progress/Status: Training on management of Power Grid's fixed asset register has not yet commenced. The activity will be implemented in line with the project schedule, and the 2028 target remains on track. Data Source: Loan review missions; pre- and post-training assessment Baseline year: 2024 Baseline value: Not applicable Baseline year: 2024 Baseline value: Not applicable Target year: 2028 Target value: 20Output: Institutional capacity of Power Grid improved Indicator: By 2029, at least 350 residential users (of which at least 50% are female) reported increased knowledge of safe and efficient use of energy and gender-based violence and child marriage (2024 baseline: Not applicable) (OP 2.2) Progress/Status: Awareness activities for residential users have not yet commenced. The activity is planned during project implementation, and the 2029 target remains on track. Data Source: Loan review missions Baseline year: 2024 Baseline value: Not applicable Baseline year: 2024 Baseline value: Not applicable Target year: 2029 Target value: 350Output: Institutional capacity of Power Grid improved Indicator: By 2029, at least 300 higher secondary or university students (30% female students) reported increased awareness of career opportunities in energy sector (2024 baseline: Not applicable) (OP 2.2) Progress/Status: Career-awareness activities for secondary and university students have not yet commenced. The activity is planned during project implementation, and the 2029 target remains on track. Data Source: Loan review missions Baseline year: 2024 Baseline value: Not applicable Baseline year: 2024 Baseline value: Not applicable Target year: 2029 Target value: 300Output: Integration of renewable energy supported Indicator: A climate- and disaster-resilient and gender-responsivec 400/230/132 kV new substation with transformer capacity of at least 2,100 MVA to facilitate evacuation of renewable energy from VRE hub installed and operational (2024 baseline: 0) (OP 3.1.3; OP 3.2.5) Progress/Status: Project implementation is underway. The contract for Package 1 has been signed, while procurement of the remaining packages is ongoing. No achievement has yet been recorded against this indicator. The target remains on track for achievement by 2030. Data Source: Loan review missions and quarterly progress reports Actual value: Output: Integration of renewable energy supported Indicator: At least 8 km of climate- and disaster-resilient 400 kV, 230 kV, and 132 kV line-in, line-out transmission lines (double circuit) to facilitate evacuation of renewable energy from VRE hub completed and operational (2024 baseline: 0) (OP 3.1.3; OP 3.2.5) Progress/Status: Project implementation is underway. The contract for Package 1 has been signed, while procurement of the remaining packages is ongoing. No achievement has yet been recorded against this indicator. The target remains on track for achievement by 2030. Data Source: Loan review missions and quarterly progress reports Actual value: Quality, reliability, and efficiency of power supply system in the project area improvedAverage annual unserved energy per unscheduled power outage reduced to 35 MWh (2024 baseline: 45 MWh) (OP 6.2.1) Data Source: Monthly reports published on Power Grid website Actual value: Renewable energy integration capacity of power transmission system increased by at least 1,000 MW from the VRE hub in the southern Chattogram (2024 baseline: 0) (OP 3.1.4) Data Source: Bangladesh Power Development Board annual reports Actual value: National power grid system losses reduced to 9.97% (2024 baseline: 10.06%) (OP 3.1; OP 6.2) Data Source: Bangladesh Power Development Board annual reports Actual value: At least 15,015 tons of carbon dioxide equivalent emissions per year avoided (2024 baseline: Not applicable) (OP 3.1) Data Source: Project progress reports Actual value: XM-DAC-46004-57232-001-TA10552Asian Development BankThe project will help the Government of Bangladesh improve the reliability, climate resilience, and efficiency of the national grid, while integrating renewable energy generation in the variable renewable energy hub in the southern district of Chattogram. The loan will also help strengthen the institutional capacity of Power Grid Bangladesh PLC through technological and managerial capacity building, develop a corporate strategy promoting gender equality and women's empowerment, and establish a training platform for renewable energy integration.Asian Development BankPower Grid Bangladesh PLC (Power Grid)Asian Development BankAsian Development BankJung, Choon Sikhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=57232-001 (Active)&officer= cjung@adb.org&division= Energy Sector Office (SD1-ENE)&projectcountry= BangladeshBangladesh23.89507 90.29226Effective gender mainstreaming (EGM)Governance and capacity developmentPartnershipsInclusive economic growthAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityPromoting rural development and food securityStrengthening governance and institutional capacity1000000Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)0.00Asian Development BankPower Grid Bangladesh PLC (Power Grid)PerformanceFiduciaryOutput/s as listed by the project staff.Output: Disaster- and climate-resilient and gender-responsive power transmission infrastructure enhanced and modernized Indicator: 9 climate- and disaster-resilient and gender-responsivec new substations in rural areas of BEC with total additional transformer capacity of at least 1,500 MVA of 230/132 kV and 1,700 MVA of 132/33 kV transformers installed and operational (2024 baseline: 0) (OP 3.2.5; OP 5.1.1) Progress/Status: Project implementation is underway. Procurement is ongoing. Physical works contributing to this indicator have not yet commenced; therefore, no achievement has been recorded to date. The target remains on track for achievement by 2030. Data Source: Loan review missions and quarterly progress reports Actual value: Output: Disaster- and climate-resilient and gender-responsive power transmission infrastructure enhanced and modernized Indicator: At least 6.5 km of climate- and disaster-resilient 230 kV line-in, line-out, and 141 km of climate- and disaster-resilient 132 kV new transmission lines (double circuit) in rural areas of BEC installed and operational (2024 baseline: 0) (OP 3.2.5; OP 5.1.1) Progress/Status: Project implementation is underway. Procurement is ongoing. Physical works contributing to this indicator have not yet commenced; therefore, no achievement has been recorded to date. The target remains on track for achievement by 2030. Data Source: Loan review missions and quarterly progress reports Baseline year: 2024 Baseline value: 0 Target year: 2030 Target value: 147.5 kmOutput: Disaster- and climate-resilient and gender-responsive power transmission infrastructure enhanced and modernized Indicator: At least 75 km of reconductoring of 132 kV transmission lines in rural areas of BEC completed and operational (2024 baseline: 0) (OP 3.2.5; OP 5.1.1) Progress/Status: Project implementation is underway. Procurement is ongoing. Physical works contributing to this indicator have not yet commenced; therefore, no achievement has been recorded to date. The target remains on track for achievement by 2030. Data Source: Loan review missions and quarterly progress reports Baseline year: 2024 Baseline value: 0 Target year: 2030 Target value: 75 kmOutput: Disaster- and climate-resilient and gender-responsive power transmission infrastructure enhanced and modernized Indicator: 10 132 kV bay extensions in rural areas of BEC completed and operational (2024 baseline: 0) (OP 5.1.1) Progress/Status: Project implementation is underway. Procurement is ongoing. Physical works contributing to this indicator have not yet commenced; therefore, no achievement has been recorded to date. The target remains on track for achievement by 2030. Data Source: Loan review missions and quarterly progress reports Actual value: Output: Institutional capacity of Power Grid improved Indicator: By 2030, at least 40 relevant Power Grid staff (including at least 90% of relevant female staff) reported increased knowledge and capacity in (i) advanced technologies, including those related to climate risk-response design; O&M; and emergency management of the power transmission system; and (ii) implementation of E&S safeguard requirements (2024 baseline: Not applicable) (OP 2.2; OP 6.1.1) Progress/Status: Training activities have not yet commenced. The training program will be developed and implemented during project implementation. The 2030 target remains on track. Data Source: Pre- and post-training assessment Baseline year: 2024 Baseline value: Not applicable Baseline year: 2024 Baseline value: Not applicable Target year: 2030 Target value: 40Output: Institutional capacity of Power Grid improved Indicator: By 2027, a simulation platform for Power Grid to enhance its capacity for integration of VRE into the national power grid developed (2024 baseline: 0) (OP 3.1.5; OP 6.1.1) Progress/Status: Development of the VRE integration simulation platform has not yet commenced. Preparatory activities are expected to begin in accordance with the implementation schedule. The 2027 target remains on track. Data Source: Loan review missions; installation of a training simulator Actual value: Output: Institutional capacity of Power Grid improved Indicator: By 2027, Power Grid's in-house E&S unit operationalized, with two additional safeguard staff (one with social background), one gender focal person, and enhanced E&S procedures adopted (2024 baseline: 4 staff) (OP 2.3; OP 6.1) Progress/Status: Power Grid's E&S unit currently has four staff. Recruitment of two additional safeguard staff and the institutional-strengthening activities have not yet been completed. The 2027 target remains on track. Data Source: Loan review missions; Power Grid organogram; copy of enhanced corporate E&S procedures Actual value: Output: Institutional capacity of Power Grid improved Indicator: By 2028, corporate gender strategy, including guidelines for gender screening of projects, developed and submitted to Power Grid board for endorsement (2024 baseline: 0) (OP 2.3) Progress/Status: Preparation of the corporate gender strategy and guidelines for gender screening of projects has not yet commenced. The activity is planned during project implementation, and the 2028 target remains on track. Data Source: Loan review missions; copy of corporate gender strategy and guidelines for gender screening of projects Actual value: Output: Institutional capacity of Power Grid improved Indicator: By 2028, road maps and action plans for strengthening Power Grid's finance management on; (i) access commercial borrowing developed and submitted to Power Grid board for consideration, and (ii) fixed asset registries system (2024 baseline: 0) (OP 6.1) Progress/Status: Preparation of the road maps and action plans for accessing commercial borrowing and establishing a fixed asset registry system has not yet commenced. The 2028 target remains on track. Data Source: Loan review missions; copy of road map and action plan Actual value: Output: Institutional capacity of Power Grid improved Indicator: By 2028, at least 20 relevant Power Grid staff (including at least 90% of relevant female staff) reported increased knowledge and capacity for management of Power Grid's fixed asset register (2024 baseline: Not applicable) (OP 2.2; OP 6.1) Progress/Status: Training on management of Power Grid's fixed asset register has not yet commenced. The activity will be implemented in line with the project schedule, and the 2028 target remains on track. Data Source: Loan review missions; pre- and post-training assessment Baseline year: 2024 Baseline value: Not applicable Baseline year: 2024 Baseline value: Not applicable Target year: 2028 Target value: 20Output: Institutional capacity of Power Grid improved Indicator: By 2029, at least 350 residential users (of which at least 50% are female) reported increased knowledge of safe and efficient use of energy and gender-based violence and child marriage (2024 baseline: Not applicable) (OP 2.2) Progress/Status: Awareness activities for residential users have not yet commenced. The activity is planned during project implementation, and the 2029 target remains on track. Data Source: Loan review missions Baseline year: 2024 Baseline value: Not applicable Baseline year: 2024 Baseline value: Not applicable Target year: 2029 Target value: 350Output: Institutional capacity of Power Grid improved Indicator: By 2029, at least 300 higher secondary or university students (30% female students) reported increased awareness of career opportunities in energy sector (2024 baseline: Not applicable) (OP 2.2) Progress/Status: Career-awareness activities for secondary and university students have not yet commenced. The activity is planned during project implementation, and the 2029 target remains on track. Data Source: Loan review missions Baseline year: 2024 Baseline value: Not applicable Baseline year: 2024 Baseline value: Not applicable Target year: 2029 Target value: 300Output: Integration of renewable energy supported Indicator: A climate- and disaster-resilient and gender-responsivec 400/230/132 kV new substation with transformer capacity of at least 2,100 MVA to facilitate evacuation of renewable energy from VRE hub installed and operational (2024 baseline: 0) (OP 3.1.3; OP 3.2.5) Progress/Status: Project implementation is underway. The contract for Package 1 has been signed, while procurement of the remaining packages is ongoing. No achievement has yet been recorded against this indicator. The target remains on track for achievement by 2030. Data Source: Loan review missions and quarterly progress reports Actual value: Output: Integration of renewable energy supported Indicator: At least 8 km of climate- and disaster-resilient 400 kV, 230 kV, and 132 kV line-in, line-out transmission lines (double circuit) to facilitate evacuation of renewable energy from VRE hub completed and operational (2024 baseline: 0) (OP 3.1.3; OP 3.2.5) Progress/Status: Project implementation is underway. The contract for Package 1 has been signed, while procurement of the remaining packages is ongoing. No achievement has yet been recorded against this indicator. The target remains on track for achievement by 2030. Data Source: Loan review missions and quarterly progress reports Actual value: Quality, reliability, and efficiency of power supply system in the project area improvedAverage annual unserved energy per unscheduled power outage reduced to 35 MWh (2024 baseline: 45 MWh) (OP 6.2.1) Data Source: Monthly reports published on Power Grid website Actual value: Renewable energy integration capacity of power transmission system increased by at least 1,000 MW from the VRE hub in the southern Chattogram (2024 baseline: 0) (OP 3.1.4) Data Source: Bangladesh Power Development Board annual reports Actual value: National power grid system losses reduced to 9.97% (2024 baseline: 10.06%) (OP 3.1; OP 6.2) Data Source: Bangladesh Power Development Board annual reports Actual value: At least 15,015 tons of carbon dioxide equivalent emissions per year avoided (2024 baseline: Not applicable) (OP 3.1) Data Source: Project progress reports Actual value: XM-DAC-46004-58075-001-GRNT1027Asian Development BankThe project will continue the support of the Asian Development Bank (ADB) to Bangladesh in managing the influx of more than one million displaced people from Myanmar (DPFM) since 2017. Now a protracted situation, the crisis is putting significant pressure on infrastructure and causing substantial challenges in terms of food, shelter, health, security, water, sanitation, and other services in the DPFM camps and host communities. The project will work with the government, humanitarian agencies, and other development partners to address critical and complex infrastructure needs and basic services with a focus on cost-effective and sustainable solutions while providing opportunities for skills development and livelihood enhancement. Support will encompass interventions in (i) water, sanitation, and hygiene (WASH); (ii) roads and bridges; (iii) security and safety; (iv) drainage; (v) food security; and (vi) disaster resilience, applying a differentiated approach in the DPFM camps and host communities. Capacity-building support will also be provided to the government to deliver interventions efficiently, effectively, and sustainably while coordinating with the large-scale humanitarian response.Asian Development BankDepartment of Public Health EngineeringLocal Government Engineering DepartmentAsian Development BankAsian Development BankNguyen, My Binhhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=58075-001 (Approved)&officer= nguyenbinh@adb.org&division= Water and Urban Development Sector Office (SD2-WUD)&projectcountry= BangladeshCoxs Bazar21.43973 92.00955Noakhali22.75 91.16667Effective gender mainstreaming (EGM)Governance and capacity developmentPartnershipsInclusive economic growthAddressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityMaking cities more livablePromoting rural development and food security58600000Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health EngineeringPerformanceFiduciaryOutput/s as listed by the project staff.Output: Basic infrastructure supporting public health and safety of DPFM and host communities improved Indicator: Indicators for interventions benefitting DPFM By 2029 Fecal sludge management system in Bhasan Char rehabilitated to treat black water from latrines via anaerobic digestion with a capacity of 1.85 liters per person per day (2024 baseline: not applicable) (OP4.1.2) Progress/Status: DED options prepared and to be piloted before EA decides on DED option. Data Source: DPHE PIU's annual reports Actual value: Output: Basic infrastructure supporting public health and safety of DPFM and host communities improved Indicator: 7.5 km of drainage canal restored using nature-based solutions (2024 baseline: 0) (OP4.1.2) Progress/Status: DED under preparation. Data Source: LGED PIU's annual reports Actual value: Output: Basic infrastructure supporting public health and safety of DPFM and host communities improved Indicator: Three food distribution centers (one in Cox's Bazar and two in Bhasan Char) constructed with socially inclusive and gender-responsive design features (2024 baseline: 0)h (OP5.2.2) Progress/Status: Preparation of bidding document for package W-13/LGED is in progress. Data Source: World Food Programme project reports Actual value: Output: Basic infrastructure supporting public health and safety of DPFM and host communities improved Indicator: 12,500 solar-powered streetlights installed or replaced in Cox's Bazar camps (2024 baseline: not applicable)i (OP2.5.2, OP1.3.1, OP4.1.2) Progress/Status: Preparation of bidding document for package G-01/LGED is in progress. Data Source: LGED PIU's annual reports Actual value: Output: Basic infrastructure supporting public health and safety of DPFM and host communities improved Indicator: DPFM volunteers engaged by nongovernment organizations to deliver O&M of existing WASH and energy assets in 27 camps (2025 baseline: O&M contracts relying on contractor support under Emergency Assistance Project additional financing)j (OP1.3.3) Progress/Status: ADB issued no objection on bidding document for package W-06/DPHE. DPHE to issue IFB by 31 July 2026. Data Source: DPHE PIU's annual reports Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2029 Target value: YOutput: Basic infrastructure supporting public health and safety of DPFM and host communities improved Indicator: Indicators for interventions benefiting host communities: By 2029: Mini piped water supply systems constructed in nine upazilas (subdistricts) in Cox's Bazar district (2024 baseline: households not served by centralized system)c (OP4.1.2) Progress/Status: Preparation of bidding document for package W-02/DPHE is in progress Data Source: DPHE PIU's annual reports Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2029 Target value: YOutput: Basic infrastructure supporting public health and safety of DPFM and host communities improved Indicator: Six socially inclusive and gender-responsive cyclone shelters constructed in Hatia (2024 baseline: 0)k (OP1.3.1, OP2.5.2, OP3.2.5, OP4.1.2) Progress/Status: Preparation of bidding document for package W-18/LGED is in progress. Data Source: LGED PIU's annual reports Actual value: Output: Basic infrastructure supporting public health and safety of DPFM and host communities improved Indicator: Indicators for interventions benefiting DPFM and host communities: By 2029: 3,000 DPFM and host community members engaged in project-supported activities (2024 baseline: 0) (OP1.2) Progress/Status: Not yet due. DMfM and host communities will join civil works implementation. Data Source: DPHE and LGED PIUs' annual reports, and third-party monitoring by shelter-camp coordination camp management and Livelihoods and Skills Development Sector under the Inter Sector Coordination Group Actual value: Output: Basic infrastructure supporting public health and safety of DPFM and host communities improved Indicator: 40 km transmission pipeline constructed from Ukhia to Teknaf (2024 baseline: 0)m (OP4.1.2, OP1.3.1) Progress/Status: DED will be prepared by DMS consultant which are expected to be mobilized in July 2026. Data Source: DPHE PIU's annual reports Actual value: Output: Basic infrastructure supporting public health and safety of DPFM and host communities improved Indicator: 20,000 m3/d water treatment plant constructed in Ukhiam (2024 baseline: 0) (OP1.3.1, OP4.1.2) Progress/Status: DED will be prepared by DMS consultant which are expected to be mobilized in July 2026. Data Source: DPHE PIU's annual reports Actual value: Output: Connectivity and access to essential services improved Indicator: Indicators for interventions benefiting DPFM: By 2029: 6 km of roads improved, including drainage and protective works with climate and disaster-resilient design in Cox's Bazar and Bhasan Char camps (2024 baseline: 0) (OP1.3.1, OP3.2.5, OP4.1.2) Progress/Status: Package W-11/LGED is under bid evaluation stage. Data Source: LGED PIU annual reports Actual value: Output: Connectivity and access to essential services improved Indicator: 2 km of roadside drains covered in Bhasan Char (2024 baseline: roadside drains exposed) (OP1.3.1, OP4.1.2) Progress/Status: DED under preparation. Data Source: LGED PIU annual reports Actual value: Output: Connectivity and access to essential services improved Indicator: Indicators for interventions benefiting host communities: By 2029: 108 km of roads upgraded with climate- and disaster-resilient design in Cox's Bazar and Noakhali districts (2024 baseline: 0) (OP3.2.5, OP4.1.2) Progress/Status: Package W-10/LGED is under bid evaluation stage. Preparation of bidding document for package W-09/LGED is in progress. Data Source: LGED PIU annual reports Actual value: Output: Institutional systems to enhance service provision and sustainability supported Indicator: By 2029: Two institutional support facilities constructed on Bhasan Char Island with socially inclusive and gender-sensitive design features (2024 baseline: 0)n (OP2.1.4) Progress/Status: DED under preparation. Data Source: LGED PIU's annual reports Actual value: Output: Institutional systems to enhance service provision and sustainability supported Indicator: 70% of executing agency or LGI staff (including 90% of relevant women) reported positive outcomes as a result of capacity-building support (2024 baseline: 0%)o (OP2.3.1, OP6.1.1) Progress/Status: Capacity building activities will start after capacity building consultant are mobilized. Data Source: LGED and DPHE PIUs' annual reports Actual value: Output: Institutional systems to enhance service provision and sustainability supported Indicator: Feasibility study and pilot on livelihood opportunities for the most vulnerable DPFM and host communities completed (2024 baseline: 0) (OP1.2.2) Progress/Status: Not yet due. Data Source: DPHE PIU's annual reports Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2029 Target value: YOutput: Institutional systems to enhance service provision and sustainability supported Indicator: GESI-responsive recommendations on building resilience to climate and disaster-induced WASH-related diseases in camps and host communities are adopted in at least one subsequent intervention (2024 baseline: 0) (OP2.3.2) Progress/Status: Water related diseases study completed. Recommendations are being incorporated in the DED of the canal rehabilitation subprojects. Data Source: Report on recommended investments Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2029 Target value: YOutput: Institutional systems to enhance service provision and sustainability supported Indicator: Governance improvement action plan implemented for nine participating LGIs (2024 baseline: 0) (OP6.2) Progress/Status: Will start after the capacity building consultants are engaged. Data Source: LGED PIU's annual reports Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2029 Target value: YLiving conditions and livelihood opportunities for DPFM and host communities in Cox?s Bazar and Noakhali districts improvedBy 2030 36,673 DPFM, including 823 female single parents or caregivers, have access to safely managed, climate- and disaster-resilient sanitation (2024 baseline: 0)b (OP1.3, OP4.1) Progress/Status: Baseline data refers to 0. Not yet due. Data Source: DPHE PIU's annual reports Actual value: 35,000 additional host community members have access to safe water, including 40% low-income householdsc (2024 baseline: 0) (OP1.3.1, OP4.1) Progress/Status: Baseline data refers to 0. Not yet due. Data Source: DPHE PIU's annual reports Actual value: 70% of beneficiaries of new food distribution centers report improved access to essential food supplies (2024 baseline: 0) (OP1.1)d Progress/Status: Baseline data refers to 0. Not yet due. Data Source: World Food Programme administrative reports Actual value: Average travel time on project roads and bridges reduced to less than 12 minutes per 10 km (2024 baseline: at least 20 minutes per 10 km) (OP1.3) Progress/Status: Baseline data refers to 20. Not yet due. Data Source: LGED PIU's annual reports Actual value: 1,000 DPFM and host community members, including 10% women, report having learned a new skill as a result of project-supported livelihood opportunities (2024 baseline: 0) (OP2.1.1) Progress/Status: Baseline data refers to 0. Not yet due. Data Source: DPHE and LGED PIUs' annual reports, and third-party monitoring by under the Inter Sector Coordination Group's Shelter and Camp Coordination Camp Management Sector, and Livelihoods And Skills Development Sector. Actual value: XM-DAC-46004-58075-001-LN4607Asian Development BankThe project will continue the support of the Asian Development Bank (ADB) to Bangladesh in managing the influx of more than one million displaced people from Myanmar (DPFM) since 2017. Now a protracted situation, the crisis is putting significant pressure on infrastructure and causing substantial challenges in terms of food, shelter, health, security, water, sanitation, and other services in the DPFM camps and host communities. The project will work with the government, humanitarian agencies, and other development partners to address critical and complex infrastructure needs and basic services with a focus on cost-effective and sustainable solutions while providing opportunities for skills development and livelihood enhancement. Support will encompass interventions in (i) water, sanitation, and hygiene (WASH); (ii) roads and bridges; (iii) security and safety; (iv) drainage; (v) food security; and (vi) disaster resilience, applying a differentiated approach in the DPFM camps and host communities. Capacity-building support will also be provided to the government to deliver interventions efficiently, effectively, and sustainably while coordinating with the large-scale humanitarian response.Asian Development BankDepartment of Public Health EngineeringLocal Government Engineering DepartmentAsian Development BankAsian Development BankNguyen, My Binhhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=58075-001 (Approved)&officer= nguyenbinh@adb.org&division= Water and Urban Development Sector Office (SD2-WUD)&projectcountry= BangladeshCoxs Bazar21.43973 92.00955Noakhali22.75 91.16667Effective gender mainstreaming (EGM)Governance and capacity developmentPartnershipsInclusive economic growthAddressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityMaking cities more livablePromoting rural development and food security28110000Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health EngineeringPerformanceFiduciaryOutput/s as listed by the project staff.Output: Basic infrastructure supporting public health and safety of DPFM and host communities improved Indicator: Indicators for interventions benefitting DPFM By 2029 Fecal sludge management system in Bhasan Char rehabilitated to treat black water from latrines via anaerobic digestion with a capacity of 1.85 liters per person per day (2024 baseline: not applicable) (OP4.1.2) Progress/Status: DED options prepared and to be piloted before EA decides on DED option. Data Source: DPHE PIU's annual reports Actual value: Output: Basic infrastructure supporting public health and safety of DPFM and host communities improved Indicator: 7.5 km of drainage canal restored using nature-based solutions (2024 baseline: 0) (OP4.1.2) Progress/Status: DED under preparation. Data Source: LGED PIU's annual reports Actual value: Output: Basic infrastructure supporting public health and safety of DPFM and host communities improved Indicator: Three food distribution centers (one in Cox's Bazar and two in Bhasan Char) constructed with socially inclusive and gender-responsive design features (2024 baseline: 0)h (OP5.2.2) Progress/Status: Preparation of bidding document for package W-13/LGED is in progress. Data Source: World Food Programme project reports Actual value: Output: Basic infrastructure supporting public health and safety of DPFM and host communities improved Indicator: 12,500 solar-powered streetlights installed or replaced in Cox's Bazar camps (2024 baseline: not applicable)i (OP2.5.2, OP1.3.1, OP4.1.2) Progress/Status: Preparation of bidding document for package G-01/LGED is in progress. Data Source: LGED PIU's annual reports Actual value: Output: Basic infrastructure supporting public health and safety of DPFM and host communities improved Indicator: DPFM volunteers engaged by nongovernment organizations to deliver O&M of existing WASH and energy assets in 27 camps (2025 baseline: O&M contracts relying on contractor support under Emergency Assistance Project additional financing)j (OP1.3.3) Progress/Status: ADB issued no objection on bidding document for package W-06/DPHE. DPHE to issue IFB by 31 July 2026. Data Source: DPHE PIU's annual reports Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2029 Target value: YOutput: Basic infrastructure supporting public health and safety of DPFM and host communities improved Indicator: Indicators for interventions benefiting host communities: By 2029: Mini piped water supply systems constructed in nine upazilas (subdistricts) in Cox's Bazar district (2024 baseline: households not served by centralized system)c (OP4.1.2) Progress/Status: Preparation of bidding document for package W-02/DPHE is in progress Data Source: DPHE PIU's annual reports Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2029 Target value: YOutput: Basic infrastructure supporting public health and safety of DPFM and host communities improved Indicator: Six socially inclusive and gender-responsive cyclone shelters constructed in Hatia (2024 baseline: 0)k (OP1.3.1, OP2.5.2, OP3.2.5, OP4.1.2) Progress/Status: Preparation of bidding document for package W-18/LGED is in progress. Data Source: LGED PIU's annual reports Actual value: Output: Basic infrastructure supporting public health and safety of DPFM and host communities improved Indicator: Indicators for interventions benefiting DPFM and host communities: By 2029: 3,000 DPFM and host community members engaged in project-supported activities (2024 baseline: 0) (OP1.2) Progress/Status: Not yet due. DMfM and host communities will join civil works implementation. Data Source: DPHE and LGED PIUs' annual reports, and third-party monitoring by shelter-camp coordination camp management and Livelihoods and Skills Development Sector under the Inter Sector Coordination Group Actual value: Output: Basic infrastructure supporting public health and safety of DPFM and host communities improved Indicator: 40 km transmission pipeline constructed from Ukhia to Teknaf (2024 baseline: 0)m (OP4.1.2, OP1.3.1) Progress/Status: DED will be prepared by DMS consultant which are expected to be mobilized in July 2026. Data Source: DPHE PIU's annual reports Actual value: Output: Basic infrastructure supporting public health and safety of DPFM and host communities improved Indicator: 20,000 m3/d water treatment plant constructed in Ukhiam (2024 baseline: 0) (OP1.3.1, OP4.1.2) Progress/Status: DED will be prepared by DMS consultant which are expected to be mobilized in July 2026. Data Source: DPHE PIU's annual reports Actual value: Output: Connectivity and access to essential services improved Indicator: Indicators for interventions benefiting DPFM: By 2029: 6 km of roads improved, including drainage and protective works with climate and disaster-resilient design in Cox's Bazar and Bhasan Char camps (2024 baseline: 0) (OP1.3.1, OP3.2.5, OP4.1.2) Progress/Status: Package W-11/LGED is under bid evaluation stage. Data Source: LGED PIU annual reports Actual value: Output: Connectivity and access to essential services improved Indicator: 2 km of roadside drains covered in Bhasan Char (2024 baseline: roadside drains exposed) (OP1.3.1, OP4.1.2) Progress/Status: DED under preparation. Data Source: LGED PIU annual reports Actual value: Output: Connectivity and access to essential services improved Indicator: Indicators for interventions benefiting host communities: By 2029: 108 km of roads upgraded with climate- and disaster-resilient design in Cox's Bazar and Noakhali districts (2024 baseline: 0) (OP3.2.5, OP4.1.2) Progress/Status: Package W-10/LGED is under bid evaluation stage. Preparation of bidding document for package W-09/LGED is in progress. Data Source: LGED PIU annual reports Actual value: Output: Institutional systems to enhance service provision and sustainability supported Indicator: By 2029: Two institutional support facilities constructed on Bhasan Char Island with socially inclusive and gender-sensitive design features (2024 baseline: 0)n (OP2.1.4) Progress/Status: DED under preparation. Data Source: LGED PIU's annual reports Actual value: Output: Institutional systems to enhance service provision and sustainability supported Indicator: 70% of executing agency or LGI staff (including 90% of relevant women) reported positive outcomes as a result of capacity-building support (2024 baseline: 0%)o (OP2.3.1, OP6.1.1) Progress/Status: Capacity building activities will start after capacity building consultant are mobilized. Data Source: LGED and DPHE PIUs' annual reports Actual value: Output: Institutional systems to enhance service provision and sustainability supported Indicator: Feasibility study and pilot on livelihood opportunities for the most vulnerable DPFM and host communities completed (2024 baseline: 0) (OP1.2.2) Progress/Status: Not yet due. Data Source: DPHE PIU's annual reports Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2029 Target value: YOutput: Institutional systems to enhance service provision and sustainability supported Indicator: GESI-responsive recommendations on building resilience to climate and disaster-induced WASH-related diseases in camps and host communities are adopted in at least one subsequent intervention (2024 baseline: 0) (OP2.3.2) Progress/Status: Water related diseases study completed. Recommendations are being incorporated in the DED of the canal rehabilitation subprojects. Data Source: Report on recommended investments Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2029 Target value: YOutput: Institutional systems to enhance service provision and sustainability supported Indicator: Governance improvement action plan implemented for nine participating LGIs (2024 baseline: 0) (OP6.2) Progress/Status: Will start after the capacity building consultants are engaged. Data Source: LGED PIU's annual reports Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2029 Target value: YLiving conditions and livelihood opportunities for DPFM and host communities in Cox?s Bazar and Noakhali districts improvedBy 2030 36,673 DPFM, including 823 female single parents or caregivers, have access to safely managed, climate- and disaster-resilient sanitation (2024 baseline: 0)b (OP1.3, OP4.1) Progress/Status: Baseline data refers to 0. Not yet due. Data Source: DPHE PIU's annual reports Actual value: 35,000 additional host community members have access to safe water, including 40% low-income householdsc (2024 baseline: 0) (OP1.3.1, OP4.1) Progress/Status: Baseline data refers to 0. Not yet due. Data Source: DPHE PIU's annual reports Actual value: 70% of beneficiaries of new food distribution centers report improved access to essential food supplies (2024 baseline: 0) (OP1.1)d Progress/Status: Baseline data refers to 0. Not yet due. Data Source: World Food Programme administrative reports Actual value: Average travel time on project roads and bridges reduced to less than 12 minutes per 10 km (2024 baseline: at least 20 minutes per 10 km) (OP1.3) Progress/Status: Baseline data refers to 20. Not yet due. Data Source: LGED PIU's annual reports Actual value: 1,000 DPFM and host community members, including 10% women, report having learned a new skill as a result of project-supported livelihood opportunities (2024 baseline: 0) (OP2.1.1) Progress/Status: Baseline data refers to 0. Not yet due. Data Source: DPHE and LGED PIUs' annual reports, and third-party monitoring by under the Inter Sector Coordination Group's Shelter and Camp Coordination Camp Management Sector, and Livelihoods And Skills Development Sector. Actual value: XM-DAC-46004-58446-001-LN4605Asian Development BankThe proposed program aims to strengthen the banking sector by supporting the enhancement of regulatory frameworks, strengthening governance and bolstering financial stability for sustained economic growth. It will help modernize the financial sector through the following interventions: (i) Strengthening the Bangladesh Bank's supervisory capacity and regulatory framework to ensure financial stability in line with global best practices; (ii) Improving of the asset quality and capital adequacy of the banking sector; and (iii) Deepening financial intermediation through improvement of market infrastructure and credit delivery.Asian Development BankMinistry of FinanceAsian Development BankAsian Development BankKaushik, Sanjeevhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=58446-001 (Active)&officer= skaushik@adb.org&division= Finance Sector Office (SD3-FIN)&projectcountry= BangladeshBangladesh23.89507 90.29226Some gender elements (SGE)Governance and capacity developmentInclusive economic growthAddressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityStrengthening governance and institutional capacity500000000Asian Development BankMinistry of Finance500000000.00Asian Development BankMinistry of Finance7102031.79Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance11956565.82Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of FinancePolicyPerformanceFiduciaryPolicy Action/s as listed by the project staff. Action 1: 1.1 Bangladesh Bank issued: (i) a circular on the appointment and responsibilities of managing directors or chief executive officers of banks to ensure integrity, accountability and effective performance management; (ii) a prompt corrective action framework for remedial action on mismanaged commercial banks; and (iii) a policy for the merger or amalgamation of weak banks with stronger ones. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 2: 1.2 Bangladesh Bank issued two circulars on: (i) the formation of a bank's board of directors and responsibilities of its chairman and directors; and (ii) appointment of independent directors for banks along with their duties and responsibilities. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 3: 1.3 Bangladesh Bank issued: (i) rules on appointment of independent external auditors for banks to ensure integrity of information and disclosures; (ii) a circular setting the policy for banks to use only approved third party valuation firms for assessing valuation of loan collateral. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 4: 1.4 Bangladesh Bank issued a master circular for adoption of International Financial Reporting Standard (IFRS) 9 loan classification and provisioning norms and for phased compliance with IFRS9 standards. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 1: 1.1 Bangladesh Bank issued: (i) a circular on the appointment and responsibilities of managing directors or chief executive officers of banks to ensure integrity, accountability and effective performance management; (ii) a prompt corrective action framework for remedial action on mismanaged commercial banks; and (iii) a policy for the merger or amalgamation of weak banks with stronger ones. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: YPolicy 1: Strengthening regulatory supervision and corporate governance of banks. Outcome 2: Enhanced early warning system used by Bangladesh Bank in the continuous supervision of all licensed banks. Action 2: 1.2 Bangladesh Bank issued two circulars on: (i) the formation of a bank's board of directors and responsibilities of its chairman and directors; and (ii) appointment of independent directors for banks along with their duties and responsibilities. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 3: 1.3 Bangladesh Bank issued: (i) rules on appointment of independent external auditors for banks to ensure integrity of information and disclosures; (ii) a circular setting the policy for banks to use only approved third party valuation firms for assessing valuation of loan collateral. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 4: 1.4 Bangladesh Bank issued a master circular for adoption of International Financial Reporting Standard (IFRS) 9 loan classification and provisioning norms and for phased compliance with IFRS9 standards. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 1: 1.1 Bangladesh Bank issued: (i) a circular on the appointment and responsibilities of managing directors or chief executive officers of banks to ensure integrity, accountability and effective performance management; (ii) a prompt corrective action framework for remedial action on mismanaged commercial banks; and (iii) a policy for the merger or amalgamation of weak banks with stronger ones. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: YPolicy 1: Strengthening regulatory supervision and corporate governance of banks. Outcome 3: Bangladesh Bank will conduct on-site examination of at least 5 high risk banks under the risk-based supervision system with a focus on AML/CFT issues. Action 2: 1.2 Bangladesh Bank issued two circulars on: (i) the formation of a bank's board of directors and responsibilities of its chairman and directors; and (ii) appointment of independent directors for banks along with their duties and responsibilities. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 3: 1.3 Bangladesh Bank issued: (i) rules on appointment of independent external auditors for banks to ensure integrity of information and disclosures; (ii) a circular setting the policy for banks to use only approved third party valuation firms for assessing valuation of loan collateral. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 4: 1.4 Bangladesh Bank issued a master circular for adoption of International Financial Reporting Standard (IFRS) 9 loan classification and provisioning norms and for phased compliance with IFRS9 standards. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 1: 1.1 Bangladesh Bank issued: (i) a circular on the appointment and responsibilities of managing directors or chief executive officers of banks to ensure integrity, accountability and effective performance management; (ii) a prompt corrective action framework for remedial action on mismanaged commercial banks; and (iii) a policy for the merger or amalgamation of weak banks with stronger ones. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: YPolicy 1: Strengthening regulatory supervision and corporate governance of banks. Outcome 4: Stress testing was conducted in line with prevailing policies and regulations, on all banks, including domestic systemically important banks. Action 2: 1.2 Bangladesh Bank issued two circulars on: (i) the formation of a bank's board of directors and responsibilities of its chairman and directors; and (ii) appointment of independent directors for banks along with their duties and responsibilities. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 3: 1.3 Bangladesh Bank issued: (i) rules on appointment of independent external auditors for banks to ensure integrity of information and disclosures; (ii) a circular setting the policy for banks to use only approved third party valuation firms for assessing valuation of loan collateral. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 4: 1.4 Bangladesh Bank issued a master circular for adoption of International Financial Reporting Standard (IFRS) 9 loan classification and provisioning norms and for phased compliance with IFRS9 standards. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 1: Bangladesh Bank issued: (i) a circular to align with international norms, the classification of nonperforming loans by reducing the permitted overdue period to 90 days; (ii) a circular setting the policy on loan/investment write-off and recovery process that reduces the period for write-off of defaulted loans from 3 to 2 years. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: YPolicy 2: Strengthening asset quality and stability of the banking sector. Outcome 1: e. The state-owned and largest private banks establish Business Revival Units to facilitate sustainable economic revival of businesses and improve licensed banks' asset quality. Action 2: Bangladesh Bank issued: (i) an exit policy on one-time settlement for loans to expedite recovery/adjustment of nonperforming loans; (ii) a circular for setting up of willful defaulters' units in banks to identify and take action against willful defaulters. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 3: Bangladesh Bank issued a circular regarding adoption of alternative dispute resolution (ADR) mechanism to expedite the recovery of defaulted loans, which sets a target for each bank to recover at least 1% nonperforming loans through ADR mechanism. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 1: Bangladesh Bank issued: (i) a circular to align with international norms, the classification of nonperforming loans by reducing the permitted overdue period to 90 days; (ii) a circular setting the policy on loan/investment write-off and recovery process that reduces the period for write-off of defaulted loans from 3 to 2 years. Base year: 2023 Base value: N Target date: 2025-05-31 Target value: YPolicy 2: Strengthening asset quality and stability of the banking sector. Outcome 2: Credit information of all loans that will be sanctioned on movable assets by systemically important banks to be made available to the authority. Action 2: Bangladesh Bank issued: (i) an exit policy on one-time settlement for loans to expedite recovery/adjustment of nonperforming loans; (ii) a circular for setting up of willful defaulters' units in banks to identify and take action against willful defaulters. Base year: 2023 Base value: N Target date: 2025-05-31 Target value: Y Action 3: Bangladesh Bank issued a circular regarding adoption of alternative dispute resolution (ADR) mechanism to expedite the recovery of defaulted loans, which sets a target for each bank to recover at least 1% nonperforming loans through ADR mechanism. Base year: 2023 Base value: N Target date: 2025-05-31 Target value: Y Action 1: Parliament enacted the Payment and Settlement Systems Act, 2024 to protect consumer interest and safeguarding digital transactions from failed or fraudulent transactions. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: YPolicy 3: Enhancing inclusive finance. NA Action 2: Bangladesh Bank issued guidelines for issuing Prepaid Instrument by non-payment system entities to enhance customer protection. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 3: Bangladesh Bank issued: (i) a circular for banks on reporting of loans under the credit guarantee schemes to the credit information bureau; (ii) guidelines on licensing, operating and regulating private credit bureaus for better informed credit decisions. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 4: Bangladesh Bank issued a master circular on MSME financing to enhance access for MSMEs to affordable and inclusive financing. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 5: Bangladesh Bank issued: (i) a circular to enhance the ongoing refinancing scheme for marginal farmers and vulnerable sections to include women-led MSMEs, particularly those affected by flooding and recurring impact of climate change; (ii) a circular approving revised guidelines on stress testing model incorporating climate risk aspect incorporating climate risk aspect, for sensitivity analysis under constrained liquidity and credit conditions. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 1: Parliament enacted the Payment and Settlement Systems Act, 2024 to protect consumer interest and safeguarding digital transactions from failed or fraudulent transactions. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: YPolicy 3: Enhancing inclusive finance. NA Action 2: Bangladesh Bank issued guidelines for issuing Prepaid Instrument by non-payment system entities to enhance customer protection. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 3: Bangladesh Bank issued: (i) a circular for banks on reporting of loans under the credit guarantee schemes to the credit information bureau; (ii) guidelines on licensing, operating and regulating private credit bureaus for better informed credit decisions. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 4: Bangladesh Bank issued a master circular on MSME financing to enhance access for MSMEs to affordable and inclusive financing. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 5: Bangladesh Bank issued: (i) a circular to enhance the ongoing refinancing scheme for marginal farmers and vulnerable sections to include women-led MSMEs, particularly those affected by flooding and recurring impact of climate change; (ii) a circular approving revised guidelines on stress testing model incorporating climate risk aspect incorporating climate risk aspect, for sensitivity analysis under constrained liquidity and credit conditions. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 1: Parliament enacted the Payment and Settlement Systems Act, 2024 to protect consumer interest and safeguarding digital transactions from failed or fraudulent transactions. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: YPolicy 3: Enhancing inclusive finance. NA Action 2: Bangladesh Bank issued guidelines for issuing Prepaid Instrument by non-payment system entities to enhance customer protection. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 3: Bangladesh Bank issued: (i) a circular for banks on reporting of loans under the credit guarantee schemes to the credit information bureau; (ii) guidelines on licensing, operating and regulating private credit bureaus for better informed credit decisions. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 4: Bangladesh Bank issued a master circular on MSME financing to enhance access for MSMEs to affordable and inclusive financing. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 5: Bangladesh Bank issued: (i) a circular to enhance the ongoing refinancing scheme for marginal farmers and vulnerable sections to include women-led MSMEs, particularly those affected by flooding and recurring impact of climate change; (ii) a circular approving revised guidelines on stress testing model incorporating climate risk aspect incorporating climate risk aspect, for sensitivity analysis under constrained liquidity and credit conditions. Base year: 2024 Base value: N Target date: 2025-05-31 Target value: Y Action 1: Parliament enacted the Payment and Settlement Systems Act, 2024 to protect consumer interest and safeguarding digital transactions from failed or fraudulent transactions. Base year: 2023 Base value: N Target date: 2025-05-31 Target value: YPolicy 3: Enhancing inclusive finance. NA Action 2: Bangladesh Bank issued guidelines for issuing Prepaid Instrument by non-payment system entities to enhance customer protection. Base year: 2023 Base value: N Target date: 2025-05-31 Target value: Y Action 3: Bangladesh Bank issued: (i) a circular for banks on reporting of loans under the credit guarantee schemes to the credit information bureau; (ii) guidelines on licensing, operating and regulating private credit bureaus for better informed credit decisions. Base year: 2023 Base value: N Target date: 2025-05-31 Target value: Y Action 4: Bangladesh Bank issued a master circular on MSME financing to enhance access for MSMEs to affordable and inclusive financing. Base year: 2023 Base value: N Target date: 2025-05-31 Target value: Y Action 5: Bangladesh Bank issued: (i) a circular to enhance the ongoing refinancing scheme for marginal farmers and vulnerable sections to include women-led MSMEs, particularly those affected by flooding and recurring impact of climate change; (ii) a circular approving revised guidelines on stress testing model incorporating climate risk aspect incorporating climate risk aspect, for sensitivity analysis under constrained liquidity and credit conditions. Base year: 2023 Base value: N Target date: 2025-05-31 Target value: Y XM-DAC-46004-56291-001-LN4614Asian Development BankThe TVET Teachers for Future (TTF) program will support the Government of Bangladesh's Integrated TVET Development Action Plan (ITDAP), as envisaged in the Bangladesh Vision 2041 (Vision '41), the Perspective Plan of Bangladesh, 2021-2041 (PP2041) and the Eighth Five Year Plan, to improve equitable availability of qualified TVET teachers, especially outside of Dhaka. The TTF program aims to (i) expand inclusive provision of modern TVET teacher training; (ii) strengthen pedagogical and technical skills of TVET teachers and educators in modern and emerging technologies; and (iii) improve TVET teacher development, management, and reporting system. The program will benefit at least 10,000 new and existing TVET teachers within the program period and establish a system for continuous professional development that will substantially improve the quality and relevance of TVET in Bangladesh.Asian Development BankTechnical and Madrasah Education Division, Ministry of EducationAsian Development BankAsian Development BankGyawali, Smitahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=56291-001 (Approved)&officer= sgyawali@adb.org&division= Human and Social Development Sector Office (SD3-HSD)&projectcountry= BangladeshBangladesh23.89507 90.29226Governance and capacity developmentGender Equity and MainstreamingKnowledge solutionsInclusive economic growth150000000Asian Development BankTechnical and Madrasah Education Division, Ministry of Education0.00Asian Development BankTechnical and Madrasah Education Division, Ministry of Education0.00Asian Development BankTechnical and Madrasah Education Division, Ministry of Education0.00Asian Development BankTechnical and Madrasah Education Division, Ministry of Education0.00Asian Development BankTechnical and Madrasah Education Division, Ministry of Education0.00Asian Development BankTechnical and Madrasah Education Division, Ministry of Education0.00Asian Development BankTechnical and Madrasah Education Division, Ministry of Education0.00Asian Development BankTechnical and Madrasah Education Division, Ministry of Education0.00Asian Development BankTechnical and Madrasah Education Division, Ministry of Education0.00Asian Development BankTechnical and Madrasah Education Division, Ministry of Education0.00Asian Development BankTechnical and Madrasah Education Division, Ministry of Education15000000.00Asian Development BankTechnical and Madrasah Education Division, Ministry of Education0.00Asian Development BankTechnical and Madrasah Education Division, Ministry of EducationPerformanceFiduciaryOutput/s as listed by the project staff.Output: Inclusive provision of modern TVET teacher training expanded Indicator: Climate- and disaster-resilientc and GRSId public TVET teacher training facilities constructed: with classrooms and workshops that accommodate about 1,000 seats, and with at least 1,000 new dormitory beds (of which 25% are exclusively for women) (DLI 3) (2023 baseline: 340 seats for classrooms and workshops; and 200 beds, of which 20% exclusively for women) Progress/Status: As of June 2026, a total of 960 additional seats in climate- and disaster-resilient, GRSI public TVET teacher training facilities are under construction, including: - The Khulna TTTC's new academic building design has been finalized and approved. The design includes a new 400-seat facility (20% for women), and the dormitory design is in progress to accommodate 120 women teachers. EED is in the process of engaging contractors for civil work. - Civil works for vertical extensions at 8 Polytechnics and VTTIs is on-going, and expected to be completed by Dec 2026. A total of 560 seats in 8 Polytechnics and VTTIs will be added, with at least 25% of the seats are to be allocated for women. Source: DTE administrative data Data Source: Quarterly progress report Actual value: Output: Inclusive provision of modern TVET teacher training expanded Indicator: 4IR training center in Dhaka established and operationalized to initiate joint applied R&D projects with industries (DLI 3) Progress/Status: As of June 2026, the contractor for the vertical extension and renovation of Dhaka TTTC has been engaged. The establishment of an e-learning center has been completed. Other works including the 4IR lab is expected to be completed by June 2027. Source: DTE administrative data Data Source: Quarterly progress report Baseline year: 2023 Baseline value: Not applicable Baseline year: 2023 Baseline value: Not applicable Target year: 2029 Target value: 0Output: Inclusive provision of modern TVET teacher training expanded Indicator: Blended teaching and training system operationalized, with at least 20% of TVET teachers (20% of them women) in each administrative division completing at least one e-learning module (DLI 4) Progress/Status: As of June 2026, an e-learning center at Dhaka TTTC has been established, to operationalize blended teaching and learning. The planned training will be started from Sep 2026. Data Source: Quarterly progress report Baseline year: 2023 Baseline value: Not applicable Baseline year: 2023 Baseline value: Not applicable Target year: 2030 Target value: 20Output: Pedagogical and technical skills of TVET teachers and educators in modern and emerging technologies strengthened Indicator: At least 5,000 TVET teachers (including 1,000 female teachers) (cumulative) completed pedagogy training based on the updated training modules using revised curricula. Data Source: DTE database Baseline year: 2024 Baseline value: Not applicable Baseline year: 2024 Baseline value: Not applicable Target year: 2029 Target value: 1000Output: Pedagogical and technical skills of TVET teachers and educators in modern and emerging technologies strengthened Indicator: At least 5,000 TVET teachers (including 1,000 women) (cumulative) completed pedagogy training based on updated training modules aligned with revised curricula (DLI 5) Progress/Status: As of June 2026, TVET teacher training plan has been approved. The training will be implemented as per the approved plan. Source: DTE meeting minutes Data Source: DTE database Baseline year: 2023 Baseline value: Not applicable Baseline year: 2023 Baseline value: Not applicable Target year: 2029 Target value: 5000Output: Pedagogical and technical skills of TVET teachers and educators in modern and emerging technologies strengthened Indicator: Mentorship or industry immersion program completed for TVET teachers benefitting at least 1,500 teachers (including 15% female) (cumulative) Data Source: DTE database Baseline year: 2023 Baseline value: Not applicable Baseline year: 2023 Baseline value: Not applicable Target year: 2029 Target value: 15Output: Pedagogical and technical skills of TVET teachers and educators in modern and emerging technologies strengthened Indicator: Enrollment of TVET teachers in diploma or above technical education degrees increased to 400 (including 15% female) (cumulative) Data Source: DTE database Baseline year: 2023 Baseline value: Not applicable Baseline year: 2023 Baseline value: Not applicable Target year: 2029 Target value: 15Output: Pedagogical and technical skills of TVET teachers and educators in modern and emerging technologies strengthened Indicator: At least 10,000 TVET teachers (including 2,000 female teachers) (cumulative) completed upskilling or reskilling of their technical skills in five technology cluster courses including fourth industrial revolution and green skills based on the updated training Data Source: DTE database Baseline year: 2023 Baseline value: Not applicable Baseline year: 2023 Baseline value: Not applicable Target year: 2029 Target value: 2000Output: Pedagogical and technical skills of TVET teachers and educators in modern and emerging technologies strengthened Indicator: At least 10,000 TVET teachers (including 2,000 women) (cumulative) completed upskilling or reskilling of their technical skills in five technology cluster courses, including 4IR and green skills,e based on updated training modules aligned with revised curricula (DLI 5) Progress/Status: As of June 2026, TVET teacher training plan has been approved. The plan includes all types of training to be delivered under the TTF program. For upskilling or reskilling training in five technology cluster courses, the training modules will be updated, which will be started in Oct 2026. Source: DTE meeting minutes Data Source: DTE database Baseline year: 2023 Baseline value: Not applicable Baseline year: 2023 Baseline value: Not applicable Target year: 2030 Target value: 10000Output: Pedagogical and technical skills of TVET teachers and educators in modern and emerging technologies strengthened Indicator: Enrollment of TVET teachers in diploma or higher technical education degree courses increased to 400 (of which 15% women) (cumulative) Progress/Status: The activity will be started once the curriculum is updated in Y2 (FY 2026-27). Data Source: DTE database Actual value: Output: Pedagogical and technical skills of TVET teachers and educators in modern and emerging technologies strengthened Indicator: Mentorship or industry immersion program completed for TVET teachers benefiting at least 1,500 teachers (including 15% women) (cumulative) (DLI 6) Progress/Status: As of June 2026, the guidelines for industry immersion program have been approved. The industry immersion program following the guidelines will be started in Jan 2027, after the recruitment of a firm for technical support. Source: DTE meeting minutes Data Source: DTE database Baseline year: 2023 Baseline value: Not applicable Baseline year: 2023 Baseline value: Not applicable Target year: 2030 Target value: 1500Output: Pedagogical and technical skills of TVET teachers and educators in modern and emerging technologies strengthened Indicator: At least 10 joint applied R&D projects initiated by TVET teachers (inclusive of female teachers) with industries (DLI6) Progress/Status: As of June 2026, the guidelines for R&D grants have been approved. The implementation of the R&D projects will be started in alignment with the industry immersion program. A technical firm will be engaged to support the implementation. Source: DTE meeting minutes Data Source: DTE database Baseline year: 2023 Baseline value: Not applicable Baseline year: 2023 Baseline value: Not applicable Target year: 2029 Target value: 0Output: TVET teacher management, development, and reporting system improved Indicator: At least 5,000 (cumulative) vacant TVET teaching positions filled in public TVET institutes (DLI 1) Progress/Status: As of June 2026, a total of 3,709 TVET teachers (including 341 women) have joined public TVET institutions. Source: DTE TVET Teachers List as per Bangladesh Gazette (13 November 2024; 23 January 2025; and 10 February 2026), TMED, MoE; and the DTE database. Data Source: DTE database Baseline year: 2023 Baseline value: 12,034 Baseline year: 2023 Baseline value: 12,034 Target year: 2028 Target value: 5000Output: TVET teacher management, development, and reporting system improved Indicator: TVET TQF approved, and qualifications of at least 50% of male and 60% of female public TVET teachers assessed in line with newly approved TVET TQF (DLI 7) Progress/Status: As of June 2026, a plan for the development of TVET TQF has been approved. This will guide the TQF development process and assessment of teachers in line with it. The TQF preparation process is expected to start from Oct 2026. Source: Prior Result Verification Report. Data Source: Quarterly program report Baseline year: 2023 Baseline value: Not applicable Baseline year: 2023 Baseline value: Not applicable Target year: 2029 Target value: 50Output: TVET teacher management, development, and reporting system improved Indicator: At least two annual GRSI TVET performance reports generated and disseminated, and annual performance review meeting organized (DLI 8) Progress/Status: The activities related to this will be started in Year 2. Data Source: DTE sector performance report Baseline year: 2023 Baseline value: Not applicable Baseline year: 2023 Baseline value: Not applicable Target year: 2030 Target value: 2Output: TVET teacher management, development, and reporting system improved Indicator: Recurring audit observations accounted for less than 5.0% of total RBL program expenditures (DLI 8) Progress/Status: This will be updated once the annual audit is completed. Data Source: OCAG report Baseline year: 2023 Baseline value: Not applicable Baseline year: 2023 Baseline value: Not applicable Target year: 2030 Target value: 5Equitable availability of qualified TVET teachers improvedTotal number of teachers in public TVET institutions increased to about 7,000 with the number of female teachers increased to 1300. [2023 Baseline: 4,397 (including 762 females)] Progress/Status: As of June 2026, a total of 3,709 TVET teachers (including 341 women) have joined public TVET institutions. Source: DTE TVET Teachers List as per Bangladesh Gazette (13 November 2024; 23 January 2025; and 10 February 2026), TMED, MoE; and the DTE database. Data Source: DTE database Baseline value: 4,397TVET teacher participation rate in new TVET professional development courses reaches at least 40% at nationally (at least 25% in each of the eight administrative divisions) Progress/Status: The activities related to this are planned in Y2 and Y3. Data Source: DTE database Actual value: At least 5,000 TVET teachers (including 1,000 female) (cumulative) are certified under the newly approved TVET TQF Progress/Status: As of June 2026, a plan for the development of TVET TQF has been approved. This will guide the TQF development process and assessment of teachers in line with it. The TQF preparation process is expected to start from Oct 2026. Source: Prior Result Verification Report. Data Source: DTE database Actual value: XM-DAC-46004-42173-016-LN4124Asian Development BankThe project will provide more reliable and improved security of water supply in Dhaka by developing a new surface water supply scheme for supply augmentation, which includes the development of a water intake at Meghna River, a raw water transmission pipeline, a water treatment plant (WTP) at Gandharbpur with capacity of 500 million liters per day (MLD), a treated water transmission pipeline to the existing water supply network, and distribution reinforcements. The project will also include distribution network improvements to reduce nonrevenue water (NRW); and will improve the quality of water supply services, including support to low-income communities.Asian Development BankDhaka Water Supply and Sewerage AuthorityAsian Development BankAsian Development BankRoy, Amit Dattahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42173-013 (Active)&officer= adroy@adb.org&division= Water and Urban Development Sector Office (SD2-WUD)&projectcountry= BangladeshRupganj23.83 90.54Araihazar23.77 90.68Narayanganj District23.75 90.58333Dhaka District23.81093 90.36542Gulshan23.7917 90.4167Bishnadi23.72497 90.65757Gandharbapur23.76571 90.51697Mirpur23.99511 90.32359Dhaka23.7104 90.40744Badda23.86667 90.23333Environmentally sustainable growth Inclusive economic growthGender Equity and Mainstreaming Governance and capacity development PartnershipsEffective gender mainstreaming (EGM)50000000Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority4330578.73Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority2729717.60Asian Development BankDhaka Water Supply and Sewerage Authority1707893.91Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority1171431.12Asian Development BankDhaka Water Supply and Sewerage Authority2622630.39Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority189974.37Asian Development BankDhaka Water Supply and Sewerage Authority122717.59Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority0.00Asian Development BankDhaka Water Supply and Sewerage Authority189974.37Asian Development BankDhaka Water Supply and Sewerage AuthorityPerformanceFiduciaryOutput/s as listed by the project staff.Output: DWASA's management and administration capacity improved Indicator: Special management unit for the new surface water system established in DWASA by 2024 Achievement: Y Progress/Status: All consultants and NGOs mobilized: Management, Design and Supervision (for output 1); Management Supervision Consultants (for output 2); NGOs (for outputs- 1 and 2). O&M organizational setup has been approved by DWASA Board for recruitment of manpower which is under process of DWASA by forming a committee. Data Source: DWASA progress reports Baseline year: 2012 Baseline value: N Baseline year: 2012 Baseline value: N Target year: 2024 Target value: Y Actual value: YOutput: DWASA's management and administration capacity improved Indicator: At least 60 DWASA staff (including 12 female staff) reported increased knowledge on financial management and gender mainstreaming by 2025 Progress/Status: Trainings on financial management and gender mainstreaming are ongoing. Data Source: Pre- and post-training assessment Actual value: Output: DWASA's management and administration capacity improved Indicator: Project performance management system, with social and gender indicators and sex-disaggregated data, integrated with existing DWASA management information system by 2021 Achievement: Y Progress/Status: Achieved. Project performance management system is in place. Data Source: DWASA progress reports Baseline year: 2012 Baseline value: N Baseline year: 2012 Baseline value: N Target year: 2021 Target value: Y Actual value: YOutput: Empowerment of women and vulnerable groups in LICs supported Indicator: At least 1,000 community toilets and bathing chambers with separate units for males and females in LICs constructed Achievement: 1493 Progress/Status: Achieved. The construction of 358 units/WASH blocks comprised of 615 nos. community toilets and 377 nos. bathing facility under first 4 lots; and construction works of 220 units/WASH blocks comprised of 332 nos. community toilets and 229 nos. bathing facility under other 3 lots is completed. Ensured separate arrangement of 40% (578 Chambers) for males, 50% (723 Chambers) for females and 10% (144 Chambers) for vulnerable people of 29 LICs. Data Source: DWASA progress reportsOutput: Empowerment of women and vulnerable groups in LICs supported Indicator: Inclusive and gender-responsive coronavirus disease (COVID-19) risk communication strategy and emergency response plan developed and implemented Achievement: Y Progress/Status: Achieved. Development of communication strategy and emergency response plan has been prepared and implemented in 41 LICs. A total of 791 (Women- 72% and Men- 28%; including 2 Hizra) were participated in training on the emergency response plan in 37 LICs. Data Source: DWASA progress reports Baseline year: 2020 Baseline value: N Baseline year: 2020 Baseline value: N Target year: 2025 Target value: Y Actual value: YOutput: Empowerment of women and vulnerable groups in LICs supported Indicator: CBOs on the new facilities formed, with women comprising at least 40% of appointed leaders in the executive body Achievement: 56 Progress/Status: Achieved. Completed formation of 39 CBOs in 37 LICs comprised of 222 leadership Position in all Executive Body and covered 125 women (56%). Data Source: DWASA progress reportsOutput: Empowerment of women and vulnerable groups in LICs supported Indicator: 300 representatives of key stakeholder groups reported increased legal literacy on the rights of women and vulnerable groups Achievement: 488 Progress/Status: Achieved. Organized training of 9 batches with 488 Participants (Male: 103 & Female: 381, Hizra: 4) including CBO leaders, local representatives, DWASA Staff and Volunteers from 37 LICs. Data Source: DWASA's end line surveyOutput: Empowerment of women and vulnerable groups in LICs supported Indicator: At least 750 men and/or boys from schools and madrasahs (Islamic colleges) in pilot project areas reported increased awareness of and have expressed support for women empowerment and gender equality Achievement: 1072 Progress/Status: Achieved. Organized 7 Workshops with 1072 Participants comprised of 906 Boys, 166 Men. In addition, 149 Girls /Women participated in the workshops. Data Source: DWASA's end line surveyOutput: Existing distribution network in zone 6 strengthened Indicator: 376 km of water distribution network rehabilitated Achievement: 495.89 Progress/Status: Achieved. 495.89 km of water distribution network rehabilitated under 16 DMAs. Data Source: DWASA progress reportsOutput: Existing distribution network in zone 6 strengthened Indicator: 32,000 household and community connections covering at least 160,000 beneficiaries rehabilitated, including replacement of meters Achievement: 33,385 Progress/Status: Achieved. 33,385 household and community connections are rehabilitated, including replacement of meters. Data Source: DWASA progress reports Actual value: 33,385Output: Existing distribution network in zone 6 strengthened Indicator: 3,700 new or legalized household and community connections installed, including 17 in LICs Achievement: 3,988 Progress/Status: Achieved. 3,988 new or legalized household and community connections installed including LICs. Data Source: DWASA progress reports Actual value: 3,988Output: Existing distribution network in zone 6 strengthened Indicator: Public awareness on water use and conservation raised in all 16 district-metered areas Achievement: 16 Progress/Status: Achieved. Public awareness on water use and conservation raised in all 16 district-metered areas. Data Source: DWASA's end line surveysOutput: New surface water supply system developed Indicator: Water intake with capacity of 1,050 MLD constructed Achievement: 1050 Progress/Status: Physical works ongoing. About 97.91% progress is achieved to date. Data Source: DWASA's progress reportsOutput: New surface water supply system developed Indicator: 21.5 km raw water transmission pipeline laid Achievement: 20.90 Progress/Status: Physical works ongoing. About 98.24% transmission pipeline laid to date. About 20.90 km transmission pipe laying has been completed. Data Source: DWASA's progress reportsOutput: New surface water supply system developed Indicator: WTP with production capacity of 500 MLD constructed Progress/Status: Physical works ongoing. About 99.14% progress is achieved to date. Data Source: DWASA's progress reports Actual value: Output: New surface water supply system developed Indicator: 37 km of treated water transmission mains and primary distribution mains installed Achievement: 13.86 Progress/Status: Physical works ongoing. P-2: Approx. 13.86 km transmission mains (out of 14 km) are installed to date, which is 99.0%. P-3.1: Approx. 47.05% progress has been achieved to date (out of 23 km). Data Source: DWASA's progress reportsOutput: New surface water supply system developed Indicator: 43 km of treated water secondary distribution mains installed Progress/Status: Package 3.2: Approx. 57.05% progress has been achieved to date. Data Source: DWASA's progress reports Actual value: More reliable and improved security of water supply and sanitation in Dhaka achieved3 million people in zones 5, 6, 8, 9, and 10 received continuous water supply Progress/Status: Not due yet. All the major civil works contracts have been awarded and are under implementation. The new water supply system is expected to complete in Q2 2027. About 495.89 km pipeline under 16 district metered areas are completed. Data Source: DWASA surveys Actual value: Water supply pressure of at least one bar at consumer end achieved Progress/Status: Not due yet. Data Source: DWASA surveys Actual value: Dependence on groundwater in project areas reduced to 30% for sustainable water supply and greater resilience to climate change Progress/Status: Not due yet. Till date, dependence on groundwater reduced to 26% in Zone 5, and 7% in Zone 8. Data Source: DWASA surveys Actual value: 98% of water quality test results within DWASA distribution systems met country standards Progress/Status: Not due yet. Till date, 95% of water quality test results meet country standards. Data Source: Joint surveys of DWASA and Department of Environment Actual value: Nonrevenue water reduced to 15% or less in 16 district metered areas in zone 6 Progress/Status: Not due yet. Till date, nonrevenue water reduced to 5%. Data Source: DWASA surveys Actual value: At least 10,000 women and 1,000 vulnerable people in LICs received improved sanitation services Achievement: 24000 Progress/Status: Achieved. The construction of 358 units/WASH blocks comprised of 615 nos. community toilets and 377 nos. bathing facility under first 4 lots; and construction works of 220 units/WASH blocks comprised of 332 nos. community toilets and 229 nos. bathing facility under other 3 lots is completed. Ensured improved sanitation services for 20,000 women (50%) and 4,000 vulnerable people (10%) in 29 LICs. Data Source: DWASA surveys XM-DAC-46004-45207-002-LN4120Asian Development BankThe project is designed to realize the full production potential of large-scale irrigation schemes in Bangladesh. It will address the recurrent lack of sustainable management, operation, and maintenance (MOM) and increase water productivity by transferring MOM schemes to private operators and introducing innovative infrastructure modernization. The project will focus on modernizing the Muhuri Irrigation Project (MIP) in Chittagong division. It will also finance a feasibility study and detailed design for modernizing the GangesKobadak Irrigation Project in Khulna division and the Teesta Irrigation Project in Rangpur division.Asian Development BankBangladesh Water Development BoardAsian Development BankAsian Development BankRana, Md. Sohelhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=45207-002 (Closed)&officer= mrana@adb.org&division= Agriculture, Food, Nature, and Rural Development Sector Office (SD2-AFNR)&projectcountry= BangladeshBangladesh24 90Environmentally sustainable growth Inclusive economic growthGender Equity and Mainstreaming Governance and capacity development Knowledge solutions Private sector developmentEffective gender mainstreaming (EGM)13500000Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board71018.50Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board71018.50Asian Development BankBangladesh Water Development BoardPerformanceFiduciaryOutput/s as listed by the project staff.Output: Irrigation management and agriculture support services improved Indicator: At least 20% of farmers trained are women Data Source: PPP operator records, training reports Actual value: Output: Irrigation management and agriculture support services improved Indicator: Long-term performance-based lease contract signed for Muhuri Irrigation Project large-scale irrigation project. Achievement: Y Progress/Status: Achieved. Based on assessment of performance of the construction phase-irrigation management operator (C-IMO), public-private partnership (PPP) long term lease contractor was not recommended by the Independent Panel of Experts (IPOE), engaged by ADB. IPOE reviewed the existing system and recommended establishing a M-IMO Board instead for long-term irrigation management system for Muhuri Irrigation Project. BWDB prepared the guideline for M-IMO constitution which was not convergence with IPOE's proposal. Based on BWDB's proposal, which was agreed by ADB, a leasing framework guideline has been prepared by BWDB to leasing out the schemes to WMOs gradually. The guideline was approved by MOWR by September 2024. The first batch schemes (112 nos.) are signed on 31-Dec-2024. To date, a total of 130 schemes have been leased out. Data Source: Signed lease agreement Baseline year: 2013 Baseline value: Not applicable Baseline year: 2013 Baseline value: Not applicable Target year: 2024 Target value: Y Actual value: YOutput: Irrigation management and agriculture support services improved Indicator: Efficient irrigation management with 100% recovery of cost of management, operation, and maintenance for levels 2 and 3 achieved Achievement: 80 Progress/Status: Partially achieved. After successfully operation of 338 schemes, electricity charges have been recovered (Tk 44.30 lakhs) in last irrigation season from 2,800 ha. Data Source: Annual statements of cost recovery by PPP operators and government recordsOutput: Irrigation management and agriculture support services improved Indicator: 300 trained farmers (of whom 20% are women) adopted more productive irrigated agriculture methods. Achievement: 254 Progress/Status: Overachieved. 43 trainings were organized where 12,136 farmers including 2,399 females (20%) were trained. Data Source: PPP operator records, training reportsIrrigation system infrastructure rehabilitated and modernized.Output: Irrigation system infrastructure rehabilitated and modernized. Indicator: Muhuri Irrigation Project rehabilitated and modernized, covering 18,000 ha and comprising rehabilitation of one barrage and installation of 850 low-lift electric pump schemes with prepaid meters and piped tertiary distribution system. Achievement: 4000 Progress/Status: Partially achieved. 18,000 ha area has been modernized with piped tertiary distribution system. One barrage was rehabilitated. All the civil works with 850 irrigation schemes covering 18,000 ha of tertiary distribution system have been completed and 815 schemes are connected with electrification. The remaining 35 schemes will be electrified before next irrigation season. Last irrigation season, total 338 schemes were fully operational to irrigate the crop field. Data Source: BWDB, C-IMO records, and MIS dataOutput: Irrigation system infrastructure rehabilitated and modernized. Indicator: At least 5% of mobile water unit vendors employed are women Data Source: BWDB, C-IMO records, and MIS data Actual value: Output: Irrigation system infrastructure rehabilitated and modernized. Indicator: 373 km of canal drains re-excavated Data Source: BWDB, C-IMO records, and MIS data Actual value: Output: Irrigation system infrastructure rehabilitated and modernized. Indicator: one barrage rehabilitated Data Source: BWDB, C-IMO records, and MIS data Actual value: Output: Irrigation system infrastructure rehabilitated and modernized. Indicator: 850 low lift electric pump schemes with prepaid meters and piped tertiary distribution system Data Source: BWDB, C-IMO records, and MIS data Actual value: Output: Irrigation system infrastructure rehabilitated and modernized. Indicator: 17 km of coastal embankment repaired, 373 km of canal drains re-excavated Achievement: 0 Progress/Status: Achieved. A total of 17.75 km of coastal embankment have been rehabilitated and 373.00 km of canals have been re-excavated. Data Source: BWDB, C-IMO records, and MIS dataOutput: Irrigation system infrastructure rehabilitated and modernized. Indicator: At least 5% of construction workers employed are women Data Source: BWDB, C-IMO records, and MIS data Actual value: Output: Irrigation system infrastructure rehabilitated and modernized. Indicator: At least 2% of pump operators, 5% of mobile water unit vendors, and 5% construction workers employed are women Achievement: 8 Progress/Status: Achieved. In last irrigation season, 338 schemes were fully operated, and 28 female pump-operators (8%) were appointed. For rehabilitated and modernized MIP with construction workers, out of total 45,010 labor days, total women labor days were 2,700 (6%). The vendors have not been selected for prepaid water card vending machine. It will be achieved once the schemes will be leasing out to WMOs. Data Source: BWDB, C-IMO records, and MIS dataProductivity and sustainability of the Muhuri Irrigation Project increasedDry-season irrigation area in the Muhuri Irrigation Project increased by 60% to 18,000 ha. Achievement: 2560 Progress/Status: Dry season irrigation area has been increased to 18,000 ha. Data Source: BWDB project monitoring and evaluation reportsO&M funding (from farmers and government) increased to 100%. Achievement: 95 Progress/Status: Irrigation charges collected from 2,800 ha that was irrigated in last irrigation season. Data Source: Annual statements of cost recovery by PPP operators and government recordsAverage yield of irrigated winter paddy (boro) increased to 4 tons/ha. Achievement: 4 Progress/Status: In demonstration plots about 4 tons/ha based on last irrigation season. Data Source: BWDB annual reports for Muhuri Irrigation Project. XM-DAC-46004-52174-002-GRNT0837Asian Development BankADB's additional financing is expected to fill the resource gap and to support the medium-term needs. The committed funding by other donor agencies is mostly towards the humanitarian supports; hence, the gaps in the infrastructure for medium-term needs remain wide. The proposed second phase of the project is expected to finance the infrastructure for medium-term needs mainly and complement the above World Bank's project. Moreover, the government has requested urgent support from ADB to meet the immediate medical needs and mitigate the impact of the outbreak either through a new program or by extending the scope of the second phase of the project. The request includes (i) establishing isolation centers; (ii) ensuring sufficient supply of personal protective equipment and medical goods; (iii) bolstering diagnostic capabilities; (iv) establishing or strengthening emergency operations centers; (v) training health workers in case detection and management; (vi) enhancing risk communication; (vii) expanding disease surveillance in communities and points of entry; (viii) improving clinical management and health care services; and (ix) strengthening infection management and control.Asian Development BankDepartment of Public Health EngineeringLocal Government Engineering DepartmentRoads and Highways DepartmentAsian Development BankAsian Development BankKabir, Md. Humayunhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=52174-002 (Active)&officer= mkabir@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshTeknaf20.85829 92.29773Ukhiya21.245 92.13752Effective gender mainstreaming (EGM)Addressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityMaking cities more livable41400000Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering115376.50Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering3936255.65Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering248371.80Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering-248371.80Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering280000.00Asian Development BankDepartment of Public Health Engineering91013.00Asian Development BankDepartment of Public Health EngineeringPerformanceFiduciaryOutput/s as listed by the project staff.Output: Access Roads Improved Indicator: 25 km of internal roads and stairs (where required) with drainage facilities constructed by 2022 Achievement: 23 Progress/Status: Achieved, under the original project. Length decreased to 23 km. Construction of 23 km road (under 4 contracts) completed. Data Source: Periodic project progress reports prepared by the executing agency Output: Access Roads Improved Indicator: 35 km of rural roads to connect to food storage centers, food distribution centers, field hospitals, primary health care centers, cyclone shelters, and primary education centers reconstructed and rehabilitated by 2022 Achievement: 24 Progress/Status: Achieved, under the original project. Length decreased to 24 km. Construction of 24 km road (under 4 contracts) completed. Under the additional financing phase, construction of 12.7 km rural roads (under 2 contracts), is in progress. Data Source: Periodic project progress reports prepared by the executing agency Output: Access Roads Improved Indicator: 80.76 km of the road from Cox's Bazar to Teknaf resurfaced, including the improvement of critical sections (market areas and culverts) by 2024 Achievement: 50 Progress/Status: Under the original project, resurfacing of 50 km road from Cox's Bazar link road to Unchiprang completed. Under the additional financing phase, resurfacing the remaining 30 km road from Unchiprang to Teknaf (under 2 contracts) is in progress. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 16 multipurpose cyclone shelters constructed with sex disaggregated and disable friendly toilets and designated space for women, including pregnant women and lactating mothers Achievement: 10 Progress/Status: Under the original project, 10 multipurpose cyclone shelters constructed and handed over to beneficiaries. Under the additional financing phase, construction of 6 more cyclone shelters is in progress. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 4 large e-voucher shops for food distribution centers constructed and employed 10%-20% of women in the community Achievement: 4 Progress/Status: 4 large e-voucher shops for food distribution centers constructed under the original project and are in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 11 km storm water drainage network constructed Achievement: 11 Progress/Status: 11 km storm water drainage network constructed under the original project. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 200 lightning arresters installed Achievement: 400 Progress/Status: 400 lighting arresters installed under the original project. The component is dropped under the additional financing phase. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 12.7 km rural access roads rehabilitated to climate induced disaster-resilient design Progress/Status: Construction of rural access roads is in progress under 2 contract packages. Data Source: Periodic project progress reports prepared by the executing agency Actual value: Output: Energy sources provided Indicator: A 33/11 kV, 10 MVA substation constructed by 2021 Achievement: 1 Progress/Status: Achieved, under the original project. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Energy sources provided Indicator: A 50 km, ≤11 kV new distribution line constructed with 5 MVA distribution transformers installed by 2021 Achievement: 43 Progress/Status: Achieved (43 km distribution line), under the original project. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Energy sources provided Indicator: 2,000 new mini grid connected streetlights and 2,000 new standalone solar LED lights with built-in solar PV panels and battery banks installed by 2021 Achievement: 4000 Progress/Status: Achieved, under the original project. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Energy sources provided Indicator: 100 solar PV micro-grid systems installed at Balukhali, Kutupalong, Noyapara, Leda, and Shamlapur camps by 2021 Achievement: 100 Progress/Status: Achieved, under the original project. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 7 mobile water carriers for the distribution of potable water to the camps Achievement: 7 Progress/Status: 7 mobile water carriers (each 3,000 litres of capacity) supplied. Data Source: Periodic project progress reports prepared by the executing agency Output: Water supply and sanitation, and COVID-19 response improved Indicator: 700 community bathing facilities with running water for women constructed and maintained, of which 10%-20% of women are employed and involved. Achievement: 500 Progress/Status: 500 bathing facilities constructed and handed over under the original project. Under the additional financing phase, bids are under evaluation for 200 integrated WASH facilities, contract award of which is expected by 10 August 2023. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 40 mini piped water supply systems with production tube wells constructed Achievement: 40 Progress/Status: 40 mini piped water supply systems handed over to beneficiaries under the original project. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 8 integrated solid waste management facilities constructed, and a collection system established Achievement: 1 Progress/Status: Under the original project, construction of 5 integrated solid waste management facilities completed. Preparation of bidding document for 1 more facility under the additional financing phase is in progress. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 4 small surface water treatment plants constructed or expanded Achievement: 1 Progress/Status: Under the original project, 3 WTP are completed and 1 is in progress. Preparation of bidding document for 1 more WTP under the additional financing phase is in progress. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 4 health care facilities for SARI-ITC (1 in Teknaf, 1 in Leda or Cox's Bazar, 1 in camp 2W, and 1 in camp 2E) upgraded and operationalized, with segregated spaces for women patients Progress/Status: MOU between DPHE and UNICEF signed on 14 December 2022. Operation ongoing. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHO Actual value: Output: Water supply and sanitation, and COVID-19 response improved Indicator: 6 primary health care centers and/or diagnostic facilities in 2 upazilas upgraded or expanded Progress/Status: Signing of MOU between DPHE and UNFPA is in progress. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHO Actual value: Output: Water supply and sanitation, and COVID-19 response improved Indicator: 1,000 gender-responsive PPE sets procured and distributed to women and girls Progress/Status: Signing of MOU between DPHE and UNFPA is in progress. DPHE to procure the equipment. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHO Actual value: Output: Water supply and sanitation, and COVID-19 response improved Indicator: Operational and logistics support, and facilities for diagnosis, infection prevention and control, and surveillance at points of entry in at least 4 selected health care facilities upgraded or expanded Progress/Status: MOU between DPHE and IOM signed on 25 January 2023. Operation ongoing. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHO Actual value: Output: Water supply and sanitation, and COVID-19 response improved Indicator: At least 250 health care workers (30% women) in Cox's Bazar District increased skills on conducting proper diagnosis, infection prevention and control, and surveillance at points of entry to health facilities Progress/Status: Signing of MOU between DPHE and WHO is in progress. Data Source: Pre- and post-training assessment Actual value: Output: Water supply and sanitation, and COVID-19 response improved Indicator: 2 semipermanent community centers led by women established Progress/Status: Signing of MOU between DPHE and UNFPA is in progress. LGED to initiate the bidding for construction of the facilities. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHO Actual value: Output: Water supply and sanitation, and COVID-19 response improved Indicator: 1 multipurpose disaster-resilient isolation center constructed at ICDDR, B (SARI-ITC) Progress/Status: The works package for upgradation of health facilities is at the bidding stage. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHO Actual value: Living and health conditions, safety, and resilience of displaced persons improved.Reported cases of waterborne diseases decreased by 20%. Progress/Status: Baseline data refers to 192,560 cases. Not yet due. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: 400 ha in project area protected from flood during monsoon. Progress/Status: Baseline data refers to 0 ha. Not yet due. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: At least 90% of households in project area connected to solar electricity. Progress/Status: 11% household connected. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: Average travel time to transport relief goods and services to campsites. Progress/Status: Baseline data refers to 2.5 hours. Not yet due. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: At least 90% of suspected COVID-19 cases in the camps are reported, investigated, and treated. Progress/Status: Baseline data refers to 0 cases. Not yet due. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: XM-DAC-46004-52174-002-LN4192Asian Development BankADB's additional financing is expected to fill the resource gap and to support the medium-term needs. The committed funding by other donor agencies is mostly towards the humanitarian supports; hence, the gaps in the infrastructure for medium-term needs remain wide. The proposed second phase of the project is expected to finance the infrastructure for medium-term needs mainly and complement the above World Bank's project. Moreover, the government has requested urgent support from ADB to meet the immediate medical needs and mitigate the impact of the outbreak either through a new program or by extending the scope of the second phase of the project. The request includes (i) establishing isolation centers; (ii) ensuring sufficient supply of personal protective equipment and medical goods; (iii) bolstering diagnostic capabilities; (iv) establishing or strengthening emergency operations centers; (v) training health workers in case detection and management; (vi) enhancing risk communication; (vii) expanding disease surveillance in communities and points of entry; (viii) improving clinical management and health care services; and (ix) strengthening infection management and control.Asian Development BankDepartment of Public Health EngineeringLocal Government Engineering DepartmentRoads and Highways DepartmentAsian Development BankAsian Development BankKabir, Md. Humayunhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=52174-002 (Active)&officer= mkabir@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshTeknaf20.85829 92.29773Ukhiya21.245 92.13752Effective gender mainstreaming (EGM)Addressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityMaking cities more livable30000000Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering66854.40Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering80085.74Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering80085.75Asian Development BankDepartment of Public Health EngineeringPerformanceFiduciaryOutput/s as listed by the project staff.Output: Access Roads Improved Indicator: 25 km of internal roads and stairs (where required) with drainage facilities constructed by 2022 Achievement: 23 Progress/Status: Achieved, under the original project. Length decreased to 23 km. Construction of 23 km road (under 4 contracts) completed. Data Source: Periodic project progress reports prepared by the executing agency Output: Access Roads Improved Indicator: 35 km of rural roads to connect to food storage centers, food distribution centers, field hospitals, primary health care centers, cyclone shelters, and primary education centers reconstructed and rehabilitated by 2022 Achievement: 24 Progress/Status: Achieved, under the original project. Length decreased to 24 km. Construction of 24 km road (under 4 contracts) completed. Under the additional financing phase, construction of 12.7 km rural roads (under 2 contracts), is in progress. Data Source: Periodic project progress reports prepared by the executing agency Output: Access Roads Improved Indicator: 80.76 km of the road from Cox's Bazar to Teknaf resurfaced, including the improvement of critical sections (market areas and culverts) by 2024 Achievement: 50 Progress/Status: Under the original project, resurfacing of 50 km road from Cox's Bazar link road to Unchiprang completed. Under the additional financing phase, resurfacing the remaining 30 km road from Unchiprang to Teknaf (under 2 contracts) is in progress. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 16 multipurpose cyclone shelters constructed with sex disaggregated and disable friendly toilets and designated space for women, including pregnant women and lactating mothers Achievement: 10 Progress/Status: Under the original project, 10 multipurpose cyclone shelters constructed and handed over to beneficiaries. Under the additional financing phase, construction of 6 more cyclone shelters is in progress. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 4 large e-voucher shops for food distribution centers constructed and employed 10%-20% of women in the community Achievement: 4 Progress/Status: 4 large e-voucher shops for food distribution centers constructed under the original project and are in operation. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 11 km storm water drainage network constructed Achievement: 11 Progress/Status: 11 km storm water drainage network constructed under the original project. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 200 lightning arresters installed Achievement: 400 Progress/Status: 400 lighting arresters installed under the original project. The component is dropped under the additional financing phase. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Disaster risk management strengthened Indicator: 12.7 km rural access roads rehabilitated to climate induced disaster-resilient design Progress/Status: Construction of rural access roads is in progress under 2 contract packages. Data Source: Periodic project progress reports prepared by the executing agency Actual value: Output: Energy sources provided Indicator: A 33/11 kV, 10 MVA substation constructed by 2021 Achievement: 1 Progress/Status: Achieved, under the original project. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Energy sources provided Indicator: A 50 km, ≤11 kV new distribution line constructed with 5 MVA distribution transformers installed by 2021 Achievement: 43 Progress/Status: Achieved (43 km distribution line), under the original project. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Energy sources provided Indicator: 2,000 new mini grid connected streetlights and 2,000 new standalone solar LED lights with built-in solar PV panels and battery banks installed by 2021 Achievement: 4000 Progress/Status: Achieved, under the original project. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Energy sources provided Indicator: 100 solar PV micro-grid systems installed at Balukhali, Kutupalong, Noyapara, Leda, and Shamlapur camps by 2021 Achievement: 100 Progress/Status: Achieved, under the original project. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 7 mobile water carriers for the distribution of potable water to the camps Achievement: 7 Progress/Status: 7 mobile water carriers (each 3,000 litres of capacity) supplied. Data Source: Periodic project progress reports prepared by the executing agency Output: Water supply and sanitation, and COVID-19 response improved Indicator: 700 community bathing facilities with running water for women constructed and maintained, of which 10%-20% of women are employed and involved. Achievement: 500 Progress/Status: 500 bathing facilities constructed and handed over under the original project. Under the additional financing phase, bids are under evaluation for 200 integrated WASH facilities, contract award of which is expected by 10 August 2023. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 40 mini piped water supply systems with production tube wells constructed Achievement: 40 Progress/Status: 40 mini piped water supply systems handed over to beneficiaries under the original project. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 8 integrated solid waste management facilities constructed, and a collection system established Achievement: 1 Progress/Status: Under the original project, construction of 5 integrated solid waste management facilities completed. Preparation of bidding document for 1 more facility under the additional financing phase is in progress. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 4 small surface water treatment plants constructed or expanded Achievement: 1 Progress/Status: Under the original project, 3 WTP are completed and 1 is in progress. Preparation of bidding document for 1 more WTP under the additional financing phase is in progress. Data Source: Periodic project progress reports prepared by the executing agencyOutput: Water supply and sanitation, and COVID-19 response improved Indicator: 4 health care facilities for SARI-ITC (1 in Teknaf, 1 in Leda or Cox's Bazar, 1 in camp 2W, and 1 in camp 2E) upgraded and operationalized, with segregated spaces for women patients Progress/Status: MOU between DPHE and UNICEF signed on 14 December 2022. Operation ongoing. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHO Actual value: Output: Water supply and sanitation, and COVID-19 response improved Indicator: 6 primary health care centers and/or diagnostic facilities in 2 upazilas upgraded or expanded Progress/Status: Signing of MOU between DPHE and UNFPA is in progress. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHO Actual value: Output: Water supply and sanitation, and COVID-19 response improved Indicator: 1,000 gender-responsive PPE sets procured and distributed to women and girls Progress/Status: Signing of MOU between DPHE and UNFPA is in progress. DPHE to procure the equipment. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHO Actual value: Output: Water supply and sanitation, and COVID-19 response improved Indicator: Operational and logistics support, and facilities for diagnosis, infection prevention and control, and surveillance at points of entry in at least 4 selected health care facilities upgraded or expanded Progress/Status: MOU between DPHE and IOM signed on 25 January 2023. Operation ongoing. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHO Actual value: Output: Water supply and sanitation, and COVID-19 response improved Indicator: At least 250 health care workers (30% women) in Cox's Bazar District increased skills on conducting proper diagnosis, infection prevention and control, and surveillance at points of entry to health facilities Progress/Status: Signing of MOU between DPHE and WHO is in progress. Data Source: Pre- and post-training assessment Actual value: Output: Water supply and sanitation, and COVID-19 response improved Indicator: 2 semipermanent community centers led by women established Progress/Status: Signing of MOU between DPHE and UNFPA is in progress. LGED to initiate the bidding for construction of the facilities. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHO Actual value: Output: Water supply and sanitation, and COVID-19 response improved Indicator: 1 multipurpose disaster-resilient isolation center constructed at ICDDR, B (SARI-ITC) Progress/Status: The works package for upgradation of health facilities is at the bidding stage. Data Source: Periodic project progress reports prepared by the executing agency, monitoring report from IOM, UNFPA, UNHCR, UNICEF, and WHO Actual value: Living and health conditions, safety, and resilience of displaced persons improved.Reported cases of waterborne diseases decreased by 20%. Progress/Status: Baseline data refers to 192,560 cases. Not yet due. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: 400 ha in project area protected from flood during monsoon. Progress/Status: Baseline data refers to 0 ha. Not yet due. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: At least 90% of households in project area connected to solar electricity. Progress/Status: 11% household connected. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: Average travel time to transport relief goods and services to campsites. Progress/Status: Baseline data refers to 2.5 hours. Not yet due. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: At least 90% of suspected COVID-19 cases in the camps are reported, investigated, and treated. Progress/Status: Baseline data refers to 0 cases. Not yet due. Data Source: Executing agency reports, evaluation reports, UN agencies' situation reports, and other evaluation reports Actual value: XM-DAC-46004-39295-013-LN3550Asian Development BankThe 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.Asian Development BankDepartment of Public Health EngineeringLocal Government Engineering DepartmentAsian Development BankAsian Development BankRoy, Amit Dattahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=39295-013 (Active)&officer= adroy@adb.org&division= Water and Urban Development Sector Office (SG-WUD)&projectcountry= BangladeshBangladesh24 90Environmentally sustainable growth Inclusive economic growthGender Equity and MainstreamingInclusive economic growthGovernance and capacity developmentPartnerships100000000Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering1875474.25Asian Development BankDepartment of Public Health Engineering378436.28Asian Development BankDepartment of Public Health Engineering106803.90Asian Development BankDepartment of Public Health Engineering2226927.33Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering2296360.06Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering2066101.66Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering2027439.63Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health EngineeringPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: Installation of 60,000 individual meters for water supply Achievement: 19425 Data Source: Annual reports issued by pourashavas and LGEDOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: 300 kilometers of drains built or improved Achievement: 143 Progress/Status: Totally 553 km of drains have been built or improved. Data Source: Annual reports issued by pourashavas and LGEDOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: By 2021: 600 kilometers of roads improved or rehabilitated Achievement: 131 Progress/Status: in total, 1,658 km of roads have been improved or rehabilitated. In addition, 242 km of road-side footpaths have been developed. Data Source: Annual reports issued by pourashavas and LGEDOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: Slum improvement subprojects are completed in all project towns that have slums Achievement: Y Progress/Status: Contracts of 35 slum improvement sub-projects were completed in 35 PSs in 296 slums and 100% works have been completed. Data Source: Annual reports issued by pourashavas and LGED Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2021 Target value: Y Actual value: YOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: 180 km of pipes installed or upgraded water supply Achievement: 24 Progress/Status: 399 km pipelines are installed, and 89,638 households are connected with individual water supply meters. Data Source: Annual reports issued by pourashavas and LGEDOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: Sludge management facilities built in 14 project towns Achievement: 14 Progress/Status: Fecal Sludge Management (FSM) facilities combinedly being implemented with sanitary landfills packages by 23 packages and all FSM facilities have been completed and operational. Data Source: Annual reports issued by pourashavas and LGEDOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: Solid waste disposal sites built or improved in 20 towns (total capacity 200 tons/day) Achievement: 15 Progress/Status: 26 Solid Waste Disposal Sites (Sanitary Landfills) packages in 26 project towns have been completed with total capacity of 300 tons/day. Data Source: Annual reports issued by pourashavas and LGEDOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: Climate issues considered in designing 80% of subprojects and incorporated if found necessary Achievement: 80 Progress/Status: Climate issues considered in designing more than 80% subprojects and relevant parameters incorporated in the pertinent design, based on the need. Data Source: Annual reports issued by pourashavas and LGEDOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: Approximately 15,000 tons of CO2 emission reduced Achievement: 15,000 Progress/Status: More than 15,000 tons of CO2 emission reduced due to implement of solid waste management facilities and tree plantation in project pourashavas. Data Source: Annual reports issued by pourashavas and LGED Actual value: 15,000Output: 2. Improved capacity of pourashavas in urban service delivery, planning, and financial management Indicator: TLCCs (target: at least 33% women) and WLCCs (target: 40% women) formed in 35 towns by 2017 (baseline: 5 towns) Achievement: 0 Progress/Status: TLCCs and WLCCs were formed in 36 towns (35 project town and one fully GOB funded pourashava: Tungipara pourashava) by 2017 with targets of women participation achieved at 34.38%, and 40.13%, respectively. Data Source: Annual reports issued by pourashavas and LGEDOutput: 2. Improved capacity of pourashavas in urban service delivery, planning, and financial management Indicator: Urban master plans developed through gender-inclusive processes gazetted in 35 towns by 2020 (baseline: zero) Achievement: 1 Progress/Status: Urban master plans developed through gender-inclusive processes in 17 towns. The remaining pourashavas' master plans were developed by other projects of LGED. The plans are approved by the Pourashavas. Data Source: Gazetted urban master plansOutput: 2. Improved capacity of pourashavas in urban service delivery, planning, and financial management Indicator: WCA and PRSI standing committees operational in 35 towns by 2017 (Target: 40% women representation; baseline: zero) Achievement: 0 Progress/Status: WCA and PRSI standing committees are operational in 36 towns and 40% women representation was ensured in each committee. Data Source: Annual reports issued by pourashavasOutput: 2. Improved capacity of pourashavas in urban service delivery, planning, and financial management Indicator: PDP, GAP and PRAP approved in 35 towns by 2017 (baseline: 5 towns) Achievement: 0 Progress/Status: PDP, GAP, and PRAP approved for 36 towns. Data Source: Approved PDP, GAP, and PRAPOutput: 2. Improved capacity of pourashavas in urban service delivery, planning, and financial management Indicator: Annual O&M plan approved and own budget allocated for implementation in 35 towns by 2018 (baseline: 5 towns) Achievement: 0 Progress/Status: Annual O&M plan has been approved and own budget has been allocated for implementation in 36 project towns. Data Source: Annual reports issued by pourashavas and LGEDOutput: 2. Improved capacity of pourashavas in urban service delivery, planning, and financial management Indicator: Computerized tax records and billing system made functional in 35 towns by 2019 (baseline: 18 towns) Achievement: 0 Progress/Status: Computerized tax records and billing systems have been made functional in 36 project towns. Data Source: Annual reports issued by pourashavasOutput: 2. Improved capacity of pourashavas in urban service delivery, planning, and financial management Indicator: Top-performing pourashavas under Window B awarded for subproject funding by LGD by 2018 Achievement: y Progress/Status: 20 Pourashavas under Window B were selected by LGD for subproject funding by 2017. Data Source: Evaluation reports issued by LGD Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2018 Target value: Y Actual value: yOutput: 3. Project management and administration system in place Indicator: PMO and PIUs established with core staff appointed by August 2017 Achievement: y Progress/Status: PMU and PIUs established with core staff appointed in 36 PSs (35 PSs under ADB and OFID and one Tungipara Pourashava is under GoB funded town). Data Source: Reports issued by LGED Baseline value: N Baseline value: N Target year: 2017 Target value: Y Actual value: yOutput: 3. Project management and administration system in place Indicator: Quarterly progress reports and audit reports meet ADB requirements and submitted on time beginning Q4 2014 Achievement: y Progress/Status: Quarterly progress reports and audit reports meet ADB requirements and submitted on time beginning Q4 of 2014. Data Source: Reports and audit reports issued by LGED and FAPAD Baseline value: N Baseline value: N Target year: 2021 Target value: Y Actual value: yOutput: 3. Project management and administration system in place Indicator: Project is implemented on time and within budget Achievement: y Progress/Status: Project was being implemented on time and within the budget. Project closing time has been extended by two year for Loan 3142 and one year for Loan 3550/3551 up to 31 December 2022 while Loan 8285 has been extended up to 30 April 2023. Data Source: Quarterly progress reports issued by LGED Baseline value: N Baseline value: N Target year: 2021 Target value: Y Actual value: yOutput: 3. Project management and administration system in place Indicator: All relevant staff oriented on gender and trained on collection and monitoring of sex-disaggregated data by 2018 Achievement: y Progress/Status: All relevant staff oriented on gender and trained on collection and monitoring of sex-disaggregated data. Data Source: Reports issued by LGED Baseline value: N Baseline value: N Target year: 2018 Target value: Y Actual value: yImproved municipal service delivery and urban governance in project townsBy 2021: 60,000 households have new or improved access to piped water supply Achievement: 25717 Progress/Status: 89,638 households (HHs) received connections of new or improved access to piped water supply system with water meters. Data Source: For all indicators: project-specific monitoring and evaluation survey (reports issued by pourashavas and LGED)60,000 households have improved solid waste collection services (at least twice a week) Achievement: 90000 Progress/Status: 1,30,000 HHs in 26 project towns were under the benefit net. Construction works of Solid Waste Management (SWM) were completed in 26 Pourashavas and all the SWM facilities are in operational. Data Source: Project-specific monitoring and evaluation survey (reports issued by pourashavas and LGED)85% holding tax collection efficiency achieved in 29 project towns (baseline: 5 towns) Achievement: 0 Progress/Status: Average holding tax collection efficiency was achieved in all pourashavas (PSs). In FY 2023-2024, the collection efficiency was about 87%. Data Source: Project-specific monitoring and evaluation survey (reports issued by pourashavas and LGED)Pourashava-specific GAPs have at least 1% municipal revenue budget earmarked for implementation, of which 50% spent (target: 23 project towns; baseline: 5 project towns) Achievement: 6 Progress/Status: Achieved in all 35 Window A towns (except Mymensingh City Corporation). At least 1% municipal revenue budget earmarked for implementation, of which 74% (of the given 1%) have been spent in 35 PSs in FY2023-24. Data Source: Project-specific monitoring and evaluation survey (reports issued by pourashavas and LGED) XM-DAC-46004-39295-013-LN3551Asian Development BankThe 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.Asian Development BankDepartment of Public Health EngineeringLocal Government Engineering DepartmentAsian Development BankAsian Development BankRoy, Amit Dattahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=39295-013 (Active)&officer= adroy@adb.org&division= Water and Urban Development Sector Office (SG-WUD)&projectcountry= BangladeshBangladesh24 90Environmentally sustainable growth Inclusive economic growthGender Equity and MainstreamingInclusive economic growthGovernance and capacity developmentPartnerships100000000Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering1060924.27Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering2500000.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering2420689.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering837424.90Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering819910.31Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health Engineering0.00Asian Development BankDepartment of Public Health EngineeringPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: Installation of 60,000 individual meters for water supply Achievement: 19425 Data Source: Annual reports issued by pourashavas and LGEDOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: 300 kilometers of drains built or improved Achievement: 143 Progress/Status: Totally 553 km of drains have been built or improved. Data Source: Annual reports issued by pourashavas and LGEDOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: By 2021: 600 kilometers of roads improved or rehabilitated Achievement: 131 Progress/Status: in total, 1,658 km of roads have been improved or rehabilitated. In addition, 242 km of road-side footpaths have been developed. Data Source: Annual reports issued by pourashavas and LGEDOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: Slum improvement subprojects are completed in all project towns that have slums Achievement: Y Progress/Status: Contracts of 35 slum improvement sub-projects were completed in 35 PSs in 296 slums and 100% works have been completed. Data Source: Annual reports issued by pourashavas and LGED Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2021 Target value: Y Actual value: YOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: 180 km of pipes installed or upgraded water supply Achievement: 24 Progress/Status: 399 km pipelines are installed, and 89,638 households are connected with individual water supply meters. Data Source: Annual reports issued by pourashavas and LGEDOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: Sludge management facilities built in 14 project towns Achievement: 14 Progress/Status: Fecal Sludge Management (FSM) facilities combinedly being implemented with sanitary landfills packages by 23 packages and all FSM facilities have been completed and operational. Data Source: Annual reports issued by pourashavas and LGEDOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: Solid waste disposal sites built or improved in 20 towns (total capacity 200 tons/day) Achievement: 15 Progress/Status: 26 Solid Waste Disposal Sites (Sanitary Landfills) packages in 26 project towns have been completed with total capacity of 300 tons/day. Data Source: Annual reports issued by pourashavas and LGEDOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: Climate issues considered in designing 80% of subprojects and incorporated if found necessary Achievement: 80 Progress/Status: Climate issues considered in designing more than 80% subprojects and relevant parameters incorporated in the pertinent design, based on the need. Data Source: Annual reports issued by pourashavas and LGEDOutput: 1. Municipal infrastructure improved and made gender and climate responsive Indicator: Approximately 15,000 tons of CO2 emission reduced Achievement: 15,000 Progress/Status: More than 15,000 tons of CO2 emission reduced due to implement of solid waste management facilities and tree plantation in project pourashavas. Data Source: Annual reports issued by pourashavas and LGED Actual value: 15,000Output: 2. Improved capacity of pourashavas in urban service delivery, planning, and financial management Indicator: TLCCs (target: at least 33% women) and WLCCs (target: 40% women) formed in 35 towns by 2017 (baseline: 5 towns) Achievement: 0 Progress/Status: TLCCs and WLCCs were formed in 36 towns (35 project town and one fully GOB funded pourashava: Tungipara pourashava) by 2017 with targets of women participation achieved at 34.38%, and 40.13%, respectively. Data Source: Annual reports issued by pourashavas and LGEDOutput: 2. Improved capacity of pourashavas in urban service delivery, planning, and financial management Indicator: Urban master plans developed through gender-inclusive processes gazetted in 35 towns by 2020 (baseline: zero) Achievement: 1 Progress/Status: Urban master plans developed through gender-inclusive processes in 17 towns. The remaining pourashavas' master plans were developed by other projects of LGED. The plans are approved by the Pourashavas. Data Source: Gazetted urban master plansOutput: 2. Improved capacity of pourashavas in urban service delivery, planning, and financial management Indicator: WCA and PRSI standing committees operational in 35 towns by 2017 (Target: 40% women representation; baseline: zero) Achievement: 0 Progress/Status: WCA and PRSI standing committees are operational in 36 towns and 40% women representation was ensured in each committee. Data Source: Annual reports issued by pourashavasOutput: 2. Improved capacity of pourashavas in urban service delivery, planning, and financial management Indicator: PDP, GAP and PRAP approved in 35 towns by 2017 (baseline: 5 towns) Achievement: 0 Progress/Status: PDP, GAP, and PRAP approved for 36 towns. Data Source: Approved PDP, GAP, and PRAPOutput: 2. Improved capacity of pourashavas in urban service delivery, planning, and financial management Indicator: Annual O&M plan approved and own budget allocated for implementation in 35 towns by 2018 (baseline: 5 towns) Achievement: 0 Progress/Status: Annual O&M plan has been approved and own budget has been allocated for implementation in 36 project towns. Data Source: Annual reports issued by pourashavas and LGEDOutput: 2. Improved capacity of pourashavas in urban service delivery, planning, and financial management Indicator: Computerized tax records and billing system made functional in 35 towns by 2019 (baseline: 18 towns) Achievement: 0 Progress/Status: Computerized tax records and billing systems have been made functional in 36 project towns. Data Source: Annual reports issued by pourashavasOutput: 2. Improved capacity of pourashavas in urban service delivery, planning, and financial management Indicator: Top-performing pourashavas under Window B awarded for subproject funding by LGD by 2018 Achievement: y Progress/Status: 20 Pourashavas under Window B were selected by LGD for subproject funding by 2017. Data Source: Evaluation reports issued by LGD Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2018 Target value: Y Actual value: yOutput: 3. Project management and administration system in place Indicator: PMO and PIUs established with core staff appointed by August 2017 Achievement: y Progress/Status: PMU and PIUs established with core staff appointed in 36 PSs (35 PSs under ADB and OFID and one Tungipara Pourashava is under GoB funded town). Data Source: Reports issued by LGED Baseline value: N Baseline value: N Target year: 2017 Target value: Y Actual value: yOutput: 3. Project management and administration system in place Indicator: Quarterly progress reports and audit reports meet ADB requirements and submitted on time beginning Q4 2014 Achievement: y Progress/Status: Quarterly progress reports and audit reports meet ADB requirements and submitted on time beginning Q4 of 2014. Data Source: Reports and audit reports issued by LGED and FAPAD Baseline value: N Baseline value: N Target year: 2021 Target value: Y Actual value: yOutput: 3. Project management and administration system in place Indicator: Project is implemented on time and within budget Achievement: y Progress/Status: Project was being implemented on time and within the budget. Project closing time has been extended by two year for Loan 3142 and one year for Loan 3550/3551 up to 31 December 2022 while Loan 8285 has been extended up to 30 April 2023. Data Source: Quarterly progress reports issued by LGED Baseline value: N Baseline value: N Target year: 2021 Target value: Y Actual value: yOutput: 3. Project management and administration system in place Indicator: All relevant staff oriented on gender and trained on collection and monitoring of sex-disaggregated data by 2018 Achievement: y Progress/Status: All relevant staff oriented on gender and trained on collection and monitoring of sex-disaggregated data. Data Source: Reports issued by LGED Baseline value: N Baseline value: N Target year: 2018 Target value: Y Actual value: yImproved municipal service delivery and urban governance in project townsBy 2021: 60,000 households have new or improved access to piped water supply Achievement: 25717 Progress/Status: 89,638 households (HHs) received connections of new or improved access to piped water supply system with water meters. Data Source: For all indicators: project-specific monitoring and evaluation survey (reports issued by pourashavas and LGED)60,000 households have improved solid waste collection services (at least twice a week) Achievement: 90000 Progress/Status: 1,30,000 HHs in 26 project towns were under the benefit net. Construction works of Solid Waste Management (SWM) were completed in 26 Pourashavas and all the SWM facilities are in operational. Data Source: Project-specific monitoring and evaluation survey (reports issued by pourashavas and LGED)85% holding tax collection efficiency achieved in 29 project towns (baseline: 5 towns) Achievement: 0 Progress/Status: Average holding tax collection efficiency was achieved in all pourashavas (PSs). In FY 2023-2024, the collection efficiency was about 87%. Data Source: Project-specific monitoring and evaluation survey (reports issued by pourashavas and LGED)Pourashava-specific GAPs have at least 1% municipal revenue budget earmarked for implementation, of which 50% spent (target: 23 project towns; baseline: 5 project towns) Achievement: 6 Progress/Status: Achieved in all 35 Window A towns (except Mymensingh City Corporation). At least 1% municipal revenue budget earmarked for implementation, of which 74% (of the given 1%) have been spent in 35 PSs in FY2023-24. Data Source: Project-specific monitoring and evaluation survey (reports issued by pourashavas and LGED) XM-DAC-46004-36200-024-LN4652Asian Development BankThe proposed SMEDP2-Phase 2 will consist of a $100 million concessional loan from ADB's ordinary capital resources and an attached technical assistance of $950,000 in aggregate from TASF-7 and Financial Sector Development Partnership Special Fund. It will finance the continuation and expansion of activities financed under the SMEDP2 project by increasing the number and size of commercially viable cottage, micro, small and medium enterprises (CMSMEs), as well as supporting employment in the CMSME sector.Asian Development BankMinistry of FinanceAsian Development BankAsian Development BankGunawardhena, Manoharihttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=36200-024 (Approved)&officer= mgunawardhena@adb.org&division= Finance Sector Office (SD3-FIN)&projectcountry= BangladeshBangladesh23.89507 90.29226Gender Equity and MainstreamingPrivate sector developmentAddressing Remaining Poverty and Reducing InequalitiesAccelerating Progress in Gender EqualityTackling Climate Change, Building Climate and Disaster Resilience, and Enhancing Environmental SustainabilityStrengthening Governance and Institutional Capacity100000000Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of Finance0.00Asian Development BankMinistry of FinancePerformanceFiduciaryOutput/s as listed by the project staff.Output: Enhanced women-led SMEs' access to bank finance and financial services Indicator: Trainers' training program covering access to financial services provided to at least 50 staff (90% of eligible women) of Bangladesh Bank's WEDU conducted (2023 baseline: 50) (DR 3). Data Source: TA consultants' report. Actual value: Output: Enhanced women-led SMEs' access to bank finance and financial services Indicator: At least 50 staff (90% of eligible women) of PFIs oriented on gender-sensitive approaches to assisting women entrepreneurs (2023 baseline: 100) (DR 4). Data Source: TA consultants' report. Actual value: Output: Enhanced women-led SMEs' access to bank finance and financial services Indicator: At least 200 entrepreneurs from targeted underprivileged populations trained in accessing financial services (2023 baseline: 0) (DR 1). Data Source: TA consultants' report. Actual value: Output: Enhanced women-led SMEs' access to bank finance and financial services Indicator: At least 400 women entrepreneurs trained in women entrepreneur financing (2023 baseline: 400 women entrepreneurs). (DR 4). Data Source: TA consultants' report. Actual value: Output: Increased medium- and long-term credit, especially to SMEs, SME clusters, and Bangladesh Small and Cottage Industry Corporation estates in rural areas. Indicator: PFIs fully disbursed the $100 million credit line to SMEs, SME clusters, and BSCIC estates outside the metropolitan areas of Dhaka and Chattogram (2023 baseline: 0) (DR 3). Data Source: Annual progress report submitted by the MOF, Bangladesh Bank, and PFIs. Actual value: Output: Increased medium- and long-term credit, especially to SMEs, SME clusters, and Bangladesh Small and Cottage Industry Corporation estates in rural areas. Indicator: A minimum of 20% of ADB's funding of component A under the credit line of $13.3 million disbursed to women entrepreneurs (2023 baseline: 15.2%) (DR 4). Data Source: Annual progress report submitted by the MOF, Bangladesh Bank, and PFIs. Actual value: Output: Increased medium- and long-term credit, especially to SMEs, SME clusters, and Bangladesh Small and Cottage Industry Corporation estates in rural areas. Indicator: A minimum of 5% of the phase 2 project funding ($5.0 million) provided to entrepreneurs from underprivileged populations (2023 baseline: 0) (DR 1). Data Source: Annual progress report submitted by the MOF, Bangladesh Bank, and PFIs. Actual value: Output: Increased medium- and long-term credit, especially to SMEs, SME clusters, and Bangladesh Small and Cottage Industry Corporation estates in rural areas. Indicator: A minimum of 20% of the phase 2 project ($20.0 million) supports activities related to climate mitigation and adaptation (2023 baseline: 0) (DR 7). Data Source: Annual progress report submitted by the MOF, Bangladesh Bank, and PFIs. Actual value: Output: Increased medium- and long-term credit, especially to SMEs, SME clusters, and Bangladesh Small and Cottage Industry Corporation estates in rural areas. Indicator: A minimum of 15% of the phase 2 project ($15.0 million) support activities related to cluster-based finance (2023 baseline: 9% in ongoing project) (DR 3). Data Source: Annual progress report submitted by the MOF, Bangladesh Bank, and PFIs. Actual value: Output: Increased medium- and long-term credit, especially to SMEs, SME clusters, and Bangladesh Small and Cottage Industry Corporation estates in rural areas. Indicator: At least one value chain-based financing product or service pilot tested during project implementation (2023 baseline: 0) (DR 3). Data Source: Annual progress report submitted by the MOF, Bangladesh Bank, and PFIs. Actual value: Output: Strengthened capacity of SME entrepreneurs to access bank financing. Indicator: At least one innovative digital solution supporting SME financing with a focus on women identified and supported through a hackathon (2023 baseline: 0) (DR 11) Data Source: TA consultants' report. Actual value: Output: Strengthened managerial and technical capacity of SME support institutions (Bangladesh Bank, SME Foundation, and Bangladesh Small and Cottage Industries Corporation) and PFIs for SME cluster financing. Indicator: Bangladesh Bank and PFIs establish processes to monitor and regularly report information on financing underprivileged populations (2023 baseline: not developed) (DR 1). Data Source: Quarterly consultants' monitoring report. Baseline year: 2023 Baseline value: N Baseline year: 2023 Baseline value: N Target year: 2029 Target value: YOutput: Strengthened managerial and technical capacity of SME support institutions (Bangladesh Bank, SME Foundation, and Bangladesh Small and Cottage Industries Corporation) and PFIs for SME cluster financing. Indicator: Action plan to strengthen green finance in the SME sector developed (2023 baseline: not developed) (DR 7). Data Source: Quarterly consultants' monitoring report. Actual value: Output: Strengthened managerial and technical capacity of SME support institutions (Bangladesh Bank, SME Foundation, and Bangladesh Small and Cottage Industries Corporation) and PFIs for SME cluster financing. Indicator: Action plan to strengthen value chain financing for the SME sector, incorporating the needs of SME entrepreneurs including women entrepreneurs, developed (2023 baseline: not developed) (DR 4). Data Source: Quarterly consultants' monitoring report. Actual value: Output: Strengthened managerial and technical capacity of SME support institutions (Bangladesh Bank, SME Foundation, and Bangladesh Small and Cottage Industries Corporation) and PFIs for SME cluster financing. Indicator: At least 50 staff of PFIs and the PMU of Bangladesh Bank trained on value chain-based lending (2023 baseline: not developed) (DR 3). Data Source: Quarterly consultants' monitoring report. Actual value: Increase in the number and size of commercially viable SMEs, as well as employment in the SME sector.At least 15,000 jobs created (2023 baseline: 0) (DR 10). Data Source: Bangladesh Bank annual reports. Actual value: At least 1,200 women-owned and/or led SMEs report increased revenues (2023 baseline: 0) (DR 4). Data Source: Bangladesh Bank annual reports and end-of-project surveys. Actual value: XM-DAC-46004-56027-002-LN4648Asian Development Bank Impacts. The project is aligned with the following impacts: (i) fulfillment of domestic and export demand for textiles within the country provided, (ii) export and modernization of the textile industry for creation of employment opportunities increased, and (iii) international competitiveness, and sustainable development attained. Outcome. The project represents ADB's support to the important textile industry in Bangladesh - a kay driver for economic growth, employment and exports. The project will have the following outcome: sustainable denim fabric manufacturing operations of the borrower improved. Once implemented, the project is expected to increase borrower's yarn production, reduce wastewater hazardous sludge, reduce electricity consumption and greenhouse gas emission, and increase renewable energy usage. Outputs. The project's output will be (i) energy efficient yarn production capacity and rooftop solar of ETL expanded with gender equality enhanced, and (ii) ETL's foreign currency liquidity need to access raw materials ensured.Asian Development BankEnvoy Textiles Limited (ETL)Asian Development BankAsian Development BankOishi, Yoheihttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=56027-002 (Approved)&officer= yoheioishi@adb.org&division= Infrastructure Finance Division 1&projectcountry= BangladeshBangladesh23.89507 90.29226Some gender elements (SGE)Accelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainability30000000Asian Development BankEnvoy Textiles Limited (ETL)PerformanceFiduciaryOutput/s as listed by the project staff.Status of Development Objectives: The proposed Sustainability-Linked Loan aims to Envoy Textiles Limited support the company's transition toward more sustainable and energy-efficient operations. The loan is aligned with ADB's climate and environmental goals, focusing on reducing greenhouse gas emissions and promoting renewable energy adoption. As of the current reporting period, Envoy has initiated key activities under the loan framework, including capacity expansion and rooftop solar installation. Progress toward the sustainability performance targets (SPTs) is underway, with monitoring mechanisms in place to track energy efficiency improvements and emissions reductions. The project remains on course to contribute meaningfully to Bangladesh's broader climate resilience and sustainable industrial development objectives.Status of Operation/Construction: No major construction works is needed for this project. ETL is currently finalizing the suppliers for the machinery and equipment. Commercial operation for the third spinning unit is expected by Q3, 2026.02 Oct 2025 | News Release: https://www.adb.org/news/adb-envoy-textiles-sign-its-first-sustainability-linked-loan-facility-bangladesh XM-DAC-46004-57188-001-LN4627Asian Development BankThe proposed KWSP Phase 2 will (i) provide piped water supply for the currently unserved population, with provisions for system expansion until 2050; (ii) implement climate resilient and sustainable solutions to address source water salinity ingress during the dry season; (iii) improve the smart water management capacity of KWASA by expanding the existing supervisory control and data acquisition (SCADA) and district metering areas (DMAs) to manage non-revenue water (NRW), improving the billing system, and establishing smart monitoring and warning systems to manage source water salinity and abstraction, and (iv) enhance institutional capacity for sustainable management of the water supply and sewerage systems.Asian Development BankKhulna Water Supply and Sewerage AuthorityAsian Development BankAsian Development BankMorsheda, Elmahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=57188-001 (Approved)&officer= emorsheda@adb.org&division= Water and Urban Development Sector Office (SD2-WUD)&projectcountry= BangladeshBangladesh23.89507 90.29226Effective gender mainstreaming (EGM)50000000Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority25833.33Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority25833.33Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage AuthorityPerformanceFiduciaryOutput/s as listed by the project staff.Output: Climate-resilient and inclusive drinking water supply infrastructure developed or upgraded. Indicator: Sustainable infrastructure to offset the source water salinity with climate- and disaster-resilient measures to produce 175 MLD for 60 days during the dry season constructed and commissioned. Progress/Status: W-06 and W-08 procurement have not yet started. W-03 and W-07's draft BD has been reviewed by ADB as of June 2026. Data Source: Project progress report, and project completion report Actual value: Output: Climate-resilient and inclusive drinking water supply infrastructure developed or upgraded. Indicator: At least 40 km of new transmission line and 500 km of additional water distribution network with climate- and disaster-resilient measures commissioned. Progress/Status: W-05 procurement is in progress, to meet target. Received the signed contract from the EA. Data Source: Project progress report, and project completion report Actual value: Output: Climate-resilient and inclusive drinking water supply infrastructure developed or upgraded. Indicator: 25,000 new metered connections (holdings) installed prioritizing the women headed households. Progress/Status: W-01 and W-04 packages' procurement are in progress, to meet target. Awaiting for the signed contract for W-01 package. NOL to the TBER issued on 24Jun26 for W-04 package. Data Source: Project progress report, and project completion report Actual value: Output: Climate-resilient and inclusive drinking water supply infrastructure developed or upgraded. Indicator: 79 DMAs with upgraded SCADA and smart water supply management system with climate- and disaster-resilient measures installed and managed by KWASA through a private partner (as appropriate). Progress/Status: W-01's procurement is in progress. Awaiting for the signed contract. W-09 has not yet started. Data Source: Project progress report, and project completion report Actual value: Output: Climate-resilient and inclusive drinking water supply infrastructure developed or upgraded. Indicator: At least 20% of unskilled and semi-skilled laborersc in civil and maintenance work are women. Progress/Status: No packages have been awarded yet as of 10Jul26. Will be monitored after contractors are mobilized. Data Source: Project progress report, and project completion report Actual value: Output: Institutional capacity of KWASA in delivering sustainable water supply and sewerage services strengthened. Indicator: KWASA's updated business plan with short, medium, and long-term activities for institutional and financial capacity development endorsed by LGD and implemented. (2024 baseline: NA) Progress/Status: Planning process has started. Data Source: Project progress report; LGD endorsed updated business plan (to be implemented from 2027) in KWASA website; Annual performance report; and Project completion report Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2032 Target value: YOutput: Institutional capacity of KWASA in delivering sustainable water supply and sewerage services strengthened. Indicator: A viable PPP model for sustainable, inclusive, and climate-resilient water supply service delivery developed. (2024 baseline: 0). Progress/Status: Not yet due. Data Source: Project progress reports, and project completion report Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2032 Target value: YOutput: Institutional capacity of KWASA in delivering sustainable water supply and sewerage services strengthened. Indicator: At least 80% KWASA staff (including all relevant female staff) trained, of which 70% reported increased knowledge of safely managed, sustainable, inclusive, and climate-resilient water supply and sewerage service delivery. (2024 baseline: NA) Progress/Status: Not yet due. Data Source: Project progress reports, and project completion report Actual value: Output: Institutional capacity of KWASA in delivering sustainable water supply and sewerage services strengthened. Indicator: Awareness campaign conducted and at least 80% of residents (including 60% women) in service areas reported increased awareness of safe water, sanitation, and hygiene. (2024 baseline: NA) Progress/Status: Not yet due. Data Source: Project progress reports, and project completion report Actual value: Output: Institutional capacity of KWASA in delivering sustainable water supply and sewerage services strengthened. Indicator: Awareness campaign conducted with at least 80% girls in LIC areas reported increased awareness of menstrual hygiene. (2024 Baseline: NA) Progress/Status: Not yet due. Data Source: Project progress reports, and project completion report Actual value: Output: Institutional capacity of KWASA in delivering sustainable water supply and sewerage services strengthened. Indicator: KWASA's Gender Strategy and Action Plan developed and implemented. (2024 baseline: NA) Progress/Status: Not yet due. Data Source: Project progress report; and Gender Strategy and Action Plan in KWASA website. Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2032 Target value: YOutput: KWASA?s capacity enhanced for sustainable district metering area management. Indicator: A DMA management and NRW reduction plan with maximum allowable NRW of 20% prepared and implemented. Progress/Status: Civil works procurement for improving distribution networks is ongoing. has not yet started. Consultant recruitment for capacity building on NRW reduction and other components is ongoing and expected to be completed by August 2026. Data Source: Project progress report; DMA management and NRW reduction plan approved by KWASA Board for implementation Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2032 Target value: YOutput: KWASA?s capacity enhanced for sustainable district metering area management. Indicator: DMA design and management enhanced with 70% engineers reported increased knowledge on DMA design and management Progress/Status: Civil works procurement for improving distribution networks and DMA upgradation is ongoing. has not yet started. Consultant recruitment for capacity building on NRW reduction and other components is ongoing. Data Source: Project progress report; DMA management and NRW reduction plan approved by KWASA Board for implementation Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2032 Target value: YResilience and sustainability of water supply services in Khulna City improved.At least 1.78 million population (100% vulnerable households and all households headed by women) in Khulna City received a continuous piped water supply that meets national water quality standards. Progress/Status: Not yet due Data Source: Project progress report, and project completion report Actual value: KWASA's O&M financial capacity improved to maintain (i) operating ratio below 100%, and (ii) collection efficiency at 95% or above. Progress/Status: Not yet due Data Source: Project progress report, and annual performance report Actual value: At least 75% of users including all female users satisfied with KWASA's water supply and sewerage service delivery. Progress/Status: Not yet due Data Source: Baseline survey report, and project completion report Baseline value: TBDAt least 1 hour per day saved by women and girls for collecting water in the new LIC areas. Progress/Status: Not yet due Data Source: Baseline survey report, and project completion report Actual value: XM-DAC-46004-57188-001-LN4628Asian Development BankThe proposed KWSP Phase 2 will (i) provide piped water supply for the currently unserved population, with provisions for system expansion until 2050; (ii) implement climate resilient and sustainable solutions to address source water salinity ingress during the dry season; (iii) improve the smart water management capacity of KWASA by expanding the existing supervisory control and data acquisition (SCADA) and district metering areas (DMAs) to manage non-revenue water (NRW), improving the billing system, and establishing smart monitoring and warning systems to manage source water salinity and abstraction, and (iv) enhance institutional capacity for sustainable management of the water supply and sewerage systems.Asian Development BankKhulna Water Supply and Sewerage AuthorityAsian Development BankAsian Development BankMorsheda, Elmahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=57188-001 (Approved)&officer= emorsheda@adb.org&division= Water and Urban Development Sector Office (SD2-WUD)&projectcountry= BangladeshBangladesh23.89507 90.29226Effective gender mainstreaming (EGM)100000000Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage Authority0.00Asian Development BankKhulna Water Supply and Sewerage AuthorityPerformanceFiduciaryOutput/s as listed by the project staff.Output: Climate-resilient and inclusive drinking water supply infrastructure developed or upgraded. Indicator: Sustainable infrastructure to offset the source water salinity with climate- and disaster-resilient measures to produce 175 MLD for 60 days during the dry season constructed and commissioned. Progress/Status: W-06 and W-08 procurement have not yet started. W-03 and W-07's draft BD has been reviewed by ADB as of June 2026. Data Source: Project progress report, and project completion report Actual value: Output: Climate-resilient and inclusive drinking water supply infrastructure developed or upgraded. Indicator: At least 40 km of new transmission line and 500 km of additional water distribution network with climate- and disaster-resilient measures commissioned. Progress/Status: W-05 procurement is in progress, to meet target. Received the signed contract from the EA. Data Source: Project progress report, and project completion report Actual value: Output: Climate-resilient and inclusive drinking water supply infrastructure developed or upgraded. Indicator: 25,000 new metered connections (holdings) installed prioritizing the women headed households. Progress/Status: W-01 and W-04 packages' procurement are in progress, to meet target. Awaiting for the signed contract for W-01 package. NOL to the TBER issued on 24Jun26 for W-04 package. Data Source: Project progress report, and project completion report Actual value: Output: Climate-resilient and inclusive drinking water supply infrastructure developed or upgraded. Indicator: 79 DMAs with upgraded SCADA and smart water supply management system with climate- and disaster-resilient measures installed and managed by KWASA through a private partner (as appropriate). Progress/Status: W-01's procurement is in progress. Awaiting for the signed contract. W-09 has not yet started. Data Source: Project progress report, and project completion report Actual value: Output: Climate-resilient and inclusive drinking water supply infrastructure developed or upgraded. Indicator: At least 20% of unskilled and semi-skilled laborersc in civil and maintenance work are women. Progress/Status: No packages have been awarded yet as of 10Jul26. Will be monitored after contractors are mobilized. Data Source: Project progress report, and project completion report Actual value: Output: Institutional capacity of KWASA in delivering sustainable water supply and sewerage services strengthened. Indicator: KWASA's updated business plan with short, medium, and long-term activities for institutional and financial capacity development endorsed by LGD and implemented. (2024 baseline: NA) Progress/Status: Planning process has started. Data Source: Project progress report; LGD endorsed updated business plan (to be implemented from 2027) in KWASA website; Annual performance report; and Project completion report Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2032 Target value: YOutput: Institutional capacity of KWASA in delivering sustainable water supply and sewerage services strengthened. Indicator: A viable PPP model for sustainable, inclusive, and climate-resilient water supply service delivery developed. (2024 baseline: 0). Progress/Status: Not yet due. Data Source: Project progress reports, and project completion report Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2032 Target value: YOutput: Institutional capacity of KWASA in delivering sustainable water supply and sewerage services strengthened. Indicator: At least 80% KWASA staff (including all relevant female staff) trained, of which 70% reported increased knowledge of safely managed, sustainable, inclusive, and climate-resilient water supply and sewerage service delivery. (2024 baseline: NA) Progress/Status: Not yet due. Data Source: Project progress reports, and project completion report Actual value: Output: Institutional capacity of KWASA in delivering sustainable water supply and sewerage services strengthened. Indicator: Awareness campaign conducted and at least 80% of residents (including 60% women) in service areas reported increased awareness of safe water, sanitation, and hygiene. (2024 baseline: NA) Progress/Status: Not yet due. Data Source: Project progress reports, and project completion report Actual value: Output: Institutional capacity of KWASA in delivering sustainable water supply and sewerage services strengthened. Indicator: Awareness campaign conducted with at least 80% girls in LIC areas reported increased awareness of menstrual hygiene. (2024 Baseline: NA) Progress/Status: Not yet due. Data Source: Project progress reports, and project completion report Actual value: Output: Institutional capacity of KWASA in delivering sustainable water supply and sewerage services strengthened. Indicator: KWASA's Gender Strategy and Action Plan developed and implemented. (2024 baseline: NA) Progress/Status: Not yet due. Data Source: Project progress report; and Gender Strategy and Action Plan in KWASA website. Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2032 Target value: YOutput: KWASA?s capacity enhanced for sustainable district metering area management. Indicator: A DMA management and NRW reduction plan with maximum allowable NRW of 20% prepared and implemented. Progress/Status: Civil works procurement for improving distribution networks is ongoing. has not yet started. Consultant recruitment for capacity building on NRW reduction and other components is ongoing and expected to be completed by August 2026. Data Source: Project progress report; DMA management and NRW reduction plan approved by KWASA Board for implementation Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2032 Target value: YOutput: KWASA?s capacity enhanced for sustainable district metering area management. Indicator: DMA design and management enhanced with 70% engineers reported increased knowledge on DMA design and management Progress/Status: Civil works procurement for improving distribution networks and DMA upgradation is ongoing. has not yet started. Consultant recruitment for capacity building on NRW reduction and other components is ongoing. Data Source: Project progress report; DMA management and NRW reduction plan approved by KWASA Board for implementation Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2032 Target value: YResilience and sustainability of water supply services in Khulna City improved.At least 1.78 million population (100% vulnerable households and all households headed by women) in Khulna City received a continuous piped water supply that meets national water quality standards. Progress/Status: Not yet due Data Source: Project progress report, and project completion report Actual value: KWASA's O&M financial capacity improved to maintain (i) operating ratio below 100%, and (ii) collection efficiency at 95% or above. Progress/Status: Not yet due Data Source: Project progress report, and annual performance report Actual value: At least 75% of users including all female users satisfied with KWASA's water supply and sewerage service delivery. Progress/Status: Not yet due Data Source: Baseline survey report, and project completion report Baseline value: TBDAt least 1 hour per day saved by women and girls for collecting water in the new LIC areas. Progress/Status: Not yet due Data Source: Baseline survey report, and project completion report Actual value: XM-DAC-46004-57188-001-TA10595Asian Development BankThe proposed KWSP Phase 2 will (i) provide piped water supply for the currently unserved population, with provisions for system expansion until 2050; (ii) implement climate resilient and sustainable solutions to address source water salinity ingress during the dry season; (iii) improve the smart water management capacity of KWASA by expanding the existing supervisory control and data acquisition (SCADA) and district metering areas (DMAs) to manage non-revenue water (NRW), improving the billing system, and establishing smart monitoring and warning systems to manage source water salinity and abstraction, and (iv) enhance institutional capacity for sustainable management of the water supply and sewerage systems.Asian Development BankKhulna Water Supply and Sewerage AuthorityAsian Development BankAsian Development BankMorsheda, Elmahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=57188-001 (Approved)&officer= emorsheda@adb.org&division= Water and Urban Development Sector Office (SD2-WUD)&projectcountry= BangladeshBangladesh23.89507 90.29226Effective gender mainstreaming (EGM)500000Asian Development BankKhulna Water Supply and Sewerage AuthorityPerformanceFiduciaryOutput/s as listed by the project staff.Output: Climate-resilient and inclusive drinking water supply infrastructure developed or upgraded. Indicator: Sustainable infrastructure to offset the source water salinity with climate- and disaster-resilient measures to produce 175 MLD for 60 days during the dry season constructed and commissioned. Progress/Status: W-06 and W-08 procurement have not yet started. W-03 and W-07's draft BD has been reviewed by ADB as of June 2026. Data Source: Project progress report, and project completion report Actual value: Output: Climate-resilient and inclusive drinking water supply infrastructure developed or upgraded. Indicator: At least 40 km of new transmission line and 500 km of additional water distribution network with climate- and disaster-resilient measures commissioned. Progress/Status: W-05 procurement is in progress, to meet target. Received the signed contract from the EA. Data Source: Project progress report, and project completion report Actual value: Output: Climate-resilient and inclusive drinking water supply infrastructure developed or upgraded. Indicator: 25,000 new metered connections (holdings) installed prioritizing the women headed households. Progress/Status: W-01 and W-04 packages' procurement are in progress, to meet target. Awaiting for the signed contract for W-01 package. NOL to the TBER issued on 24Jun26 for W-04 package. Data Source: Project progress report, and project completion report Actual value: Output: Climate-resilient and inclusive drinking water supply infrastructure developed or upgraded. Indicator: 79 DMAs with upgraded SCADA and smart water supply management system with climate- and disaster-resilient measures installed and managed by KWASA through a private partner (as appropriate). Progress/Status: W-01's procurement is in progress. Awaiting for the signed contract. W-09 has not yet started. Data Source: Project progress report, and project completion report Actual value: Output: Climate-resilient and inclusive drinking water supply infrastructure developed or upgraded. Indicator: At least 20% of unskilled and semi-skilled laborersc in civil and maintenance work are women. Progress/Status: No packages have been awarded yet as of 10Jul26. Will be monitored after contractors are mobilized. Data Source: Project progress report, and project completion report Actual value: Output: Institutional capacity of KWASA in delivering sustainable water supply and sewerage services strengthened. Indicator: KWASA's updated business plan with short, medium, and long-term activities for institutional and financial capacity development endorsed by LGD and implemented. (2024 baseline: NA) Progress/Status: Planning process has started. Data Source: Project progress report; LGD endorsed updated business plan (to be implemented from 2027) in KWASA website; Annual performance report; and Project completion report Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2032 Target value: YOutput: Institutional capacity of KWASA in delivering sustainable water supply and sewerage services strengthened. Indicator: A viable PPP model for sustainable, inclusive, and climate-resilient water supply service delivery developed. (2024 baseline: 0). Progress/Status: Not yet due. Data Source: Project progress reports, and project completion report Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2032 Target value: YOutput: Institutional capacity of KWASA in delivering sustainable water supply and sewerage services strengthened. Indicator: At least 80% KWASA staff (including all relevant female staff) trained, of which 70% reported increased knowledge of safely managed, sustainable, inclusive, and climate-resilient water supply and sewerage service delivery. (2024 baseline: NA) Progress/Status: Not yet due. Data Source: Project progress reports, and project completion report Actual value: Output: Institutional capacity of KWASA in delivering sustainable water supply and sewerage services strengthened. Indicator: Awareness campaign conducted and at least 80% of residents (including 60% women) in service areas reported increased awareness of safe water, sanitation, and hygiene. (2024 baseline: NA) Progress/Status: Not yet due. Data Source: Project progress reports, and project completion report Actual value: Output: Institutional capacity of KWASA in delivering sustainable water supply and sewerage services strengthened. Indicator: Awareness campaign conducted with at least 80% girls in LIC areas reported increased awareness of menstrual hygiene. (2024 Baseline: NA) Progress/Status: Not yet due. Data Source: Project progress reports, and project completion report Actual value: Output: Institutional capacity of KWASA in delivering sustainable water supply and sewerage services strengthened. Indicator: KWASA's Gender Strategy and Action Plan developed and implemented. (2024 baseline: NA) Progress/Status: Not yet due. Data Source: Project progress report; and Gender Strategy and Action Plan in KWASA website. Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2032 Target value: YOutput: KWASA?s capacity enhanced for sustainable district metering area management. Indicator: A DMA management and NRW reduction plan with maximum allowable NRW of 20% prepared and implemented. Progress/Status: Civil works procurement for improving distribution networks is ongoing. has not yet started. Consultant recruitment for capacity building on NRW reduction and other components is ongoing and expected to be completed by August 2026. Data Source: Project progress report; DMA management and NRW reduction plan approved by KWASA Board for implementation Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2032 Target value: YOutput: KWASA?s capacity enhanced for sustainable district metering area management. Indicator: DMA design and management enhanced with 70% engineers reported increased knowledge on DMA design and management Progress/Status: Civil works procurement for improving distribution networks and DMA upgradation is ongoing. has not yet started. Consultant recruitment for capacity building on NRW reduction and other components is ongoing. Data Source: Project progress report; DMA management and NRW reduction plan approved by KWASA Board for implementation Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2032 Target value: YResilience and sustainability of water supply services in Khulna City improved.At least 1.78 million population (100% vulnerable households and all households headed by women) in Khulna City received a continuous piped water supply that meets national water quality standards. Progress/Status: Not yet due Data Source: Project progress report, and project completion report Actual value: KWASA's O&M financial capacity improved to maintain (i) operating ratio below 100%, and (ii) collection efficiency at 95% or above. Progress/Status: Not yet due Data Source: Project progress report, and annual performance report Actual value: At least 75% of users including all female users satisfied with KWASA's water supply and sewerage service delivery. Progress/Status: Not yet due Data Source: Baseline survey report, and project completion report Baseline value: TBDAt least 1 hour per day saved by women and girls for collecting water in the new LIC areas. Progress/Status: Not yet due Data Source: Baseline survey report, and project completion report Actual value: XM-DAC-46004-57258-001-LN4640Asian Development BankThe project is aligned with the following impacts: (i) a reliable and efficient power distribution system for a transitioning high-income country established and (ii) sustainable and improved disaster- and climate-resilient infrastructure developed. The project will have the following outcome: quality, efficiency, reliability, and resilience of the power distribution system in the northwest region (Rajshahi and Rangpur) improved.Asian Development BankNorthern Electricity Supply Company Ltd.Asian Development BankAsian Development BankSon, Jongmihttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=57258-001 (Approved)&officer= json@adb.org&division= Energy Sector Office (SD1-ENE)&projectcountry= BangladeshBangladesh23.89507 90.29226Effective gender mainstreaming (EGM)91000000Asian Development BankNorthern Electricity Supply Company Ltd.0.00Asian Development BankNorthern Electricity Supply Company Ltd.0.00Asian Development BankNorthern Electricity Supply Company Ltd.0.00Asian Development BankNorthern Electricity Supply Company Ltd.0.00Asian Development BankNorthern Electricity Supply Company Ltd.0.00Asian Development BankNorthern Electricity Supply Company Ltd.0.00Asian Development BankNorthern Electricity Supply Company Ltd.0.00Asian Development BankNorthern Electricity Supply Company Ltd.47016.67Asian Development BankNorthern Electricity Supply Company Ltd.0.00Asian Development BankNorthern Electricity Supply Company Ltd.0.00Asian Development BankNorthern Electricity Supply Company Ltd.1075915.02Asian Development BankNorthern Electricity Supply Company Ltd.47016.67Asian Development BankNorthern Electricity Supply Company Ltd.0.00Asian Development BankNorthern Electricity Supply Company Ltd.0.00Asian Development BankNorthern Electricity Supply Company Ltd.0.00Asian Development BankNorthern Electricity Supply Company Ltd.PerformanceFiduciaryOutput/s as listed by the project staff.Output: Distribution grid modernized and adaptive capacity to respond to disasters enhanced Indicator: At least one disaster recovery center established, and data center capacity expandedd for NESCO operations Progress/Status: Procurement will be initiated soon. Data Source: Progress reports Actual value: Output: Distribution grid modernized and adaptive capacity to respond to disasters enhanced Indicator: At least 300 intelligent electronic devices with fault detection system installed and integrated with an advanced distribution management system Progress/Status: Procurement will be initiated soon. Data Source: Progress reports Actual value: Output: Distribution grid modernized and adaptive capacity to respond to disasters enhanced Indicator: At least four transformer repair workshops constructed with improved health and safety and waste management Progress/Status: Procurement will be initiated soon. Data Source: Progress reports Actual value: Output: Distribution grid modernized and adaptive capacity to respond to disasters enhanced Indicator: At least three new geographic information system 33/11 kV and three new air insulated substation substations f constructed with gender-responsive designs Progress/Status: Awarding of contract done. Implementation ongoing. Data Source: Progress reports Actual value: Output: Distribution grid modernized and adaptive capacity to respond to disasters enhanced Indicator: At least seven new switching stations installed and at least 10 existing 33/11 kV substations modernized with gender-responsive designs Progress/Status: Awarding of contract done. Implementation ongoing. Data Source: Progress reports Actual value: Output: Institutional capacity for disaster risk management and community resilience increased Indicator: At least 200 kW of rooftop solar photovoltaic system installed with battery storage in NESCO control centers as an emergency backup power system Progress/Status: Procurement will be initiated soon. Data Source: Progress reports Actual value: Output: Institutional capacity for disaster risk management and community resilience increased Indicator: At least 400 kW of solar photovoltaic nano-grid installed in community disaster shelters, operated by operation committee (including at least 30% women) Progress/Status: Procurement will be initiated soon. Data Source: Progress reports Actual value: Output: Institutional capacity for disaster risk management and community resilience increased Indicator: At least 300 low-income persons (including at least 40% women and 50 disadvantaged people) reported improved knowledge on energy-based livelihoods Progress/Status: Procurement will be initiated soon. Data Source: Pre- and post-training assessments Actual value: Output: Institutional capacity for disaster risk management and community resilience increased Indicator: At least 50 NESCO staff (including 90% of relevant women) and at least 100 of people in flood-prone areas (including 40% of women and children) increased capacity on disaster preparedness and response Progress/Status: Procurement will be initiated soon. Data Source: Pre- and post-training assessments Actual value: Output: Institutional capacity for disaster risk management and community resilience increased Indicator: NESCO's standard operating procedure for emergency recovery updated Progress/Status: Procurement will be initiated soon. Data Source: Copy of NESCO's operating procedure Actual value: Output: Institutional capacity for disaster risk management and community resilience increased Indicator: NESCO's environmental and social safeguards and gender unit established Progress/Status: Procurement will be initiated soon. Data Source: Copy of NESCO's internal document Actual value: Output: Institutional capacity for disaster risk management and community resilience increased Indicator: At least 500 NESCO staff (including 90% of relevant women) reported increased knowledge on operating smart grid technology, safeguards, financial management, and emergency response Progress/Status: Procurement will be initiated soon. Data Source: NESCO's human resources department's training results Actual value: Quality, efficiency, reliability, and resilience of the power distribution system in the northwest region (Rajshahi and Rangpur) improvedNew or improved electricity service provided to at least 1.2 million NESCO consumers (of which 10% are low-income consumers) Progress/Status: Will be achieved after project completion. Data Source: NESCO's annual reports Actual value: At least 600 people with strengthened climate and disaster resilience and reduced vulnerability to poverty (of which 40% are women and 95% are poor or disadvantaged) Progress/Status: Will be achieved after project completion. Data Source: Baseline and endline surveys. The number includes (i) community people benefiting from solar-powered disaster shelters (schools or clinics), (ii) participants in disaster preparedness training sessions, and (iii) people benefiting from energy-based livelihoods or skill trainings Actual value: Duration of outages in project areas reduced to 1,500 minutes/customer/year; frequency of interruptions in project areas reduced to 160/customer/year Progress/Status: Will be achieved after project completion. Data Source: NESCO' s annual reports Actual value: NESCO's distribution system loss reduced to 8.03% Progress/Status: Distribution loss is 7.72%. Data Source: NESCO' s annual reports Actual value: At least 10,000 tons of carbon dioxide equivalent emissions per year avoided Progress/Status: Will be achieved after project completion. Data Source: Progress reports Actual value: XM-DAC-46004-51269-001-LN4031Asian Development BankThe project aims to promote microenterprise development for inclusive economic growth and poverty reduction. It will support improving microenterprise access to finance through the Palli Karma Sahayak Foundation (PKSF), an apex development finance and capacity building organization; and its partner organizations (POs), which are selected microfinance institutions (MFIs). The overall project comprises (i) a financial intermediary loan of $50 million for a credit line to the PKSF and (ii) a TA grant of $500,000 for building capacity for microenterprise development.Asian Development BankFinancial Institutions Division-MOFAsian Development BankAsian Development BankAl Hasan, Mohammad Rashedhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=51269-001 (Closed)&officer= malhasan@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh23.89507 90.29226Inclusive economic growthGender Equity and Mainstreaming Governance and capacity development Knowledge solutions Partnerships Private sector developmentGender Equity and Mainstreaming50000000Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1250000.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1250000.00Asian Development BankFinancial Institutions Division-MOF1335350.24Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF1113345.92Asian Development BankFinancial Institutions Division-MOFPerformanceFiduciaryOutput/s as listed by the project staff.Output: MFIs' capacity in microenterprise lending enhanced. Indicator: Total microenterprise loans outstanding of the PKSF reached at least Tk 24 billion, of which at least Tk 5 billion is for COVID-19 (end-2017 baseline: Tk 13.34 billion) (OP1.2, OP1.2.1, OP1.3, OP1.3.2) Progress/Status: As of December 2022, total microenterprise loan outstanding of PKSF to POs has increased to BDT 38.70 billion, of which BDT 6.08 billion is for COVID-19 affected micro entrepreneurs. Data Source: PKSF annual reports, implementing agency's project and TA progress reports Actual value: Output: MFIs' microenterprise development support extended. Indicator: Total microenterprise loan portfolio outstanding of the PKSF's POs reached Tk. 160 billion, of which at least 70% are for female borrowers (end2017 baseline: Tk 67 billion, of which Tk 47 billion were to female borrowers) (OP1.2, OP1.2.1, OP1.3, OP1.3.2, OP2.1.2, OP5.1.4) Progress/Status: As of December 2022, total microenterprise loan portfolio outstanding of PKSF's POs has increased to BDT 222 billion, of which 79% are for the female borrowers. Data Source: PKSF annual reports, implementing agency's project and TA progress reports Actual value: Output: Indicator Indicator: Agreed recommendations of the medium-term institutional strengthening and financing strategy for the PKSF adopted (2018 baseline: not applicable) (OP1.2.1) Progress/Status: As of now, seven out of the thirteen agreed recommendations of the medium-term institutional strengthening and financing strategy have been implemented by PKSF. Data Source: PKSF's mediumterm institutional strengthening and financing strategy report Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: Indicator Indicator: Gender-inclusive microenterprise finance operational guidelines for MFIs implemented ((2018 baseline: not applicable) (OP2.1, OP2.3) Progress/Status: Gender-inclusive microenterprise finance operational guidelines are being implemented by MFIs. Data Source: PKSF annual reports, implementing agency's project and TA progress reports Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: Indicator Indicator: 120 Partner Organizations trained on microenterprise lending operations, including refresher trainings (2018 baseline: not applicable) (OP1.2, OP1.2.1, OP1.3, OP1.3.2, OP5.1.4) Progress/Status: As of December 2022, total 120 officers of 120 POs have been trained on microenterprise lending operations, including refresher trainings. Data Source: PKSF annual reports, implementing agency's project and TA progress reports Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: Indicator Indicator: At least 20,000 microenterprise borrowers from at least 6 Partner Organizations enrolled in a mobile-based microenterprise finance application and received training, of whom at least 70% are female (2018 baseline: not applicable) (OP1.2, OP1.2.1, OP1.3, OP1.3.2) Progress/Status: As of December 2022, 129,817 microenterprise borrowers out of 286,645 of the 6 POs have been enrolled in Mobile Financial Services (MFS). Besides, 900 staff of 6 POs have been trained on MFS system implementation by the TA consultant. The trained PO staff have so far trained 21,291 microenterprise borrowers on using MFS system, of whom at least 70% are female. Data Source: PKSF annual reports, implementing agency's project and TA progress reports Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: Indicator Indicator: MFIs' microenterprise cluster development support scheme implemented for at least 6 new enterprise clusters covering at least 2,000 new microenterprise borrowers, of whom at least 70% are female (2018 baseline: not applicable) (OP1.2, OP1.2.1, OP1.3, OP1.3.2, OP2.1.2, OP5.1.4) Progress/Status: As of December 2022, an enterprise cluster development support scheme for 6 enterprise clusters is being implemented covering 4,373 microenterprise borrowers of whom 74% are female. Data Source: PKSF annual reports, executing and/or implementing agency's project and TA progress reports Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: NOutput: Indicator Indicator: At least 6 new microenterprise products branded by the PKSF uploaded to an ecommerce platform (2018 baseline: not applicable) (OP1.2, OP1.2.1, OP1.3, OP1.3.2, OP5.1.4) Progress/Status: 6 microenterprise products have been supported for branding. These products have also been uploaded in different e-commerce/f-commerce platform. Data Source: PKSF annual reports, executing and/or implementing agency's project and TA progress reports Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: NMicroenterprises' access to MFI financing increased.Microenterprise borrowers of the PKSF's PO's increased by at least 70,000 of whom at least 30,000 are COVID-19 affected, and 70% are female Progress/Status: As of December 2022, Microenterprise borrowers of PKSF's POs have increased to 2.11 million, of whom 66,934 are affected by COVID-19 and 80% are women borrowers. Data Source: PKSF annual reports, executing and/or implementing agency's project completion report Actual value: XM-DAC-46004-51269-001-TA9652Asian Development BankThe project aims to promote microenterprise development for inclusive economic growth and poverty reduction. It will support improving microenterprise access to finance through the Palli Karma Sahayak Foundation (PKSF), an apex development finance and capacity building organization; and its partner organizations (POs), which are selected microfinance institutions (MFIs). The overall project comprises (i) a financial intermediary loan of $50 million for a credit line to the PKSF and (ii) a TA grant of $500,000 for building capacity for microenterprise development.Asian Development BankFinancial Institutions Division-MOFAsian Development BankAsian Development BankAl Hasan, Mohammad Rashedhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=51269-001 (Closed)&officer= malhasan@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh23.89507 90.29226Inclusive economic growthGender Equity and Mainstreaming Governance and capacity development Knowledge solutions Partnerships Private sector developmentGender Equity and Mainstreaming500000Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOF0.00Asian Development BankFinancial Institutions Division-MOFPerformanceFiduciaryOutput/s as listed by the project staff.Output: MFIs' capacity in microenterprise lending enhanced. Indicator: Total microenterprise loans outstanding of the PKSF reached at least Tk 24 billion, of which at least Tk 5 billion is for COVID-19 (end-2017 baseline: Tk 13.34 billion) (OP1.2, OP1.2.1, OP1.3, OP1.3.2) Progress/Status: As of December 2022, total microenterprise loan outstanding of PKSF to POs has increased to BDT 38.70 billion, of which BDT 6.08 billion is for COVID-19 affected micro entrepreneurs. Data Source: PKSF annual reports, implementing agency's project and TA progress reports Actual value: Output: MFIs' microenterprise development support extended. Indicator: Total microenterprise loan portfolio outstanding of the PKSF's POs reached Tk. 160 billion, of which at least 70% are for female borrowers (end2017 baseline: Tk 67 billion, of which Tk 47 billion were to female borrowers) (OP1.2, OP1.2.1, OP1.3, OP1.3.2, OP2.1.2, OP5.1.4) Progress/Status: As of December 2022, total microenterprise loan portfolio outstanding of PKSF's POs has increased to BDT 222 billion, of which 79% are for the female borrowers. Data Source: PKSF annual reports, implementing agency's project and TA progress reports Actual value: Output: Indicator Indicator: Agreed recommendations of the medium-term institutional strengthening and financing strategy for the PKSF adopted (2018 baseline: not applicable) (OP1.2.1) Progress/Status: As of now, seven out of the thirteen agreed recommendations of the medium-term institutional strengthening and financing strategy have been implemented by PKSF. Data Source: PKSF's mediumterm institutional strengthening and financing strategy report Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: Indicator Indicator: Gender-inclusive microenterprise finance operational guidelines for MFIs implemented ((2018 baseline: not applicable) (OP2.1, OP2.3) Progress/Status: Gender-inclusive microenterprise finance operational guidelines are being implemented by MFIs. Data Source: PKSF annual reports, implementing agency's project and TA progress reports Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: Indicator Indicator: 120 Partner Organizations trained on microenterprise lending operations, including refresher trainings (2018 baseline: not applicable) (OP1.2, OP1.2.1, OP1.3, OP1.3.2, OP5.1.4) Progress/Status: As of December 2022, total 120 officers of 120 POs have been trained on microenterprise lending operations, including refresher trainings. Data Source: PKSF annual reports, implementing agency's project and TA progress reports Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: Indicator Indicator: At least 20,000 microenterprise borrowers from at least 6 Partner Organizations enrolled in a mobile-based microenterprise finance application and received training, of whom at least 70% are female (2018 baseline: not applicable) (OP1.2, OP1.2.1, OP1.3, OP1.3.2) Progress/Status: As of December 2022, 129,817 microenterprise borrowers out of 286,645 of the 6 POs have been enrolled in Mobile Financial Services (MFS). Besides, 900 staff of 6 POs have been trained on MFS system implementation by the TA consultant. The trained PO staff have so far trained 21,291 microenterprise borrowers on using MFS system, of whom at least 70% are female. Data Source: PKSF annual reports, implementing agency's project and TA progress reports Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: Indicator Indicator: MFIs' microenterprise cluster development support scheme implemented for at least 6 new enterprise clusters covering at least 2,000 new microenterprise borrowers, of whom at least 70% are female (2018 baseline: not applicable) (OP1.2, OP1.2.1, OP1.3, OP1.3.2, OP2.1.2, OP5.1.4) Progress/Status: As of December 2022, an enterprise cluster development support scheme for 6 enterprise clusters is being implemented covering 4,373 microenterprise borrowers of whom 74% are female. Data Source: PKSF annual reports, executing and/or implementing agency's project and TA progress reports Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: NOutput: Indicator Indicator: At least 6 new microenterprise products branded by the PKSF uploaded to an ecommerce platform (2018 baseline: not applicable) (OP1.2, OP1.2.1, OP1.3, OP1.3.2, OP5.1.4) Progress/Status: 6 microenterprise products have been supported for branding. These products have also been uploaded in different e-commerce/f-commerce platform. Data Source: PKSF annual reports, executing and/or implementing agency's project and TA progress reports Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: NMicroenterprises' access to MFI financing increased.Microenterprise borrowers of the PKSF's PO's increased by at least 70,000 of whom at least 30,000 are COVID-19 affected, and 70% are female Progress/Status: As of December 2022, Microenterprise borrowers of PKSF's POs have increased to 2.11 million, of whom 66,934 are affected by COVID-19 and 80% are women borrowers. Data Source: PKSF annual reports, executing and/or implementing agency's project completion report Actual value: XM-DAC-46004-42177-013-GRNT0607Asian Development BankThe Asian Development Bank (ADB) supported Urban Primary Health Care Project (UPHCP) is one of the largest public-private partnerships (PPP) in the delivery of primary health care (PHC) in South Asia. The Government of Bangladesh with the assistance of ADB implemented the Urban Primary Health Care Project (UPHCP) from March 1998 to June 2005. The Second Urban Primary Health Care Project (UPHCP-II), supported by ADB and the Governments of the United Kingdom and Sweden, commenced in July 2005 and was completed in December 2012. The Third Urban Primary Health Care Services Delivery Project (UPHCSDP), supported by ADB and the Government of Sweden, commenced in 2012 and was completed in 2018. Currently, the Additional Financing to UPHCSDP-AF is being implemented and it will be completed in December 2024. Bangladesh is urbanizing at a rapid pace and the country's urban population is expected to reach 89.5 million (from 39.5 million in 2005) by 2030. Currently, around 40% of the country's total population is urban. Notwithstanding higher economic growth in urban areas, the absolute number of poor households is increasing in urban Bangladesh due to migration of rural poor into urban areas. Studies have shown that the health indicators of the urban poor are as worse as those of the rural poor because of poorer living conditions, and limited urban PHC. Failure to provide urban PHC can have serious negative externalities, e.g., spread of communicable diseases, debilitating epidemics, reduction in economic productivity, among others.Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & CoopAsian Development BankAsian Development BankAhad, Faizahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=42177-013 (Active)&officer= fahad@adb.org&division= Human and Social Development Sector Office (SD3-HSD)&projectcountry= BangladeshKishorganj24.43944 90.78291Khulna22.80978 89.56439Gazipura23.92336 90.3959Gopalganj23.22348 90.06041Dhaka23.7104 90.40744Kushtia23.9028 89.11943Barisal22.70497 90.37013Comilla23.46186 91.18504Narayanganj23.61352 90.50298Rajshahi24.374 88.60114Sirajganj24.45771 89.70802Sylhet24.89904 91.87198Rangpur25.74664 89.25166Inclusive economic growthGender Equity and Mainstreaming Governance and capacity development Partnerships Private sector developmentGender Equity and Mainstreaming2000000Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & Coop0.00Asian Development BankLocal Govt Div,Min of Local Govt Rural Devt & CoopPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: Original Project: 1. Permanent and functional inter-agency coordination structure for urban health is established by December 2013 2. All project ULBs have a functioning health department with at least 1 staff in each health department trained in PPP contract management and core project management skills by 31 December 2013 3. Gender-responsive data collection and analysis are computerized through HMIS in 80% of partnership areas by 31 Dec 2014 4. At least 50% increase in overall allocation to the urban PHC sustainability fund compared with the second project (2011 baseline: Tk38.5 million) 5. At least 5% per annum increase of ULB annual development plans and block grants allocated for PHC and public health related services (2011 baseline: No) Achievement: Y Progress/Status: 1. Achieved. Urban Health Coordination Committee has been formed headed by Additional Secretary (Urban Development) 2. Partially achieved. 3 out of 14 ULBs have a fully functioning health department. All PIU program officers participated in project management, and PPP contract management training. 3. Achieved. Data collection format in HMIS incorporates gender responsive data for client contacts and services delivered. 4. Achieved. As of July 2017, a total of BDT105.29 million has been deposited to the Urban Health Sustainability Fund 5. Achieved. The overall annual allocation for health activities has increased by at least 5% annually during the project period. Data Source: Project baseline and end-line surveys (household, facility-based, and qualitative) Project joint review missions Project training program evaluation Project quarterly progress reports Status report of Urban Health Sustainability Fund ULB annual development plans MOLGRDC sector budgets, PIU sector budgets Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2014 Target value: Y Actual value: YOutput: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: Central level permanent structure for administrating and coordinating urban health and nutrition established by April 2020 Progress/Status: Achieved. LGD had given specific responsibilities to Urban Development Wing-1 with necessary staffs to support “Urban Primary Health Care Services Delivery Project-Phase II”. Out of the designed manpower structure of the unit, one Administrative Officer and One Sr. Asst Secretary have been posted. Data Source: Project joint review missions, QPRs Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2020 Target value: YOutput: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: All project ULBs have a fully staffed and functioning health department, including a gender focal person or team with at least one staff in each department trained in PPP contract management and core project management skills to implement and monitor PHC, urban HMIS, and public health functions by June 2022 (2018 baseline: 0) Progress/Status: Partially achieved. Total positions in project ULBs (city corporation/municipality) health departments: 1,979. Existing manpower: 1,012. Each of 24 project ULBs has 1 Gender Focal Person. 11 Focal Persons from PIU participated in Project Management Training. Data Source: Project joint review missions, QPRs Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: Gender-responsive data collection and analysis in 80% of project ULBs use computerized HMIS by December 2022 (2018 baseline: 0) Progress/Status: Achieved. Gender responsive data management system established on 1st April 2023 at each 45 (100%) Partnership Areas and covers 100% computerized data collection through HMIS system. Data Source: Project joint review missions, QPRs Actual value: Output: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: Urban PHC budget line in LGD's nondevelopment revenue budget established by March 2022 (2018 baseline: NA) Progress/Status: Achieved. In January 2022, LGD has created two budget lines in the name of “Support for Primary Health Care Services” for city corporation and for municipalities separately under the non-development revenue budget of LGD. Data Source: Project joint review missions, QPRs Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: Financing for urban PHC provided through LGD's revenue budget for FY2021-2022 and each subsequent year (2018 baseline: NA) Progress/Status: Achieved. BDT30 million for City Corporation and BDT20 million for Municipalities have been allocated in for the FY 2021-22. In FY2022-2023 budget, LGD allocated BDT90 million for city corporation and BDT60 million for municipalities. Data Source: Project joint review missions, QPRs Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2024 Target value: YOutput: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: All project ULBs' organograms and reorganization plans submitted to LGD for approval by June 2022 (2018 baseline: NA) Progress/Status: Achieved. LGD issued a circular on 22 March 2021 defining the roles and responsibilities of LGD, MOHFW, Finance Division, and Ministry of Public Administration in primary health care services, aligned with the NUHS 2020. With reference to the circular, LGD sent an instruction letter to project ULBs on 10 January 2022 to identify the required manpower for health services to establish a “Model PHC Set-up” for the respective ULB. All project ULBs have submitted manpower requirement to LGD. Data Source: Project joint review missions, QPRs Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: Functional health emergencies preparedness and response plan finalized by March 2022 (2018 baseline: NA) Progress/Status: Achieved. Health emergencies preparedness and response plan has been prepared under UCCRTF and sent to all PAs in June 2020 to get the PA specific response plan. The plan is finalized for 38 PAs. On 26 June 2023, new 7 PAs received orientation on Health emergencies preparedness and response plan. After orientation, 7 PAs submitted the plan. Data Source: Project joint review missions, QPRs Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: 1. Institutional governance and local government capacity to deliver urban PHC services sustainably strengthened Indicator: At least four model ULBs selected for a pilot on direct management of urban PHC by July 2019 (2018 baseline: 0) Progress/Status: Achieved. MoU signed with four ULBs- Gopalganj, Kushtia, Chattogram (2 PAs), and Tarabo by 2020. Data Source: Project joint review missions, QPRs Actual value: Output: 2. Improved accessibility, quality, and utilization of urban PHC services, with a focus on the poor, women, and children, through PPP Indicator: 1. At least 30% of each of the major project healthcare services (including caesarian section) is provided free-of-charge to holders of government-issued red cards that identify them as poor. 2. At least 80% of facilities planned for construction and upgrading are functioning normally within 3 years of loan effectiveness (12 CRHCCs and 26 PHCCs) 3. At least 80% of children consulting project PHC services for acute respiratory infection receive correct treatment. 4. At least 80% of children consulting for diarrhea receive correct treatment. 5. 100% of partnership area NGOs achieves internal quality compliance (financial management, updated clinical registers, clinical waste management, inventory management). Progress/Status: 1. Achieved. About 30% of major healthcare services were provided free-of-charge to red cards holders. 2. Partially achieved. 10 CRHCCs (83% of planned) and 19 PHCCCs (73% of planned) were completed with delay. 7 maintenance works for CRHCCs and PHCCs and 4 unfinished works under UPHCP-II were completed. 3. Achieved. 100% of children received the treatment (ISI round IV Jan-Jun 2017) 4. Achieved. 99% children with diarrhea received correct treatment (ISI round IV Jan-Jun 2017) 5. Mostly achieved (90%+ on all parameters). PANGOs achieved internal quality compliance: 100% financial management, 92% updated clinical registers, 92% clinical waste management, 100% inventory management (ISI round IV Jan-Jun 2017). Data Source: Project baseline and end-line surveys (household, facility-based, qualitative) ISI Patient satisfaction survey (as part of project baseline and end-line survey) Project HMIS Baseline year: 2011 Baseline value: N Baseline year: 2011 Baseline value: N Target year: 2015 Target value: YOutput: 2. Improved accessibility, quality, and utilization of urban PHC services, with a focus on the poor, women, and children, through PPP Indicator: 30% of urban health care services, including sexual and reproductive health and treatment of acute malnutrition, provided free to identified poor (2017 data: 34% [Q1 2017 QPR]) Progress/Status: Achieved. 31% (268,134 out of 878,682) of urban healthcare services (including sexual and reproductive health) provided free-of-charge to the identified urban poor. Data Source: Table 3.10 to 3.14, 4th round ISI Survey report. Data Source: ISI results, HMIS Actual value: Output: 2. Improved accessibility, quality, and utilization of urban PHC services, with a focus on the poor, women, and children, through PPP Indicator: Additional three CRHCCs and eight PHCCs (2018 baseline: 10 CRHCCs and 19 PHCCs) Progress/Status: Achieved. 3 CRHCCs and 8 PHCCs construction completed in 2025. Data Source: QPR Actual value: Output: 2. Improved accessibility, quality, and utilization of urban PHC services, with a focus on the poor, women, and children, through PPP Indicator: At least 80% of women in labor monitored using partograph (2018 baseline: NA) Progress/Status: Achieved. A total of 855 partographs were reviewed, based on the collection of 19 partographs from each of the 45 PA areas. Among these, 829 partographs (97.31%) were assessed as complete. Data Source: 4th round ISI Survey report. (Survey Period March-May 2025) Data Source: ISI results, HMIS, Project baseline, midline, and end line surveys (household, facility-based, and qualitative) Actual value: Output: 2. Improved accessibility, quality, and utilization of urban PHC services, with a focus on the poor, women, and children, through PPP Indicator: At least 80% of children under five consulting project PHC services for diarrhea in the last 2 weeks received oral rehydration therapy and zinc (2018 baseline: NA Progress/Status: Achieved. A total of 1,180 children were identified as having experienced diarrhea in the preceding two weeks during the end-line survey in May 2025. Among them, 1,160 (98%) children received treatment. Of those who received treatment, administered ORS, and zinc supplementation. Data Source: End line Survey Report 2025, Table 6.1. Data Source: ISI results, HMIS, Project baseline, midline, and end line surveys (household, facility-based, and qualitative) Actual value: Output: 2. Improved accessibility, quality, and utilization of urban PHC services, with a focus on the poor, women, and children, through PPP Indicator: 100% of partnership area service providers achieved internal quality compliance (financial management, updated clinical registers, clinical waste management, and inventory management (2012 baseline: NA) Progress/Status: Achieved. (100%) of 45 Partnership Areas service providers achieved internal quality compliance in the above areas; (i) Financial Management (ii) Updated Clinical Register (iii) Waste Management & (iv) Inventory Management. Note: Waste management system has been developed and established for all 45 PA areas through preparation of waste management manual, procurement and installation of waste management equipment including color-coded bins and autoclaves, and necessary training as well as waste disposal linked with local city corporations/municipalities/private entities (PRISM). Data Source: 4th round ISI Survey report, (i) Financial Management: - Section- 3.5. (ii) Updated Clinical Register: - Chapter-4. Section 4.1. (iii) Waste Management- Chapter- 4. Section 4.15. (iv) Inventory Management- Chapter- 5 .Section-5.6. Data Source: ISI results, QAT visits Actual value: Output: 2. Improved accessibility, quality, and utilization of urban PHC services, with a focus on the poor, women, and children, through PPP Indicator: Protective gears for doctors and health workers (PPE, gloves, masks, goggles, etc.), handwashing stations, screening booths, awareness campaign, and online training for doctors provided in 10 CRHCCs and 110 PHCCs in 24 existing PAs by Q3 2020 for response to COVID-19 emergency Progress/Status: Achieved in 2020. Protective equipment distributed among doctors and health workers in 24 CRHCCs and 110 PHCCs. Awareness program carried out in 24 existing PAs. Online training conducted for 180 doctors in 3 batches. Data Source: QPR Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2020 Target value: YOutput: 3. Effective support for decentralized project management Indicator: 1. A fully functional PMU with at least 20% of the staff female is established by loan effectiveness and PIUs are established in ULBs within 3 months of loan effectiveness. 2. Computerized FMIS is functioning fully in partnership areas by 31 December 2014, streamlining accounting procedures and processes at all levels of project implementation (PMU, PIUs, and partner NGOs). 3. Project monitoring and evaluation surveys, follow-up on findings, data collection, and quarterly progress reporting are implemented on schedule. Progress/Status: 1. Achieved. PMU and PIU were established. 23% (3 out of 13 filled staff) of PMU staff were female. 2. Partially achieved. Accounting system has been computerized using Tally software, although was not renewed from mid-2015 to Dec 2017. 3. Partially achieved. Delay in recruitment of PPM&E firm, and quarterly progress reporting by PMU. Data Source: Project HMIS Baseline year: 2012 Baseline value: N Baseline year: 2012 Baseline value: N Target year: 2012 Target value: YOutput: Indicator Indicator: A fully functional PMU with at least 10% of the staff female is established by loan effectiveness and PIUs are established in ULBs within 3 months of loan effectiveness Progress/Status: Achieved in March 2019. Total Staff (PMU): Total: 33, Male: 28, Female: 5 (15%), Vacant: 2. (PIU): Total: 94 posts, Male: 41, Female: 7 (15%), Vacant: 46 Data Source: Project joint review missions, QPRs, HMIS Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2019 Target value: YOutput: Indicator Indicator: Computerized FMIS is functioning fully in partnership areas by March 2022, streamlining accounting procedures and processes at all levels of project implementation (PMU, PIUs, and partner service providers) (2018 data: partial use of FMIS) Progress/Status: Achieved. Computerized FMIS is functioning fully in partnership areas since December 2021 and it was customized and activated across PMU, PIUs and PANGOs under a common networked platform. Data Source: Project joint review mission, QPRs, HMIS Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2022 Target value: YOutput: Indicator Indicator: Project monitoring and evaluation surveys, follow-ups on findings, data collection, and quarterly progress reporting are implemented on schedule Progress/Status: Achieved. 1st ISI survey has been conducted in September October 2023. 2nd ISI survey has been conducted in April - May 2024 End line survey completed in June 2025 and final report submitted in December. QAT visit held every month. Data Source: Project joint review mission, QPRs, HMIS Baseline year: 2018 Baseline value: N Baseline year: 2018 Baseline value: N Target year: 2024 Target value: YOutput: Indicator Indicator: At least two persons from each project ULB trained on computerized financial management by June 2022 (2018 baseline: 0) Progress/Status: Achieved. Accounting software roll out is completed. Total 90 participants are trained from PANGOs, PIU, PMU & LGD. Data Source: Project training evaluations Actual value: Output: Indicator Indicator: Overall project: At least two persons from PMU and each project ULB trained on using HMIS (DHIS2) for project monitoring and evaluation, and gender-responsive urban PHC by December 2022 (2018 baseline: 0) Progress/Status: Achieved. ICT & HMIS Firm has completed training on HMIS System development for total 1,137 participants including PMU, PIU & 38 PANGOs. Data Source: Project training evaluations Actual value: Output: Indicator Indicator: Overall project: Climate-resilient health care infrastructure and services in at least 12 PHCCs by October 2020 (2018 baseline: 0) Progress/Status: Achieved. Climate-resilient health care infrastructure and services provided in 27 CRHCCs and 125 PHCCs. Type of infrastructure (Solar Energy System (SES) of Capacity 2KWp & 4KWp, General A/C, Split Type 1.5 Ton, Refrigerator, Blood Bank Refrigerator, LED Tube Light Super Star, LED Bulb Super Star, Auto shut-off device for OHT, Sink arrangement in health centers, Water Purifier, Jute-Bag, Apron, Hand Gloves, Mask, Waste Bin, Umbrella, Trolley) provide and installed. Solar Panel: 100%. Data Source: Project joint review mission, QPRs, HMIS Actual value: Original project (2012-2018): Sustainable good quality urban PHC services are provided in the project areas and target the poor and the needs of women and children Overall project: Sustainable good quality urban PHC services in the project areas (particularly to the poor, women and children) providedBy 2017, in project areas: 60% of births are attended by skilled health personnel (2012 baseline: 26.5% [BMMS, 2010]) Achievement: 73% Progress/Status: Achieved. 73% (End line survey 2018); 60% in health facility; 63.4% (UESD, 2016) Data Source: Project baseline and end-line surveys (household, facility-based and qualitative) ISI UHS ULB annual development plans Actual value: 73%At least 80% of growth monitoring and promotion performed on under-5 children (baseline: 43.3% UPHCP II 2008) Achievement: 100% Progress/Status: Achieved. 100% of under-5 (exclude neonate) visited health centers had anthropometry measured (MUAC, Ht & Wt) (January-June 2017, ISI-Round 4). Data Source: Project baseline and end-line surveys (household, facility-based and qualitative) ISI UHS ULB annual development plans Actual value: 100%At least 60% of eligible couples use modern contraceptives (baseline: 53% UHS 2006) Achievement: 62.8% Progress/Status: Achieved. 62.8% of eligible couples use modern contraceptives (endline household survey 2018). Data Source: Project baseline and end-line surveys (household, facility-based and qualitative) ISI UHS ULB annual development plans Actual value: 62.8%At least 80% of poor households are properly identified as eligible for free healthcare (baseline: 67% UPHCP II 2008) Achievement: 98% Progress/Status: Achieved. 98% of poor households are properly identified as eligible for free healthcare (98%, Annual Red Card Verification 2017). Data Source: Project baseline and end-line surveys (household, facility-based and qualitative) ISI UHS ULB annual development plans Actual value: 98%At least 80% of the poor access project health services when needed (baseline: 64.7% UPHCP II 2008) Achievement: 95% Progress/Status: Achieved. 95% (End line survey 2018). Data Source: Project baseline and end-line surveys (household, facility-based and qualitative) ISI UHS ULB annual development plans Actual value: 95%At least 90% of project clients express satisfaction with project services (baseline: 76% UPHCP II 2009) Achievement: 100% Progress/Status: Achieved - 100% of project clients express satisfaction with project services (100%, multi-areas assessment of ISI Round III 2016). Data Source: Project baseline and end-line surveys (household, facility-based and qualitative) ISI UHS ULB annual development plans Actual value: 100%Overall project: By 2025, for all outcome indicators: 70% of births are attended by skilled health personnel (2018 baseline: urban 63.4% [UESD, 2016]) Achievement: 66.5% Progress/Status: Achieved. 96% (10,153 births at project facilities out of 10,494 total deliveries) institutional deliveries. Data Source: The end line survey report, table 37. Data Source: Project baseline and end-line surveys (household) ISI Urban health surveys; UESD survey (every non-DHS years), BDHS (every 3 years) Actual value: 66.5%Overall project: 80% of children under five who visited health centers received nutritional screening and measured on anthropometry (MUAC, height, and weight) (2018 baseline: 64% of children under five, excluding neonates [2017 rapid assessment of 19 partnership areas]) Achievement: 100% Progress/Status: Achieved. 81.5% (13,271 out of 16,284 children under five who visited health centers) received nutritional screening and measured on anthropometry (MUAC, height, and weight). Data Source: The end line survey report, table 50. Data Source: Project baseline and end-line surveys (household) ISI Urban health surveys; UESD survey (every non-DHS years), BDHS (every 3 years) Actual value: 100%Overall project: 65% of currently married women of reproductive age (15-49 years old) use modern contraceptives (2018 baseline: urban 56.2% [BDHS, 2014]; urban 55.6% [UESD, 2016]) Progress/Status: Achieved. 89.59% [76,425 out of 85,480 of currently married women of reproductive age (15-49 years old)] use modern contraceptives. Data Source: 4th round ISI Survey report. 3.14 Family Planning, Annex-1. Remarks: Limitation of family planning commodities supplies from DGFP and license renewal issues of clinic has posed challenge to target achievement. Data Source: Project baseline and end-line surveys (household) ISI Urban health surveys; UESD survey (every non-DHS years), BDHS (every 3 years) Actual value: Overall project: 99% of poor households identified as eligble for free health care (2018 baseline: 98% [Annual Red Card Verification, 2017]) Achievement: 80% Progress/Status: Achieved. 99.3% (297,163) of poor households identified as eligible for free health care. (Data Source: Annual Red Card Verification Report published on 30 Sep 2023) The ultra-poor and poor identification surveys were carried out in December 2020 for old 27 PAs, and in 2022 for new 11 PAs. A total of 271,874 ultra-poor and poor HHs were identified, and 251,077 red cards have been distributed in 38 PAs. The identification survey has been completed in seven new PAs in 2023. 27,384 poor and ultra-poor HHs have been identified and 23,457 cards are distributed in the new 7 PAs. Data Source: Project baseline and end-line surveys (household) ISI Urban health surveys; UESD survey (every non-DHS years), BDHS (every 3 years) Actual value: 80%Overall project: 90% of urban population have access to public health service (2018 baseline: urban 88% [BDHS, 2014]) Progress/Status: Achieved. 94.62% (15,369 out of 16,200 households interviewed) have access to public health services and are aware of health services under UPHCSDP-II. Date source: The end line survey report, table 19. Data Source: Project baseline and end-line surveys (household) ISI Urban health surveys; UESD survey (every non-DHS years), BDHS (every 3 years) Actual value: Overall project: At least 90% of project clients express satisfaction with project services (2018 baseline: 74% [end line household survey 2018]) Achievement: 82% Progress/Status: Achieved. 98.37% in partnership agreement areas. Source: end line survey report. Data Source: Project baseline and end-line surveys (household) ISI Urban health surveys; UESD survey (every non-DHS years), BDHS (every 3 years) Actual value: 82% XM-DAC-46004-49423-005-LN4039Asian Development BankThe proposed project will enhance the coverage and improve the reliability and efficiency of the transmission and distribution network, to facilitate better utilization of the expanding power generation capacity to meet the growth in electricity demand across the countryAsian Development BankBangladesh Rural Electrification BoardDhaka Electric Supply Company Ltd. (DESCO)Power Div-Min of Power, Energy & Mineral ResourcesPower Grid Bangladesh PLC (Power Grid)Asian Development BankAsian Development BankNahar, Nazmunhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=49423-005 (Active)&officer= nnahar@adb.org&division= Energy Sector Office (SD1-ENE)&projectcountry= BangladeshBangladesh23.89507 90.29226Environmentally sustainable growth Inclusive economic growthGender Equity and Mainstreaming Governance and capacity development PartnershipsEffective gender mainstreaming (EGM)130000000Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board128428.13Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board2570038.32Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board2360907.85Asian Development BankBangladesh Rural Electrification Board913644.82Asian Development BankBangladesh Rural Electrification Board231138.35Asian Development BankBangladesh Rural Electrification Board895864.75Asian Development BankBangladesh Rural Electrification Board911584.48Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board2678546.73Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board1359982.37Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board292250.00Asian Development BankBangladesh Rural Electrification Board466150.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board31087.43Asian Development BankBangladesh Rural Electrification Board637791.80Asian Development BankBangladesh Rural Electrification Board101912.00Asian Development BankBangladesh Rural Electrification Board1513136.70Asian Development BankBangladesh Rural Electrification Board3634184.70Asian Development BankBangladesh Rural Electrification Board1293790.40Asian Development BankBangladesh Rural Electrification Board5844967.94Asian Development BankBangladesh Rural Electrification Board3498187.32Asian Development BankBangladesh Rural Electrification Board4737686.30Asian Development BankBangladesh Rural Electrification Board4303920.00Asian Development BankBangladesh Rural Electrification Board7333780.95Asian Development BankBangladesh Rural Electrification Board105540.80Asian Development BankBangladesh Rural Electrification Board135180.72Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board94600.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board1178856.93Asian Development BankBangladesh Rural Electrification Board228848.80Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board8205409.30Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board3322992.29Asian Development BankBangladesh Rural Electrification Board3728384.00Asian Development BankBangladesh Rural Electrification Board2025465.00Asian Development BankBangladesh Rural Electrification Board466071.78Asian Development BankBangladesh Rural Electrification Board3626634.10Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board267117.42Asian Development BankBangladesh Rural Electrification Board2131763.57Asian Development BankBangladesh Rural Electrification Board3705012.38Asian Development BankBangladesh Rural Electrification Board4637022.55Asian Development BankBangladesh Rural Electrification Board2698160.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board3250000.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board3250000.00Asian Development BankBangladesh Rural Electrification Board9098.75Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board118304.40Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board157392.89Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board184000.64Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board297734.49Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board531254.86Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board704485.15Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board780006.98Asian Development BankBangladesh Rural Electrification BoardPerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity in power sector agencies enhanced Indicator: Capital expenditure investment and tariff petitions by transmission and distribution utilities in accordance with approved tariff regulations annually submitted. (Baseline: Occasional filing) Progress/Status: Tariff petition has been annually submitted by PGCB, DESCO and BREB . Data Source: Tariff filing petitions received by the Bangladesh Energy Regulatory Commission Baseline year: 2016 Baseline value: n Baseline year: 2016 Baseline value: n Target year: 2025 Target value: yOutput: Capacity in power sector agencies enhanced Indicator: GIS-based mapping implemented for Northern Electricity Supply Company Limited, and al least 30% women employees in five PBS trained in GIS and asset mapping and BREB's GIS directorate strengthened with GIS equipment for future uses in all PBSs . Progress/Status: GIS mapping scope is being implemented for NESCO. Consultant recruitment process is ongoing under Loan 3523. BREB's GIS scope is being implemented under World Bank financing. Training of women employee on GIS mapping is being implemented for BREB under Grant 9190. Data Source: Annual report of BREB and PBSs Baseline year: 2016 Baseline value: n Baseline year: 2016 Baseline value: n Target year: 2025 Target value: yOutput: Capacity in power sector agencies enhanced Indicator: Detailed engineering reports for four projects completed (Baseline: 0) Progress/Status: 2 studies are ongoing for 4 solar and wind project development. Data Source: Review reports from Power Cell Actual value: Output: Capacity in power sector agencies enhanced Indicator: Measures to attract more women employees in at least five PBSs in place . (Baseline: 0) Progress/Status: Consulting firm is recruited under Grant 9190. Women friendly measures and activities are ongoing. Data Source: Review reports from BREB and PBSs Actual value: Output: Distribution network in DESCO service areas improved Indicator: Distribution automation system in Dhaka city installed Progress/Status: Completed. Data Source: Annual Reports of BREB Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2025 Target value: YOutput: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: More than 38,000 km of 33 kV and 11 kV distribution lines and associated facilities rehabilitated (Baseline: 0) Progress/Status: Till now, 28,777 km 33 and 11 kV distribution lines and associated facilities has been rehabilitated. Data Source: Annual reports of BREB and PBSs Actual value: Output: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: Over 15,990 km of 33 kV and 11 kV distribution lines and associated facilities with EWCD designs constructed (Baseline: 0) Progress/Status: Till now, 11,388 km 33 and 11 kV distribution lines and associated facilities constructed . Data Source: Annual reports of BREB and PBSs Actual value: Output: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: 200 people trained on energy-based livelihoods with at least 30% women and 50 small businesses, including 50% led by women entrepreneurs, supported (Baseline: 0) Progress/Status: 351 BPL consumers including 35% women already trained on selected business. Data Source: Annual reports of BREB and PBSs Actual value: Output: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: At least 1,000 end-users (at least 40% women) trained on safe and efficient use of energy (Baseline: 0) Progress/Status: 1585 newly electrified consumer already trained on safe, efficient & productive use of electricity Data Source: Annual reports of BREB and PBSs Actual value: Output: National transmission network in southern Bangladesh strengthened Indicator: About 174 km of 400 kV transmission lines and associated facilities constructed Progress/Status: Completed. Data Source: Annual Reports of PGCB Actual value: Access to efficient and reliable electricity supply in Bangladesh improvedAbout 1,100,000 new connections, including 1,025,000 rural households, connected to electricity network and benefiting at least 875,000 women (2016 baseline: 0) Progress/Status: Ongoing. Total 943,170 new connections have been provided by BREB. Data Source: Annual reports of BREB Actual value: Average system interruption duration index for DESCO-operated part of Dhaka city decreased by at least 25% (2015 baseline: 646 minutes) Progress/Status: DESCO target achieved. System Average Interruption Duration Index (SAIDI) is 394.01 which is decreased by 38.85%. Data Source: Annual reports of DESCO Target value: -25% Actual value: Average system interruption duration index for BREB decreased by at least 22% (2015 baseline: 1,990 minutes based on planned interruptions for 11 kV feeders) Progress/Status: System Average Interruption Duration Index (SAIDI) is 1,233 minutes for FY 2019, decreased by 38.04%. Data Source: Annual reports of BREB Target value: -20% Actual value: Transmission losses reduced to 2.5% (2016 baseline: 3.0%) Progress/Status: PGCB target. Overall transmission loss is 2.6%. Data Source: Annual reports of PGCB Actual value: Rural distribution losses reduced to 9.0% (2016 baseline: Losses at 12.5%) Progress/Status: System loss is 8.16% by June 2024. Data Source: Annual reports of BREB Actual value: Tariffs reviewed annually and reset to increasingly cover costs of transmission and distribution utilities as per approved regulations (2016 baseline: Occasional tariff reviews are not based on approved regulations) Progress/Status: Complied. All utilities submitted their application to increase tariff in Nov 2019. BERC approved the tariff revision in February 2024. Data Source: Annual reports of PGCB, DESCO, and BREB Base year: 2016 Baseline value: NAt least 68,727 tons of carbon emissions are avoided every year (2016 baseline: 0) Progress/Status: On going. Data Source: Annual report of BREB and PSMP Actual value: XM-DAC-46004-49423-005-LN4040Asian Development BankThe proposed project will enhance the coverage and improve the reliability and efficiency of the transmission and distribution network, to facilitate better utilization of the expanding power generation capacity to meet the growth in electricity demand across the countryAsian Development BankBangladesh Rural Electrification BoardDhaka Electric Supply Company Ltd. (DESCO)Power Div-Min of Power, Energy & Mineral ResourcesPower Grid Bangladesh PLC (Power Grid)Asian Development BankAsian Development BankNahar, Nazmunhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=49423-005 (Active)&officer= nnahar@adb.org&division= Energy Sector Office (SD1-ENE)&projectcountry= BangladeshBangladesh23.89507 90.29226Environmentally sustainable growth Inclusive economic growthGender Equity and Mainstreaming Governance and capacity development PartnershipsEffective gender mainstreaming (EGM)70000000Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board2563381.56Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board402080.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board2314279.48Asian Development BankBangladesh Rural Electrification Board661520.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board640000.00Asian Development BankBangladesh Rural Electrification Board1400779.20Asian Development BankBangladesh Rural Electrification Board2920358.40Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board74136.53Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board277647.74Asian Development BankBangladesh Rural Electrification Board44916.67Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board52500.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board52791.66Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board53666.67Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board52791.67Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board53666.66Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board118798.01Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board124481.01Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board0.00Asian Development BankBangladesh Rural Electrification Board259894.00Asian Development BankBangladesh Rural Electrification BoardPerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity in power sector agencies enhanced Indicator: Capital expenditure investment and tariff petitions by transmission and distribution utilities in accordance with approved tariff regulations annually submitted. (Baseline: Occasional filing) Progress/Status: Tariff petition has been annually submitted by PGCB, DESCO and BREB . Data Source: Tariff filing petitions received by the Bangladesh Energy Regulatory Commission Baseline year: 2016 Baseline value: n Baseline year: 2016 Baseline value: n Target year: 2025 Target value: yOutput: Capacity in power sector agencies enhanced Indicator: GIS-based mapping implemented for Northern Electricity Supply Company Limited, and al least 30% women employees in five PBS trained in GIS and asset mapping and BREB's GIS directorate strengthened with GIS equipment for future uses in all PBSs . Progress/Status: GIS mapping scope is being implemented for NESCO. Consultant recruitment process is ongoing under Loan 3523. BREB's GIS scope is being implemented under World Bank financing. Training of women employee on GIS mapping is being implemented for BREB under Grant 9190. Data Source: Annual report of BREB and PBSs Baseline year: 2016 Baseline value: n Baseline year: 2016 Baseline value: n Target year: 2025 Target value: yOutput: Capacity in power sector agencies enhanced Indicator: Detailed engineering reports for four projects completed (Baseline: 0) Progress/Status: 2 studies are ongoing for 4 solar and wind project development. Data Source: Review reports from Power Cell Actual value: Output: Capacity in power sector agencies enhanced Indicator: Measures to attract more women employees in at least five PBSs in place . (Baseline: 0) Progress/Status: Consulting firm is recruited under Grant 9190. Women friendly measures and activities are ongoing. Data Source: Review reports from BREB and PBSs Actual value: Output: Distribution network in DESCO service areas improved Indicator: Distribution automation system in Dhaka city installed Progress/Status: Completed. Data Source: Annual Reports of BREB Baseline year: 2016 Baseline value: N Baseline year: 2016 Baseline value: N Target year: 2025 Target value: YOutput: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: More than 38,000 km of 33 kV and 11 kV distribution lines and associated facilities rehabilitated (Baseline: 0) Progress/Status: Till now, 28,777 km 33 and 11 kV distribution lines and associated facilities has been rehabilitated. Data Source: Annual reports of BREB and PBSs Actual value: Output: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: Over 15,990 km of 33 kV and 11 kV distribution lines and associated facilities with EWCD designs constructed (Baseline: 0) Progress/Status: Till now, 11,388 km 33 and 11 kV distribution lines and associated facilities constructed . Data Source: Annual reports of BREB and PBSs Actual value: Output: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: 200 people trained on energy-based livelihoods with at least 30% women and 50 small businesses, including 50% led by women entrepreneurs, supported (Baseline: 0) Progress/Status: 351 BPL consumers including 35% women already trained on selected business. Data Source: Annual reports of BREB and PBSs Actual value: Output: Distribution network in rural areas of Bangladesh including the capacity of end-users improved Indicator: At least 1,000 end-users (at least 40% women) trained on safe and efficient use of energy (Baseline: 0) Progress/Status: 1585 newly electrified consumer already trained on safe, efficient & productive use of electricity Data Source: Annual reports of BREB and PBSs Actual value: Output: National transmission network in southern Bangladesh strengthened Indicator: About 174 km of 400 kV transmission lines and associated facilities constructed Progress/Status: Completed. Data Source: Annual Reports of PGCB Actual value: Access to efficient and reliable electricity supply in Bangladesh improvedAbout 1,100,000 new connections, including 1,025,000 rural households, connected to electricity network and benefiting at least 875,000 women (2016 baseline: 0) Progress/Status: Ongoing. Total 943,170 new connections have been provided by BREB. Data Source: Annual reports of BREB Actual value: Average system interruption duration index for DESCO-operated part of Dhaka city decreased by at least 25% (2015 baseline: 646 minutes) Progress/Status: DESCO target achieved. System Average Interruption Duration Index (SAIDI) is 394.01 which is decreased by 38.85%. Data Source: Annual reports of DESCO Target value: -25% Actual value: Average system interruption duration index for BREB decreased by at least 22% (2015 baseline: 1,990 minutes based on planned interruptions for 11 kV feeders) Progress/Status: System Average Interruption Duration Index (SAIDI) is 1,233 minutes for FY 2019, decreased by 38.04%. Data Source: Annual reports of BREB Target value: -20% Actual value: Transmission losses reduced to 2.5% (2016 baseline: 3.0%) Progress/Status: PGCB target. Overall transmission loss is 2.6%. Data Source: Annual reports of PGCB Actual value: Rural distribution losses reduced to 9.0% (2016 baseline: Losses at 12.5%) Progress/Status: System loss is 8.16% by June 2024. Data Source: Annual reports of BREB Actual value: Tariffs reviewed annually and reset to increasingly cover costs of transmission and distribution utilities as per approved regulations (2016 baseline: Occasional tariff reviews are not based on approved regulations) Progress/Status: Complied. All utilities submitted their application to increase tariff in Nov 2019. BERC approved the tariff revision in February 2024. Data Source: Annual reports of PGCB, DESCO, and BREB Base year: 2016 Baseline value: NAt least 68,727 tons of carbon emissions are avoided every year (2016 baseline: 0) Progress/Status: On going. Data Source: Annual report of BREB and PSMP Actual value: XM-DAC-46004-51311-001-LN4561Asian Development BankThe project will support the Government of Bangladesh's efforts in strengthening BIFFL's institutional capacity to develop public-private partnership (PPP) infrastructure projects. The support will help to restart infrastructure development, spur economic growth, and generate jobs during the recovery from the coronavirus disease 2019 (COVID-19). It will help ease Bangladesh's infrastructure financing constraint, a priority area in ADB's country partnership strategy, 2016-2020 for Bangladesh, and it is included in the country operations business plan, 2020-2022. The project will help to alleviate poverty by creating jobs during both the construction and operation phases of the infrastructure projects, especially for many low-skilled workers. The project is well aligned with ADB's Strategy 2030. The project will help strengthen governance and the institutional capacity of BIFFL, tackle climate change by supporting the development of more efficient and environmentally sustainable infrastructure projects, and support gender equality by incorporating gender elements in project implementation and capacity-building activities. Moreover, in line with ADB's Strategy 2030, the project will help mobilize private sector financing and promote private sector development. Finally, to deliver integrated solutions, the project will promote cross-sector, cross-theme, and cross-department collaboration. The project was processed with support and consultation from Office of Public-Private Partnership (OPPP) of the Asian Development Bank (ADB) during the design stage; the subproject pipeline was developed based on existing and future OPPP transactions. By connecting the regional department's financing to OPPP's transaction advisory mandates, the project aims to deliver seamless support to the government's PPP strategy under the One ADB approach.Asian Development BankFinance Division, MOF (EA)Asian Development BankAsian Development BankHossain, Marufhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=51311-001 (Active)&officer= mhossain@adb.org&division= Finance Sector Office (SD3-FIN)&projectcountry= BangladeshBangladesh23.89507 90.29226Some gender elements (SGE)Addressing remaining poverty and reducing inequalitiesAccelerating progress in gender equalityTackling climate change, building climate and disaster resilience, and enhancing environmental sustainabilityStrengthening governance and institutional capacity100000000Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)29455857.18Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)17076264.93Asian Development BankFinance Division, MOF (EA)3000000.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)5000000.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)379867.86Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)1071572.15Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)0.00Asian Development BankFinance Division, MOF (EA)PerformanceFiduciaryOutput/s as listed by the project staff.Output: BIFFL?s institutional capacity to finance PPP infrastructure projects improved Indicator: Key policy documents including (i) Risk Appetite Framework and Risk Mapping, (ii) Risk Management Policy, (iii) Comprehensive HR policy; (iv) Treasury Policy, and (iv) Procurement Policy developed and approved by BIFFL board by 2027 Progress/Status: In progress. Consultants are working with BIFFL to accomplish related activities. Data Source: ADB project review missions, BIFFL project monitoring and review reports, and/or ADB TA consultant reports Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2027 Target value: YOutput: BIFFL?s institutional capacity to finance PPP infrastructure projects improved Indicator: Capacity development training in line with the capacity development plan conducted on key and emerging operational areas such as climate financing and corporate governance, including a study tour Progress/Status: Ongoing. Training on climate financing has been conducted. Data Source: ADB project review missions, BIFFL project monitoring and review reports, and/or ADB TA consultant reports Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2028 Target value: YOutput: BIFFL?s institutional capacity to finance PPP infrastructure projects improved Indicator: At least 80% of all BIFFL staff engaged in operations and safeguards (including at least 90% relevant female staff in operations and safeguards) have knowledge of GESI, and safeguard compliance increased by 2026 (TI 6.2.3) Progress/Status: In progress. Data Source: ADB project review missions, BIFFL project monitoring and review reports, and/or ADB TA consultant reports Actual value: Output: BIFFL?s institutional capacity to finance PPP infrastructure projects improved Indicator: A functioning GESI and safeguards unit to screen, appraise, and categorize subprojects established by August 2020 September 2025 Progress/Status: A functioning GESI and safeguards unit is established. Data Source: ADB project review missions, BIFFL project monitoring and review reports, and/or ADB TA consultant reports Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2025 Target value: YOutput: BIFFL?s institutional capacity to finance PPP infrastructure projects improved Indicator: At least 30% of all operational staff with increased awareness in gender-responsive infrastructure by 2028 Progress/Status: In progress. Data Source: ADB project review missions, BIFFL project monitoring and review reports, and/or ADB TA consultant reports Actual value: Output: BIFFL?s institutional capacity to finance PPP infrastructure projects improved Indicator: At least one independent director elected to the board by 2026 Progress/Status: In progress. Data Source: ADB project review missions, BIFFL project monitoring and review reports, and/or ADB TA consultant reports Actual value: Output: BIFFL?s institutional capacity to finance PPP infrastructure projects improved Indicator: Institution-wide GESI strategy developed and approved by 2026 Progress/Status: In progress. Data Source: ADB project review missions, BIFFL project monitoring and review reports, and/or ADB TA consultant reports Baseline year: 2024 Baseline value: N Baseline year: 2024 Baseline value: N Target year: 2026 Target value: YOutput: Long-term debt to infrastructure subprojects provided Indicator: Up to $150 million funding provided to qualified infrastructure subprojects by BIFFL during 2020-2029 (TI 1.3.1) Progress/Status: As of June 2026, ADB disbursed $104.53 million to BIFFL for supporting two eligible PPP subprojects. Data Source: ADB project review and related disbursement data, BIFFL project monitoring and review reports, and BIFFL annual reports Baseline year: 2019 Baseline value: 0 Target year: 2029 Target value: $150000000Output: Long-term debt to infrastructure subprojects provided Indicator: At least two PPP projects supported by BIFFL by 2029 (TI 1.3.1) Progress/Status: BIFFL is supporting two eligible PPP subprojects. They are exploring at least one additional eligible PPP subprojects to be financed under the project. Data Source: ADB project review and related disbursement data, BIFFL project monitoring and review reports, and BIFFL annual reports Actual value: Output: Long-term debt to infrastructure subprojects provided Indicator: Gender screening of at least one subproject funded by ADB by 2029 Progress/Status: The national gender expert is working with BIFFL to accomplish this indicator. Data Source: ADB project review and related disbursement data, BIFFL project monitoring and review reports, and BIFFL annual reports Actual value: Availability of long-term financing for PPP infrastructure projects increased, and new employment opportunities createdAt least $100 million private sector equity (in ADB-financed PPP subprojects) leveraged by BIFFL during 2020-2029 to expand PPP projects (TI 1.3.1) Progress/Status: As of June 2025, approximately $56.40 million private sector equity (in ADB-financed PPP subprojects) leveraged by BIFFL. Data Source: Annual audited statement of the utilization of funds, BIFFL project monitoring and review reports and BIFFL annual reports, Government of Bangladesh reports, ADB project review missions, and consultant reviews Actual value: At least $200 million private sector commercial debt (in ADB-financed PPP subprojects) leveraged by BIFFL during 2020-2029 to expand PPP projects (2019 baseline: 0) (TI 1.3.1) Progress/Status: As of June 2025, $234.50 million private sector commercial debt (in ADB-financed PPP subprojects) leveraged by BIFFL. Data Source: Annual audited statement of the utilization of funds, BIFFL project monitoring and review reports and BIFFL annual reports, Government of Bangladesh reports, ADB project review missions, and consultant reviews Actual value: About 3,500 jobs in PPP subprojects supported by BIFFL, throughout the full PPP subproject cycle, created during 2020-2029 (RFI 1.2) Progress/Status: A significant number of jobs has been created in PPP subprojects supported by BIFFL. The number will be assessed at the time of project closing. Data Source: Annual audited statement of the utilization of funds, BIFFL project monitoring and review reports and BIFFL annual reports, Government of Bangladesh reports, ADB project review missions, and consultant reviews Actual value: XM-DAC-46004-57296-002-LN4665Asian Development BankThe project will upgrade the 41 kilometer existing track from Chattogram to Dohazari and build a new bypass line of 2.5 kilometer. The new bypass will allow direct operation from Dhaka to Cox's Bazar without stopping at the Chattogram station. The upgrade will include heightening the elevation of rail track, strengthen the drainage system, computerize the blocking signaling system, and dual-gauging of the track. In addition, 30 locomotives will also be procured. under the project. This will enable a more resilient, reliable and efficient rail operation.Asian Development BankBangladesh RailwayAsian Development BankAsian Development BankKimura, Shujihttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=57296-002 (Approved)&officer= skimura@adb.org&division= Transport Sector Office (SD1-TRA)&projectcountry= BangladeshChittagong22.3384 91.83168Effective gender mainstreaming (EGM)508000000Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh RailwayPerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity of BR for operation strengthened Indicator: At least, 30 Bangladesh Railway staff, including 90% of eligible women, reported increased knowledge on computer-based blocking signaling system, track maintenance, and/or locomotive maintenance (2024 baseline: 0) (DR4) Data Source: Annual progress reports for 2029 of contractors and suppliers Actual value: Output: Capacity of BR for operation strengthened Indicator: At least 200 Bangladesh Railway staff reported increased knowledge on gender mainstreaming in railway services (2024 baseline: 0) (DR4) Data Source: Construction supervision consultants' annual report for 2029 Actual value: Output: Capacity of BR for operation strengthened Indicator: A gender strategy developed and submitted for approval to Bangladesh Railway managementd (2024 baseline: Not yet) (DR4) Data Source: Executing agency's annual report for 2029 Actual value: Output: Energy-efficient locomotives mobilized Indicator: 30 locomotives with energy-saving features delivered and commissioned Data Source: Progress reports of construction supervision consultant Actual value: Output: Energy-efficient locomotives mobilized Indicator: The effective locomotive operation ratio improved to 80% Data Source: Operation record of Bangladesh Railway in 2029 Actual value: Output: Railway between Chattogram and Dohazari sections upgraded Indicator: About 35 km of railway upgraded and 2.5 km of new bypass line newly built. (2024 baseline: 0) (DR3) Data Source: Project progress reports of general consultants Actual value: Output: Railway between Chattogram and Dohazari sections upgraded Indicator: Three stations upgraded with features friendly to elderly people, women, children, and persons with disabilities, and spaces for private sector commercial activitiesb (2024 baseline: 0) (DR4) Data Source: Project progress reports of general consultants Actual value: Output: Railway between Chattogram and Dohazari sections upgraded Indicator: Within 1 to 3 months of each railway station's full operation, 75% of surveyed pregnant women and women with children, persons with disabilities, and elderly perceived the facilities are safe, easily accessible, and convenient (2024 baseline: Not yet) (DR4) Data Source: Project progress reports of general consultants Actual value: Output: Railway between Chattogram and Dohazari sections upgraded Indicator: At least 1,000 community members and 100% of contractors and laborers reported increased knowledge on gender-based violence (including sexual exploitation and harassment) and sexually transmitted infections, including HIV/AIDS (2024 baseline: 0) Data Source: Project progress reports of general consultants Actual value: Railway transport system in the Chattogram-Cox's Bazar corridor improved.Sixteen passenger trains operate daily between Chattogram and Cox's Bazar Data Source: Passenger train timetable issued by Bangladesh Railway in 2030 Actual value: Nine million passengers transported annually between Chattogram and Cox's Bazar Data Source: Annual operation record of Bangladesh Railway in 2030 Actual value: The travel time from Dhaka to Cox's Bazar reduced to 7 hours. Data Source: Passenger train timetable issued by Bangladesh Railway in 2030 Actual value: Operation stop due to flooding will be reduced 0 day/per year Data Source: Annual operation record of Bangladesh Railway in 2030 Actual value: XM-DAC-46004-57296-002-LN4666Asian Development BankThe project will upgrade the 41 kilometer existing track from Chattogram to Dohazari and build a new bypass line of 2.5 kilometer. The new bypass will allow direct operation from Dhaka to Cox's Bazar without stopping at the Chattogram station. The upgrade will include heightening the elevation of rail track, strengthen the drainage system, computerize the blocking signaling system, and dual-gauging of the track. In addition, 30 locomotives will also be procured. under the project. This will enable a more resilient, reliable and efficient rail operation.Asian Development BankBangladesh RailwayAsian Development BankAsian Development BankKimura, Shujihttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=57296-002 (Approved)&officer= skimura@adb.org&division= Transport Sector Office (SD1-TRA)&projectcountry= BangladeshChittagong22.3384 91.83168Effective gender mainstreaming (EGM)180000000Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh Railway0.00Asian Development BankBangladesh RailwayPerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity of BR for operation strengthened Indicator: At least, 30 Bangladesh Railway staff, including 90% of eligible women, reported increased knowledge on computer-based blocking signaling system, track maintenance, and/or locomotive maintenance (2024 baseline: 0) (DR4) Data Source: Annual progress reports for 2029 of contractors and suppliers Actual value: Output: Capacity of BR for operation strengthened Indicator: At least 200 Bangladesh Railway staff reported increased knowledge on gender mainstreaming in railway services (2024 baseline: 0) (DR4) Data Source: Construction supervision consultants' annual report for 2029 Actual value: Output: Capacity of BR for operation strengthened Indicator: A gender strategy developed and submitted for approval to Bangladesh Railway managementd (2024 baseline: Not yet) (DR4) Data Source: Executing agency's annual report for 2029 Actual value: Output: Energy-efficient locomotives mobilized Indicator: 30 locomotives with energy-saving features delivered and commissioned Data Source: Progress reports of construction supervision consultant Actual value: Output: Energy-efficient locomotives mobilized Indicator: The effective locomotive operation ratio improved to 80% Data Source: Operation record of Bangladesh Railway in 2029 Actual value: Output: Railway between Chattogram and Dohazari sections upgraded Indicator: About 35 km of railway upgraded and 2.5 km of new bypass line newly built. (2024 baseline: 0) (DR3) Data Source: Project progress reports of general consultants Actual value: Output: Railway between Chattogram and Dohazari sections upgraded Indicator: Three stations upgraded with features friendly to elderly people, women, children, and persons with disabilities, and spaces for private sector commercial activitiesb (2024 baseline: 0) (DR4) Data Source: Project progress reports of general consultants Actual value: Output: Railway between Chattogram and Dohazari sections upgraded Indicator: Within 1 to 3 months of each railway station's full operation, 75% of surveyed pregnant women and women with children, persons with disabilities, and elderly perceived the facilities are safe, easily accessible, and convenient (2024 baseline: Not yet) (DR4) Data Source: Project progress reports of general consultants Actual value: Output: Railway between Chattogram and Dohazari sections upgraded Indicator: At least 1,000 community members and 100% of contractors and laborers reported increased knowledge on gender-based violence (including sexual exploitation and harassment) and sexually transmitted infections, including HIV/AIDS (2024 baseline: 0) Data Source: Project progress reports of general consultants Actual value: Railway transport system in the Chattogram-Cox's Bazar corridor improved.Sixteen passenger trains operate daily between Chattogram and Cox's Bazar Data Source: Passenger train timetable issued by Bangladesh Railway in 2030 Actual value: Nine million passengers transported annually between Chattogram and Cox's Bazar Data Source: Annual operation record of Bangladesh Railway in 2030 Actual value: The travel time from Dhaka to Cox's Bazar reduced to 7 hours. Data Source: Passenger train timetable issued by Bangladesh Railway in 2030 Actual value: Operation stop due to flooding will be reduced 0 day/per year Data Source: Annual operation record of Bangladesh Railway in 2030 Actual value: XM-DAC-46004-44167-014-GRNT0396Asian Development BankADB is assisting the Government of Bangladesh to improve the livelihoods of people in the country's most flood and erosion prone areas along the Jamuna, Ganges and Padma rivers. The Flood and Riverbank Erosion Risk Management Investment Program is in line with the plans of the Government of Bangladesh to strategically manage flood and riverbank erosion risks along the country''s main rivers to reduce damages to people''s assets and to lessen constraint to economic development. It will finance the construction of riverbank revetments to protect vulnerable riverbanks and therefore assets and flood embankments behind the riverbanks from progressive erosion. Flood embankments will also be rehabilitated or constructed. The investment program will include training for communities to develop their capacity to operate and maintain the structures and to manage flood and erosion risks at the community level. The community capacity development will be combined with livelihood improvement supports. The investment program will include the construction of about 50 kilometers (km) of riverbank protection structures; rehabilitation and construction of 89 km of flood embankments with climate-resilient design; and a piloting of innovative riverbank protection structures. The investment program will also support the national-level institutional capacity strengthening for more strategic planning and implementation of flood and erosion risk management. This will improve the lives of the people in the affected areas.Asian Development BankBangladesh Water Development BoardAsian Development BankAsian Development BankRoy, Amit Dattahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=44167-014 (Closed)&officer= adroy@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshBangladesh24 90Environmentally sustainable growthInclusive economic growthGovernance and capacity developmentKnowledge solutionsPartnershipsEffective gender mainstreaming (EGM)15300000Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development Board0.00Asian Development BankBangladesh Water Development BoardPerformanceFiduciaryOutput/s as listed by the project staff.Output: Flood and riverbank erosion risk mitigation functioning at priority reaches Indicator: 27.8 km of riverbank protected by applying appropriate technology and methodology (baseline=10 km) Achievement: 17.8 Progress/Status: Construction of new 17.8 km of riverbank protection work was completed using adaptive approach method. Data Source: BWDB project progress and completion reportsOutput: Flood and riverbank erosion risk mitigation functioning at priority reaches Indicator: 21.3 km of climate-resilient flood embankment constructed/ rehabilitated/upgraded against 100-year probably floods (baseline= 0 km in good condition) Achievement: 21.3 Progress/Status: Completed 21.3 km flood protection embankment considering 100-year probable flood and climate change issues. Data Source: BWDB project progress and completion reportsOutput: Flood and riverbank erosion risk mitigation functioning at priority reaches Indicator: 40 community-based disaster management units operate disaster-resilience action plan against flood and erosion disasters with min. 33% of units led by women (baseline=0) Achievement: 8 Progress/Status: 40 community-based disaster management units operate disaster-resilience action plan against flood and erosion disasters with 100% of units led by women. Data Source: Implementation NGO's reports BWDB benefit survey reportsOutput: Flood and riverbank erosion risk mitigation functioning at priority reaches Indicator: 4 regulators and other hydraulic structures installed. (baseline=0) Achievement: 0 Progress/Status: 4 new regulators (2 nos. 2-vent and other 2 nos. 4-vent) were installed. Data Source: BWDB project progress and completion reportsOutput: Operational program management system Indicator: Tranche-1 outputs completed on time within budget Achievement: Y Progress/Status: Project was extended by 21 months up to 31 March 2021. Data Source: BWDB project progress and completion report Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2021 Target value: Y Actual value: YOutput: Strengthened institutional systems for flood and riverbank erosion risk management Indicator: 5-year budgetary plan for riverbank protection O&M and emergency work for the main rivers endorsed by BWDB by 2021 Achievement: Y Progress/Status: A draft 5-year budgetary plan for riverbank protection O&M and emergency work for the main rivers submitted by ISPMC. The 5-year budgetary plan has been planned to be developed further under Tranche 2. Data Source: BWDB's annual budgetary plan BWDB's construction material stockade plan Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2021 Target value: Y Actual value: YOutput: Strengthened institutional systems for flood and riverbank erosion risk management Indicator: Long-term strategic river stabilization plan taking climate change impact into account endorsed by BWDB by 2021 Achievement: Y Progress/Status: Long-term strategic river stabilization plan study for the Jamuna, Padma and Lower Meghna rivers approved by BWDB on 24 June 2020. Data Source: BWDB project progress and completion reports Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2021 Target value: Y Actual value: YOutput: Strengthened institutional systems for flood and riverbank erosion risk management Indicator: Project website opened by March 2015 Achievement: Y Progress/Status: Project website opened in March 2015. Data Source: BWDB project progress and completion reports BWDB project web-site Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2015 Target value: Y Actual value: Yreduced flood and riverbank erosion risks in the subproject areas.By 2028, 23,000 ha land protected from inundation damages (baseline = 0) Achievement: 2600 Progress/Status: Around 3,600 ha land protected from inundation damages. It will be assessed during PCR mission. Data Source: Districts' flood damage recordsAround 0.6 million of population protected from inundation damages (baseline = 0) Achievement: 40000 Progress/Status: Around 0.1 million population protected. It will be assessed during PCR mission. Data Source: Districts' flood damage records115 ha of lands with assets protected from bank erosion (43 ha in 2013) Achievement: 100 Progress/Status: 200 ha of lands protected from bank erosion. Data Source: BWDB's dry season satellite image analysis XM-DAC-46004-53382-003-LN4772Asian Development BankThe investment project will finance improvement of the approximately 210 kilometers Dhaka-Sylhet section of the existing National Highway No. 2 from a two-lane road into four lanes, with slow moving vehicular traffic lanes on both sides. The project road connects to the borders with India via the Sylhet-Tamabil section and is designed with features for elderly, women, children and differently abled inclusion, and disaster and climate risks. This will improve efficiency, connectivity and safety of the Dhaka-Sylhet international corridor. The investment project will also improve the geometric design of the existing alignment at major control points such as sharp curves and commercial and residential centers, in line with best engineering practice. The Investment Project will also assist the Roads and Highways Department (RHD) in strengthening its capacity for road safety and road asset maintenance, partly through the attached transaction technical assistance funded by the Japan Fund for Poverty Reduction (subject to the approval of the Government of Japan) and the ADB's Technical Assistance Special Fund.Asian Development BankMinistry of Road Transport and BridgesAsian Development BankAsian Development BankZhao, Gengwenhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=53382-003 (Approved)&officer= gzhao@adb.org&division= Transport Sector Office (SD1-TRA)&projectcountry= BangladeshBangladesh24 90Climate action (adaptation and mitigation)Regional cooperation and integrationResilience and empowerment300000000Asian Development BankMinistry of Road Transport and BridgesPerformanceFiduciaryOutput/s as listed by the project staff.Output: Dhaka-Sylhet corridor road upgraded with enhanced road safety, EWCD-responsive, and climate- and disaster-resilient features Indicator: Road upgraded Progress/Status: As of 30 June 2026, the overall physical progress is 22.30%. 7 packages, 13 lots have been awarded. Civil works are on- going, Data Source: Data from the RHD's annual project progress reports Actual value: Output: Dhaka-Sylhet corridor road upgraded with enhanced road safety, EWCD-responsive, and climate- and disaster-resilient features Indicator: Public education campaign signs Progress/Status: The project conducted 22 community awareness programs on road safety, gender-based violence, sexually transmitted diseases, HIV/AIDS, COVID-19, and other infectious diseases, reaching 815 community members, of whom 270 (33%) were women. Data Source: Data from the RHD's annual project progress reports Actual value: Output: Dhaka-Sylhet corridor road upgraded with enhanced road safety, EWCD-responsive, and climate- and disaster-resilient features Indicator: Awareness on safe road use Progress/Status: Ongoing. Training was held for around 100 community members. Data Source: Post-training and/or workshop surveys conducted by consultants Actual value: Output: Institutional capacity of RHD enhanced. Indicator: New maintenance solution piloted Progress/Status: Initial findings on crash data, road maintenance and management system, and road safety submitted. Data Source: The RHD's and consultant's annual progress reports Actual value: Output: Institutional capacity of RHD enhanced. Indicator: Road accident data Progress/Status: Initial findings on crash data, road maintenance and management system, and road safety submitted. Data Source: Consultant's annual progress reports Actual value: Output: Institutional capacity of RHD enhanced. Indicator: Road safety road map for RHD Progress/Status: Initial findings on crash data, road maintenance and management system, and road safety submitted. Data Source: Final road safety road map for the RHD Actual value: Output: Institutional capacity of RHD enhanced. Indicator: A system for assessing road maintenance Progress/Status: Review and assessment of the road network and asset management in Bangladesh and proposed improvements submitted. Data Source: Consultant's annual progress reports Actual value: Output: Institutional capacity of RHD enhanced. Indicator: Development of a GESI strategy Progress/Status: Not yet due. Data Source: Final GESI strategy document for the RHD Actual value: Output: Institutional capacity of RHD enhanced. Indicator: Development of manuals and/or guidelines for GESI-responsive and climate- and disaster-resilient road design Progress/Status: Not yet due. Data Source: Final manuals and/or guidelines for GESI-responsive and climate-and disaster-resilient road designs Actual value: Mobility, safety, and regional trade along the Dhaka-Sylhet corridor road improved.Average daily vehicle-km Data Source: Annual surveys by the RHD consultants Actual value: Total road fatalities reduced Data Source: Annual estimates based on data from police stations and other third-party data sources as available and the RHD surveys of vehicle-km Actual value: Regional trade volume total Data Source: Annual data from the Bangladesh Land Port Authority on trade volumes of the Akhaura, Sheola, Tamabil land ports Actual value: Assessment of RHD roads Data Source: Data from the Annual Maintenance and Rehabilitation Needs Report published by the RHD Actual value: XM-DAC-46004-56139-001-LN4764Asian Development BankThe project will be aligned with the following impacts: (i) sustainable and inclusive urban development achieved, and (ii) safe and climate-resilient delta area achieved. The project will have the following outcome: NCC's resilience, and access to inclusive, reliable, and sustainable urban services improved. Output 1: Climate-resilient and inclusive drinking water supply, drainage, and transport infrastructure developed and/or improved. The project will improve and expand the existing water supply system for inclusive, resilient, and safely managed continuous drinking water supply services in the priority area in NCC to serve 0.7 million people. These will include improvements to the existing water treatment plant, an upgrade and expansion of the network with DMA approaches for reducing nonrevenue water, and installation of deep tube wells in selected areas including low-income communities, for supply augmentation. The project will also establish and improve stormwater drainage system in the priority area with climate and disaster-resilient design and nature-based solutions such as introducing soil and vegetation to reduce flood risk. Further, the project will lay a maximum of 15 kilometers (km) of new road adjacent to the Shitalakshya river with adequate pedestrian footpaths. The road will be designed as a flood embankment to protect nearby communities during the monsoon seasons and storm surges. The project will develop 2 hectares of green public space along the road, with features responsive to women and vulnerable, to provide recreational spaces and reduce urban heat. Output 2: Capacity and awareness of NCC and local community in climate-resilient, sustainable, and inclusive urban services strengthened. To improve sustainability and quality of services through the facilities developed under output 1, the project will strengthen NCC staff capacity (at least 90% of female staff) in climate-resilient, sustainable, and gender equality and social inclusion (GESI) responsive service delivery. It will develop service improvement plans including financial aspects for sustainable O&M. For water supply, private sector participation in O&M will be explored and finalized at the fact-finding mission. DMA management and water quality monitoring will be supported. A water supply master plan will be prepared to improve the services in wider areas in NCC, and to set the longer-term development strategy for transformation toward climate- and disaster-resilience. The project will also support GESI-sensitive community awareness and behavior change campaigns on water, sanitation and hygiene, road safety, climate resilience, and sustainable services to maximize the health and economic impact of the investments. Output 3: Institutional capacity and governance of other municipal services strengthened. To improve other municipal services, the project will strengthen the overall capacity of NCC in (i) revenue augmentation through strengthening administration of property tax with web-based geographic information system mapping, advertisement tax, and different fees; and (ii) improving administrative efficiency through digitalization of management systems in areas such as internal approval process, customers records, asset management, and procurement. The project will also support preparation of masterplans for wastewater and solid waste management to improve living environment in an integrated manner, combined with the intervention for drainage, and advance climate and disaster resilience. Improvement of urban planning will be explored. An action plan with performance monitoring tools for service improvements will be prepared, involving citizen participation for both planning and monitoring. It will build on NCC's successful performance in governance improvement. The project is estimated to cost $200 million, to be confirmed at the fact-finding mission. The indicative financing plan is in Table 1. The modality selected is project loan as the project will support a defined investment project in the target town.Asian Development BankNarayanganj City CorporationAsian Development BankAsian Development BankTada, Momokohttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=56139-001 (Approved)&officer= mtada@adb.org&division= Water and Urban Development Sector Office (SD2-WUD)&projectcountry= BangladeshNarayanganj23.61352 90.50298Effective gender mainstreaming (EGM)115840000Asian Development BankNarayanganj City CorporationPerformanceFiduciaryOutput/s as listed by the project staff.Output: Capacity and awareness of NCC and local community in climate-resilient, sustainable, and inclusive urban services strengthened Indicator: Service improvement plans outlining service delivery and monitoring responsibilities, and a gender-responsive O&M strategy for project-financed infrastructure prepared and submitted for approval by NCCl (2025 baseline: Not applicable) Data Source: Project quarterly progress reports and copy of draft plans Actual value: Output: Capacity and awareness of NCC and local community in climate-resilient, sustainable, and inclusive urban services strengthened Indicator: At least 25 staff (including 90% of relevant women) from NCC reported improved knowledge of climate-resilient, sustainable, safely managed, and inclusive water supply, drainage, and public spaces service delivery (2025 baseline: Not applicable) Data Source: Pre- and post-tests results of the knowledge and awareness improvement Actual value: Output: Capacity and awareness of NCC and local community in climate-resilient, sustainable, and inclusive urban services strengthened Indicator: At least 70% of surveyed people (at least 50% women and girls, and vulnerable people) reported increased awareness of water, sanitation, and hygiene; climate resilience; and sustainable servicesm (2025 baseline: Not applicable) Data Source: Project quarterly progress reports and copy of draft plans Actual value: Output: Climate-resilient and inclusive infrastructure developed and/or improved Indicator: Total of 230 kilometers of water supply network constructed or upgraded with climate-resilient features and the DMA approach installed in 100% of the connections in the target areas (2025 baseline: 0) Data Source: Project quarterly progress reports Actual value: Output: Climate-resilient and inclusive infrastructure developed and/or improved Indicator: Production capacity of potable water in NCC increased to 162 million liters per day in NCCf (2025 baseline: 113 million liters per day) Data Source: Project quarterly progress reports Actual value: Output: Climate-resilient and inclusive infrastructure developed and/or improved Indicator: At least 35,000 metered household connections commissionedg (2025 baseline: 0) Data Source: Project quarterly progress reports Actual value: Output: Climate-resilient and inclusive infrastructure developed and/or improved Indicator: Baseline and endline studies on women's water-related time poverty in LICs in the project area completedh (2025 baseline: 0) Data Source: Baseline survey at beginning and end of the project Actual value: Output: Climate-resilient and inclusive infrastructure developed and/or improved Indicator: At least 22 kilometers of new or upgraded drainage laid with climate-resilient featuresi (2025 baseline: 0) Data Source: Project quarterly progress reports Actual value: Output: Climate-resilient and inclusive infrastructure developed and/or improved Indicator: At least 1,500 square meters of blue-green space for water retention developed as part of the drainage networkj (2025 baseline: 0) Data Source: Project quarterly progress reports Actual value: Output: Climate-resilient and inclusive infrastructure developed and/or improved Indicator: At least two public spaces developed or rehabilitated for recreation with gender and accessibility design features,k with at least 50% of women, girls, and 50% of vulnerable people surveyed in project areas report improved access, safety, and usability of rehabilitated public space (2025 baseline: 0) Data Source: Measured by baseline survey at beginning and end of the project Actual value: Output: NCC?s capacity for municipal finance, governance, and long-term development planning for other municipal services strengthened Indicator: Digitized municipal services, with sex-disaggregated data, established and became operationaln (2025 baseline: Not applicable) Data Source: Project quarterly progress reports Actual value: Output: NCC?s capacity for municipal finance, governance, and long-term development planning for other municipal services strengthened Indicator: Own-source revenue mobilization plan prepared and implementedo (2025 baseline: Not applicable) Data Source: Project quarterly progress reports Actual value: Output: NCC?s capacity for municipal finance, governance, and long-term development planning for other municipal services strengthened Indicator: Action plan for urban governance improvement prepared incorporating gender-responsive priorities identified through consultations with at least 40% women participants and including at least two actions that specifically address women's needsp (2025 baseline: Not applicable). Data Source: Project quarterly progress reports Actual value: Output: NCC?s capacity for municipal finance, governance, and long-term development planning for other municipal services strengthened Indicator: Master plans for wastewater, solid waste management, and urban planning including long-term strategies for technically and financially sustainable O&M prepared and submitted for NCC's approvalq (2025 baseline: Not applicable) Data Source: Project quarterly progress reports Actual value: NCC?s resilience, and access to inclusive, reliable, and sustainable urban services improvedAt least 400,000 people in the target area (including at least 90% of people in LICs) in NCC received 24x7 continuous and climate-resilient piped water supplyc (2025 baseline: 2-4 hours per day in non-LICs areas, zero in LICs) (DR1 and DR3) Data Source: Project quarterly progress reports by NCC Actual value: NRW ratio reduced to not more than 20% in DMAs in the project aread (2025 baseline: 60%) Data Source: Project quarterly progress reports by NCC Actual value: Waterlogging period in the waterlogged areas in the project areas reduced to an average of less than 1 hour per event (2025 baseline: 3.5 hours) Data Source: Project quarterly progress reports by NCC Actual value: At least 2,500 people per day benefited from the public space amenities (2025 baseline: 0) (DR1) Data Source: Project quarterly progress reports by NCC Actual value: NCC's financial performance for water supply services strengthened, as evidenced by (i) an operating ratio below 100%, and (ii) tariff collection efficiency at 90% or above (2025 baseline: Water supply operating ratio 113% and tariff collection efficiency 70%) (DR11) Data Source: NCC's annual financial statement Actual value: XM-DAC-46004-57194-002-LN4774Asian Development BankBangladesh has a long-standing commitment to advancing social protection. To address those issues, the government formulated the National Social Security Strategy (NSSS) for 2015-2026, providing a long-term vision for developing a social protection system in Bangladesh. To implement the NSSS, the government adopted the NSSS action plans (Phase I, 2015 2020; Phase II, 2021 2026) that focus on institutional and program reforms of social protection. Aligned with the Phase II action plan of NSSS, ADB supported Bangladesh through the Second Strengthening Social Resilience Program under a programmatic approach to enhance the country's social protection system. It focused on (i) improving efficiency in social protection program management, (ii) strengthening protection for critical vulnerabilities, and (iii) strengthening preventive capacity of social protection to reduce the risks of falling into poverty. Subprogram 1 strengthened the enabling environment and facilitated essential reforms. Building on the achievement under subprogram 1, subprogram 2 aims to operationalize and institutionalize reforms for improved efficiency and effectiveness of the social protection in Bangladesh.Asian Development BankFinance Division, Ministry of FinanceAsian Development BankAsian Development BankShiroishi, Hiroko Uchimurahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=57194-002 (Approved)&officer= huchimura@adb.org&division= Human and Social Development Sector Office (SD3-HSD)&projectcountry= BangladeshBangladesh23.89507 90.29226Resilience and empowerment250000000Asian Development BankFinance Division, Ministry of FinancePolicyPerformanceFiduciaryPolicy Action/s as listed by the project staff. Action 1: MOSW approved and operationalized the consolidation of four livelihood support for marginalized people programs into one to improve administrative efficiency in social protection program management. Action 2: MOF adopted and operationalized a systematic mechanism for periodic monitoring and assessment of the amounts of cash allowance programs compared with the benchmark economic indicator. Action 3: The Advisory Committee on Social Security Programs approved increase in the amount of widow allowance program to Tk650 per month, to be equal to that of old age allowance program for consistency among the programs and improvement in efficiency of program management. Action 1: MOSW approved and operationalized the consolidation of four livelihood support for marginalized people programs into one to improve administrative efficiency in social protection program management. Base year: 2025 Base value: N Target date: 2026-04-30 Target value: YPolicy 1: Social protection program management improved. Outcome 2: The EIS covered all target RMG factories (2022 baseline: 6,083 RMG factories). (DR2) (source: program monitoring reports) Action 2: MOF adopted and operationalized a systematic mechanism for periodic monitoring and assessment of the amounts of cash allowance programs compared with the benchmark economic indicator. Base year: 2025 Base value: N Target date: 2026-04-30 Target value: Y Action 3: The Advisory Committee on Social Security Programs approved increase in the amount of widow allowance program to Tk650 per month, to be equal to that of old age allowance program for consistency among the programs and improvement in efficiency of program management. Base year: 2025 Base value: N Target date: 2026-04-30 Target value: Y Action 1: The Advisory Committee on Social Security Programs approved the increase in the number of beneficiaries of the widow allowance program to strengthen protection coverage of vulnerable women. Action 2: The Advisory Committee on Social Security Programs approved the increase in the number of beneficiaries of the livelihood support for marginalized people program to strengthen protection coverage for those marginalized people. Action 3: MODMR approved and initiated four climate change adaptive measures in its core social protection (workfare) program-Employment Generation Program for the Poorest. Action 1: The Advisory Committee on Social Security Programs approved the increase in the number of beneficiaries of the widow allowance program to strengthen protection coverage of vulnerable women. Base year: 2023 Base value: N Target date: 2026-04-30 Target value: YPolicy 2: Protection for vulnerable groups strengthened. NA Action 2: The Advisory Committee on Social Security Programs approved the increase in the number of beneficiaries of the livelihood support for marginalized people program to strengthen protection coverage for those marginalized people. Base year: 2023 Base value: N Target date: 2026-04-30 Target value: Y Action 3: MODMR approved and initiated four climate change adaptive measures in its core social protection (workfare) program-Employment Generation Program for the Poorest. Base year: 2023 Base value: N Target date: 2026-04-30 Target value: Y Action 1: MOLE established and operationalized a dedicated Social Security Unit to design, implement, and monitor social insurance schemes. Base year: 2022 Base value: N Target date: 2026-04-30 Target value: YPolicy 3: Social protection program scope improved. NA Action 2: To ensure the legal basis for the transition from EIS pilot to the national scheme, the Government of Bangladesh approved the amendments to the BLA for improvement in the lists of work injuries and occupational diseases and establishment of an EIS fund. Base year: 2022 Base value: N Target date: 2026-04-30 Target value: Y Action 3: To strengthen protection for pregnant working women and mothers with newborn babies, the Government of Bangladesh approved the amendments to the BLA that enhanced maternity benefits aligned with international standards, including extension of maternity leaves with improved flexibility in allocation of leave days across prior- and post-delivery, strengthened protection of employment in maternity leave period, and ensured counting of maternity leave period as continued services. Base year: 2022 Base value: N Target date: 2026-04-30 Target value: Y Action 4: To enhance women entrepreneurs' access to financial services for their business operations with proper utilization of the granted loans, Bangladesh Bank approved and extended the incentive facility of the Refinancing Scheme for Women Entrepreneurs in Small Enterprise Sector beyond 2024, which provides incentive refunds (1% of granted amount) to them upon completion of the scheduled repayments. Base year: 2022 Base value: N Target date: 2026-04-30 Target value: Y Action 1: MOLE established and operationalized a dedicated Social Security Unit to design, implement, and monitor social insurance schemes. Action 2: To ensure the legal basis for the transition from EIS pilot to the national scheme, the Government of Bangladesh approved the amendments to the BLA for improvement in the lists of work injuries and occupational diseases and establishment of an EIS fund. Action 3: To strengthen protection for pregnant working women and mothers with newborn babies, the Government of Bangladesh approved the amendments to the BLA that enhanced maternity benefits aligned with international standards, including extension of maternity leaves with improved flexibility in allocation of leave days across prior- and post-delivery, strengthened protection of employment in maternity leave period, and ensured counting of maternity leave period as continued services. Action 4: To enhance women entrepreneurs' access to financial services for their business operations with proper utilization of the granted loans, Bangladesh Bank approved and extended the incentive facility of the Refinancing Scheme for Women Entrepreneurs in Small Enterprise Sector beyond 2024, which provides incentive refunds (1% of granted amount) to them upon completion of the scheduled repayments. Action 1: MOLE established and operationalized a dedicated Social Security Unit to design, implement, and monitor social insurance schemes. Action 2: To ensure the legal basis for the transition from EIS pilot to the national scheme, the Government of Bangladesh approved the amendments to the BLA for improvement in the lists of work injuries and occupational diseases and establishment of an EIS fund. Action 3: To strengthen protection for pregnant working women and mothers with newborn babies, the Government of Bangladesh approved the amendments to the BLA that enhanced maternity benefits aligned with international standards, including extension of maternity leaves with improved flexibility in allocation of leave days across prior- and post-delivery, strengthened protection of employment in maternity leave period, and ensured counting of maternity leave period as continued services. Action 4: To enhance women entrepreneurs' access to financial services for their business operations with proper utilization of the granted loans, Bangladesh Bank approved and extended the incentive facility of the Refinancing Scheme for Women Entrepreneurs in Small Enterprise Sector beyond 2024, which provides incentive refunds (1% of granted amount) to them upon completion of the scheduled repayments.Reform area: Social protection program management improved. Outcome: The small cash-based allowance program under MOSW expanded to cover more than 265,000 beneficiaries (2023 baseline: less than 156,000 beneficiaries) (DR2) (source: MOF's social protection budget information and program monitoring reports) Description: MOSW approved and operationalized the consolidation of four livelihood support for marginalized people programs into one to improve administrative efficiency in social protection program management.Reform area: Social protection program management improved. Outcome: The small cash-based allowance program under MOSW expanded to cover more than 265,000 beneficiaries (2023 baseline: less than 156,000 beneficiaries) (DR2) (source: MOF's social protection budget information and program monitoring reports) Description: MOF adopted and operationalized a systematic mechanism for periodic monitoring and assessment of the amounts of cash allowance programs compared with the benchmark economic indicator.Reform area: Social protection program management improved. Outcome: The small cash-based allowance program under MOSW expanded to cover more than 265,000 beneficiaries (2023 baseline: less than 156,000 beneficiaries) (DR2) (source: MOF's social protection budget information and program monitoring reports) Description: The Advisory Committee on Social Security Programs approved increase in the amount of widow allowance program to Tk650 per month, to be equal to that of old age allowance program for consistency among the programs and improvement in efficiency of program management.Reform area: Protection for vulnerable groups strengthened. Outcome: At least 250,000 additional vulnerable women covered by widow allowance program (2023 baseline: 2.5 million beneficiaries). (DR2) (source: MOF's social protection budget information and program monitoring reports) Description: The Advisory Committee on Social Security Programs approved the increase in the number of beneficiaries of the widow allowance program to strengthen protection coverage of vulnerable women.Reform area: Protection for vulnerable groups strengthened. Outcome: At least 250,000 additional vulnerable women covered by widow allowance program (2023 baseline: 2.5 million beneficiaries). (DR2) (source: MOF's social protection budget information and program monitoring reports) Description: The Advisory Committee on Social Security Programs approved the increase in the number of beneficiaries of the livelihood support for marginalized people program to strengthen protection coverage for those marginalized people.Reform area: Protection for vulnerable groups strengthened. Outcome: At least 250,000 additional vulnerable women covered by widow allowance program (2023 baseline: 2.5 million beneficiaries). (DR2) (source: MOF's social protection budget information and program monitoring reports) Description: MODMR approved and initiated four climate change adaptive measures in its core social protection (workfare) program-Employment Generation Program for the Poorest.Reform area: Social protection program scope improved. Outcome: At least 3,000 women workers received the improved maternity benefits aligned with amended BLA (2022 baseline: 2,845 women workers). (DR2) (source: program monitoring reports) Description: MOLE established and operationalized a dedicated Social Security Unit to design, implement, and monitor social insurance schemes.Reform area: Social protection program scope improved. Outcome: At least 3,000 women workers received the improved maternity benefits aligned with amended BLA (2022 baseline: 2,845 women workers). (DR2) (source: program monitoring reports) Description: To ensure the legal basis for the transition from EIS pilot to the national scheme, the Government of Bangladesh approved the amendments to the BLA for improvement in the lists of work injuries and occupational diseases and establishment of an EIS fund.Reform area: Social protection program scope improved. Outcome: At least 3,000 women workers received the improved maternity benefits aligned with amended BLA (2022 baseline: 2,845 women workers). (DR2) (source: program monitoring reports) Description: To strengthen protection for pregnant working women and mothers with newborn babies, the Government of Bangladesh approved the amendments to the BLA that enhanced maternity benefits aligned with international standards, including extension of maternity leaves with improved flexibility in allocation of leave days across prior- and post-delivery, strengthened protection of employment in maternity leave period, and ensured counting of maternity leave period as continued services.Reform area: Social protection program scope improved. Outcome: At least 3,000 women workers received the improved maternity benefits aligned with amended BLA (2022 baseline: 2,845 women workers). (DR2) (source: program monitoring reports) Description: To enhance women entrepreneurs' access to financial services for their business operations with proper utilization of the granted loans, Bangladesh Bank approved and extended the incentive facility of the Refinancing Scheme for Women Entrepreneurs in Small Enterprise Sector beyond 2024, which provides incentive refunds (1% of granted amount) to them upon completion of the scheduled repayments.Reform area: Social protection program scope improved. Outcome: The number of women small business operators who have access to financial services through the target refinancing scheme increased by at least 15% (2022 baseline: 5,216 women small business operators). (DR10) (source: program monitoring reports) Description: MOLE established and operationalized a dedicated Social Security Unit to design, implement, and monitor social insurance schemes.Reform area: Social protection program scope improved. Outcome: The number of women small business operators who have access to financial services through the target refinancing scheme increased by at least 15% (2022 baseline: 5,216 women small business operators). (DR10) (source: program monitoring reports) Description: To ensure the legal basis for the transition from EIS pilot to the national scheme, the Government of Bangladesh approved the amendments to the BLA for improvement in the lists of work injuries and occupational diseases and establishment of an EIS fund.Reform area: Social protection program scope improved. Outcome: The number of women small business operators who have access to financial services through the target refinancing scheme increased by at least 15% (2022 baseline: 5,216 women small business operators). (DR10) (source: program monitoring reports) Description: To strengthen protection for pregnant working women and mothers with newborn babies, the Government of Bangladesh approved the amendments to the BLA that enhanced maternity benefits aligned with international standards, including extension of maternity leaves with improved flexibility in allocation of leave days across prior- and post-delivery, strengthened protection of employment in maternity leave period, and ensured counting of maternity leave period as continued services.Reform area: Social protection program scope improved. Outcome: The number of women small business operators who have access to financial services through the target refinancing scheme increased by at least 15% (2022 baseline: 5,216 women small business operators). (DR10) (source: program monitoring reports) Description: To enhance women entrepreneurs' access to financial services for their business operations with proper utilization of the granted loans, Bangladesh Bank approved and extended the incentive facility of the Refinancing Scheme for Women Entrepreneurs in Small Enterprise Sector beyond 2024, which provides incentive refunds (1% of granted amount) to them upon completion of the scheduled repayments. XM-DAC-46004-45084-002-GRNT0310Asian Development BankThis project is proposed under the Government of Bangladesh's Strategic Program for Climate Resilience (SPCR), prepared under the Pilot Program for Climate Resilience (PPCR). The PPCR is a part of the Strategic Climate Fund (SCF) within the Climate Investment Funds (CIF), to pilot and demonstrate ways to mainstream climate resilience in development planning and management. The SPCR was approved by the PPCR Sub-committee on 10 November 2010. Led by the Asian Development Bank (ADB), the World Bank and International Finance Corporation, proposed investments in the Bangladesh SPCR will focus on improving coastal embankments, rural connectivity, water supply and sanitation, promoting public-private financing, and capacity building for mainstreaming climate resilience, and knowledge management. As one of the projects approved for enhanced climate resilience under the SPCR, the Climate Resilient Infrastructure Improvement in Coastal Zone Project will improve livelihoods in the rural coastal districts vulnerable to climate variability and change.Asian Development BankLocal Government Engineering DepartmentAsian Development BankAsian Development BankChowdhury, Marjanahttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=45084-002 (Closed)&officer= mchowdhury@adb.org&division= Bangladesh Resident Mission (BRM)&projectcountry= BangladeshGopalganj District23.16667 89.91667Barisal District22.8 90.5Pirojpur District22.53671 90.00033Barguna District22.13333 90.13333Patuakhali District22.33333 90.33333Bhola District22.36667 90.81667Jhalokati District22.6 90.2Satkhira District22.35 89.15Bagerhat District22.4 89.75Madaripur District23.25 90.2Khulna District22.5 89.33333Shariyatpur District23.25 90.36667Environmentally sustainable growthInclusive economic growthGovernance and capacity developmentPartnershipsEffective gender mainstreaming (EGM)10000000Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal 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Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering Department0.00Asian Development BankLocal Government Engineering DepartmentPerformanceFiduciaryOutput/s as listed by the project staff.Output: 1. Improved road connectivity Indicator: At the end of the project (2018): 130 km of upazila (sub-district) roads upgraded and climate proofed (ADB and SCF) Achievement: 159 Progress/Status: 159.17 km of upazila (sub-district) roads upgraded and climate proofed. Data Source: For all indicators: LGED management information system database performanceOutput: 1. Improved road connectivity Indicator: 780 meters of bridges/culverts constructed or upgraded (ADB and SCF) Achievement: 0 Progress/Status: 1351.20 meters of bridges/culverts constructed or upgraded.Output: 1. Improved road connectivity Indicator: 174 km of union roads upgraded and climate proofed (IFAD) Achievement: 0 Progress/Status: 178.68 km of union roads upgraded and climate proofed. Output: 1. Improved road connectivity Indicator: 233 km of village roads upgraded and climate proofed (target: 50% women employment through labor contracting societies) (IFAD) Achievement: 0 Progress/Status: 373.54 km of village roads upgraded and climate proofed. Output: 1. Improved road connectivity Indicator: 2,270 meters of bridges/culverts constructed or upgraded (IFAD) Achievement: 0 Progress/Status: 4,072.92 meters of bridges/culverts constructed or upgraded.Output: 2. Improved market services Indicator: 88 growth centers and rural markets improved (target: 15% space allocation for women vendors) (ADB and SCF) Achievement: 0 Progress/Status: 97 nos. growth centers and rural markets improved. Data Source: For all indicators: LGED management information system database Output: 2. Improved market services Indicator: 186 community markets improved (target: 15% space allocation for women vendors) (IFAD) Achievement: 0 Progress/Status: 184 nos. community markets improved.Output: 2. Improved market services Indicator: 11 community markets enhanced through the addition of women's market sections (IFAD) Achievement: 0 Progress/Status: 14 community markets enhanced.Output: 2. Improved market services Indicator: 37 boat landing ghats (platforms) stages constructed or upgraded (IFAD) Achievement: 0 Progress/Status: 36 nos. boat landing ghats (platforms) stages constructed or upgraded. Output: 3. Enhanced climate change adaptation capacity Indicator: 15 multipurpose cyclone shelters constructed or extended (with separate corners for women) (KfW) Achievement: 0 Progress/Status: 12 multipurpose cyclone shelters constructed. Data Source: For all indicators: LGED management information system database Output: 3. Enhanced climate change adaptation capacity Indicator: 10 existing cyclone shelters improved (with separate corners for women) (KfW) Achievement: 0 Progress/Status: 10 existing cyclone shelters improved.Output: 3. Enhanced climate change adaptation capacity Indicator: 15 km of cyclone shelter access tracks upgraded (KfW) Achievement: 25.36 Progress/Status: 25.36 km of cyclone shelter access tracks upgradedOutput: 3. Enhanced climate change adaptation capacity Indicator: Construction of 5 killas (animal shelters) in selected locations (KfW) Achievement: 0 Progress/Status: 1 Killas completed. Rest four Killas were not constructed because of non-availability of sufficient land.Output: 3. Enhanced climate change adaptation capacity Indicator: LGED MIS and GIS enhanced (SCF) Achievement: N Progress/Status: LGED MIS and GIS enhanced Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2016 Target value: Y Actual value: NOutput: 3. Enhanced climate change adaptation capacity Indicator: Special web portal designed and operated (SCF) Achievement: Y Progress/Status: website established Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2016 Target value: Y Actual value: YOutput: 3. Enhanced climate change adaptation capacity Indicator: Community of practice established (SCF) Achievement: N Progress/Status: CCRIP website established. Baseline year: 2014 Baseline value: N Baseline year: 2014 Baseline value: N Target year: 2016 Target value: Y Actual value: NOutput: 3. Enhanced climate change adaptation capacity Indicator: 100 training sessions conducted on climate-proofing of rural infrastructure and knowledge management (target: 15% women participation) (SCF, IFAD, and KfW) Achievement: 0 Progress/Status: 132 training sessions conducted Output: 3. Enhanced climate change adaptation capacity Indicator: Climate change assessment and adaptation strategy approved by December 2013 (SCF) Achievement: Y Progress/Status: Completed Baseline year: 2013 Baseline value: N Baseline year: 2013 Baseline value: N Target year: 2013 Target value: Y Actual value: YOutput: 3. Enhanced climate change adaptation capacity Indicator: Climate-resilient rural infrastructure management plan for LGED approved by 2015 (SCF) Achievement: N Progress/Status: Completed Baseline year: 2015 Baseline value: N Baseline year: 2015 Baseline value: N Target year: 2015 Target value: Y Actual value: NEnhanced climate resilience of coastal infrastructure in 12 rural coastal districts benefiting poor and womenInundation of upgraded infrastructure reduced by 75% (2012 baseline: 20 days) Progress/Status: Achieved. All roads were elevated beyond the normal flood level and there is no water logging. Data Source: Independent evaluation of resilience of infrastructure design Actual value: Average volume of vehicles per day on subproject roads increased to 550 (2012 baseline: 200) Progress/Status: Achieved. The growth in the motorized vehicles has been increased to 109.29% while the non-motorized vehicles decreased by 12.55%. Data Source: Household surveys data in project areas Actual value: Average vehicle operating costs on subproject roads reduced to Tk10/km (2012 baseline: Tk15/km) Progress/Status: Achieved. Average vehicle operating cost reduced for motorized vehicle and no-motorized vehicle are 41.5% and 43% respectively. Data Source: LGED MIS database Traffic data survey Actual value: Throughput of agricultural commodities in subproject growth center markets increased to 42,000 kg/day (2012 baseline: 23,000 kg/day) Progress/Status: Achieved. The commodity trading in terms of quantity in the market has been increased by 30.58%, while trading value has been increased by 79.48%. Data Source: Farmer surveys Actual value: 10,200 person-years of employment created (target: 20% women) Progress/Status: The number of permanent shops and temporary shops have been increased by 51.77% and 51.48% respectively. Data Source: Transport worker surveys Actual value: XM-DAC-46004-58020-002-LN4780Asian Development BankThe program designed as a programmatic approach with two subprograms was approved by ADB Board of Directors in December 2024 to deepen macroeconomic and fiscal management reforms, improve tax revenue mobilization, enhance governance of state-owned enterprises (SOEs), and achieve economic diversification and export competitiveness. Subprogram 2, supported by increased lending of $750 million (up from the originally planned $500 million), advances critical reforms in domestic resource mobilization (DRM), public investment management (PIM), governance of SOEs, improvement of investment climate and enabling environment for the private sector, and trade facilitation. Asian Development BankFinance Division, Ministry of FinanceAsian Development BankAsian Development BankKhatiwada, Sameerhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=58020-002 (Approved)&officer= SKHATIWADA@adb.org&division= Public Sector Management and Governance Sector Office (SD3-PSMG)&projectcountry= BangladeshBangladesh23.89507 90.29226Private sector developmentRegional cooperation and integrationDigital transformationResilience and empowerment450000000Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of FinancePolicyPerformanceFiduciaryPolicy Action/s as listed by the project staff. Action 1: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services. Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method. Action 3: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances. Action 4: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services. Action 5: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR. Action 6: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations. Action 7: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting. Action 8: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors. Action 9: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector. Action 1: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services. Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method. Action 3: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances. Action 4: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services. Action 5: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR. Action 6: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations. Action 7: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting. Action 8: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors. Action 9: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector. Action 1: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services. Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method. Action 3: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances. Action 4: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services. Action 5: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR. Action 6: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations. Action 7: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting. Action 8: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors. Action 9: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector. Action 1: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services. Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method. Action 3: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances. Action 4: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services. Action 5: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR. Action 6: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations. Action 7: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting. Action 8: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors. Action 9: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector. Action 1: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services. Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method. Action 3: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances. Action 4: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services. Action 5: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR. Action 6: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations. Action 7: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting. Action 8: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors. Action 9: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector. Action 1: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services. Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method. Action 3: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances. Action 4: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services. Action 5: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR. Action 6: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations. Action 7: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting. Action 8: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors. Action 9: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector. Action 1: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services. Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method. Action 3: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances. Action 4: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services. Action 5: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR. Action 6: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations. Action 7: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting. Action 8: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors. Action 9: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector. Action 1: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services. Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method. Action 3: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances. Action 4: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services. Action 5: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR. Action 6: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations. Action 7: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting. Action 8: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors. Action 9: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector. Action 1: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance. Action 2: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses. Action 3: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals. Action 4: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings. Action 5: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control. Action 6: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes. Action 1: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance. Base year: 2024 Base value: -60 billions Target date: 2028-05-31 Target value: 10Policy 2: Reform Area 2: SOE governance and investment climate improved Outcome 2: Total profitability for SOEs monitored by FD, MOF increases, with at least 30% of all monitored SOEs improved their profitability by 10%. Action 2: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses. Base year: 2024 Base value: -60 billions Target date: 2028-05-31 Target value: 10 Action 3: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals. Base year: 2024 Base value: -60 billions Target date: 2028-05-31 Target value: 10 Action 4: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings. Base year: 2024 Base value: -60 billions Target date: 2028-05-31 Target value: 10 Action 5: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control. Base year: 2024 Base value: -60 billions Target date: 2028-05-31 Target value: 10 Action 6: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes. Base year: 2024 Base value: -60 billions Target date: 2028-05-31 Target value: 10 Action 1: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance. Action 2: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses. Action 3: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals. Action 4: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings. Action 5: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control. Action 6: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes. Action 1: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance. Action 2: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses. Action 3: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals. Action 4: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings. Action 5: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control. Action 6: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes. Action 1: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance. Action 2: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses. Action 3: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals. Action 4: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings. Action 5: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control. Action 6: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes. Action 1: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance. Action 2: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses. Action 3: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals. Action 4: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings. Action 5: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control. Action 6: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes. Action 1: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance. Action 2: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses. Action 3: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals. Action 4: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings. Action 5: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control. Action 6: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes. Action 1: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance. Action 2: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses. Action 3: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals. Action 4: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings. Action 5: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control. Action 6: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes. Action 1: The government approved a new NLP (2025) with a focus on (i) urban logistics infrastructure to ease congestion in big cities such as Dhaka and Chattogram (ii) improving linkage between economic zones and export processing zones; and (iii) increasing the usage of Information Technology Enabled Services (ITES) to alleviate the congestion on highways. Action 2: To support Inland Container Depot (ICD) development, use, and operation, the NBR (i) established the Customs House, ICD, Chattogram; (ii) approved 15 additional categories of imported goods for delivery through private ICDs, expanding eligibility to 65 product categories, and (iii) formed a committee to amend the ICD policy ensuring a more balanced approach to facilitate trade across land borders. Action 3: To facilitate cross-border trade and enhance revenue collection at customs, the NBR included a “Truck Movement” sub-module on its ASYCUDA World system in the Benapole customs office to digitally record and monitor the entry of cargo-laden trucks from India and the exit of empty trucks. Action 1: The government approved a new NLP (2025) with a focus on (i) urban logistics infrastructure to ease congestion in big cities such as Dhaka and Chattogram (ii) improving linkage between economic zones and export processing zones; and (iii) increasing the usage of Information Technology Enabled Services (ITES) to alleviate the congestion on highways. Action 2: To support Inland Container Depot (ICD) development, use, and operation, the NBR (i) established the Customs House, ICD, Chattogram; (ii) approved 15 additional categories of imported goods for delivery through private ICDs, expanding eligibility to 65 product categories, and (iii) formed a committee to amend the ICD policy ensuring a more balanced approach to facilitate trade across land borders. Action 3: To facilitate cross-border trade and enhance revenue collection at customs, the NBR included a “Truck Movement” sub-module on its ASYCUDA World system in the Benapole customs office to digitally record and monitor the entry of cargo-laden trucks from India and the exit of empty trucks.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Tax revenue as a share of GDP increased to 8.6%. Description: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Tax revenue as a share of GDP increased to 8.6%. Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Tax revenue as a share of GDP increased to 8.6%. Description: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Tax revenue as a share of GDP increased to 8.6%. Description: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Tax revenue as a share of GDP increased to 8.6%. Description: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Tax revenue as a share of GDP increased to 8.6%. Description: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Tax revenue as a share of GDP increased to 8.6%. Description: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Tax revenue as a share of GDP increased to 8.6%. Description: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Tax revenue as a share of GDP increased to 8.6%. Description: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Income tax returns submission increased by 30%. Description: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Income tax returns submission increased by 30%. Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Income tax returns submission increased by 30%. Description: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Income tax returns submission increased by 30%. Description: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Income tax returns submission increased by 30%. Description: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Income tax returns submission increased by 30%. Description: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Income tax returns submission increased by 30%. Description: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Income tax returns submission increased by 30%. Description: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Income tax returns submission increased by 30%. Description: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector.Reform area: Reform Area 1: Fiscal management strengthened Outcome: VAT returns submission increased by 25%. Description: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: VAT returns submission increased by 25%. Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method.Reform area: Reform Area 1: Fiscal management strengthened Outcome: VAT returns submission increased by 25%. Description: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances.Reform area: Reform Area 1: Fiscal management strengthened Outcome: VAT returns submission increased by 25%. Description: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: VAT returns submission increased by 25%. Description: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR.Reform area: Reform Area 1: Fiscal management strengthened Outcome: VAT returns submission increased by 25%. Description: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations.Reform area: Reform Area 1: Fiscal management strengthened Outcome: VAT returns submission increased by 25%. Description: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting.Reform area: Reform Area 1: Fiscal management strengthened Outcome: VAT returns submission increased by 25%. Description: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors.Reform area: Reform Area 1: Fiscal management strengthened Outcome: VAT returns submission increased by 25%. Description: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce average time overrun for completed projects to 18 months. Description: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce average time overrun for completed projects to 18 months. Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce average time overrun for completed projects to 18 months. Description: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce average time overrun for completed projects to 18 months. Description: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce average time overrun for completed projects to 18 months. Description: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce average time overrun for completed projects to 18 months. Description: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce average time overrun for completed projects to 18 months. Description: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce average time overrun for completed projects to 18 months. Description: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce average time overrun for completed projects to 18 months. Description: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce cost overrun by 33%. Description: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce cost overrun by 33%. Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce cost overrun by 33%. Description: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce cost overrun by 33%. Description: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce cost overrun by 33%. Description: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce cost overrun by 33%. Description: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce cost overrun by 33%. Description: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce cost overrun by 33%. Description: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce cost overrun by 33%. Description: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 30% of all commercial SOEs monitored by FD, MOF adopted business plans consistent with their commercial mandate and are subject to annual performance evaluation against the corresponding business plan. Description: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 30% of all commercial SOEs monitored by FD, MOF adopted business plans consistent with their commercial mandate and are subject to annual performance evaluation against the corresponding business plan. Description: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 30% of all commercial SOEs monitored by FD, MOF adopted business plans consistent with their commercial mandate and are subject to annual performance evaluation against the corresponding business plan. Description: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 30% of all commercial SOEs monitored by FD, MOF adopted business plans consistent with their commercial mandate and are subject to annual performance evaluation against the corresponding business plan. Description: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 30% of all commercial SOEs monitored by FD, MOF adopted business plans consistent with their commercial mandate and are subject to annual performance evaluation against the corresponding business plan. Description: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 30% of all commercial SOEs monitored by FD, MOF adopted business plans consistent with their commercial mandate and are subject to annual performance evaluation against the corresponding business plan. Description: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Description: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Description: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Description: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Description: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Description: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Description: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: The top 5 industry associations (based on the number of members) modify their charter or vision document or issue commitment for nondisclosure of price and trade sensitive business information during meetings. Description: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: The top 5 industry associations (based on the number of members) modify their charter or vision document or issue commitment for nondisclosure of price and trade sensitive business information during meetings. Description: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: The top 5 industry associations (based on the number of members) modify their charter or vision document or issue commitment for nondisclosure of price and trade sensitive business information during meetings. Description: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: The top 5 industry associations (based on the number of members) modify their charter or vision document or issue commitment for nondisclosure of price and trade sensitive business information during meetings. Description: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: The top 5 industry associations (based on the number of members) modify their charter or vision document or issue commitment for nondisclosure of price and trade sensitive business information during meetings. Description: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: The top 5 industry associations (based on the number of members) modify their charter or vision document or issue commitment for nondisclosure of price and trade sensitive business information during meetings. Description: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes.Reform area: Reform Area 3: Trade policy and logistics strengthened. Outcome: At least 10% of priority actions in the NLP is implemented. Description: The government approved a new NLP (2025) with a focus on (i) urban logistics infrastructure to ease congestion in big cities such as Dhaka and Chattogram (ii) improving linkage between economic zones and export processing zones; and (iii) increasing the usage of Information Technology Enabled Services (ITES) to alleviate the congestion on highways.Reform area: Reform Area 3: Trade policy and logistics strengthened. Outcome: At least 10% of priority actions in the NLP is implemented. Description: To support Inland Container Depot (ICD) development, use, and operation, the NBR (i) established the Customs House, ICD, Chattogram; (ii) approved 15 additional categories of imported goods for delivery through private ICDs, expanding eligibility to 65 product categories, and (iii) formed a committee to amend the ICD policy ensuring a more balanced approach to facilitate trade across land borders.Reform area: Reform Area 3: Trade policy and logistics strengthened. Outcome: At least 10% of priority actions in the NLP is implemented. Description: To facilitate cross-border trade and enhance revenue collection at customs, the NBR included a “Truck Movement” sub-module on its ASYCUDA World system in the Benapole customs office to digitally record and monitor the entry of cargo-laden trucks from India and the exit of empty trucks.Reform area: Reform Area 3: Trade policy and logistics strengthened. Outcome: At least 10% improvement in average export-import (EXIM) cargo clearance time at Chattogram Port, Dhaka Airport and Benapole, Land port. Description: The government approved a new NLP (2025) with a focus on (i) urban logistics infrastructure to ease congestion in big cities such as Dhaka and Chattogram (ii) improving linkage between economic zones and export processing zones; and (iii) increasing the usage of Information Technology Enabled Services (ITES) to alleviate the congestion on highways.Reform area: Reform Area 3: Trade policy and logistics strengthened. Outcome: At least 10% improvement in average export-import (EXIM) cargo clearance time at Chattogram Port, Dhaka Airport and Benapole, Land port. Description: To support Inland Container Depot (ICD) development, use, and operation, the NBR (i) established the Customs House, ICD, Chattogram; (ii) approved 15 additional categories of imported goods for delivery through private ICDs, expanding eligibility to 65 product categories, and (iii) formed a committee to amend the ICD policy ensuring a more balanced approach to facilitate trade across land borders.Reform area: Reform Area 3: Trade policy and logistics strengthened. Outcome: At least 10% improvement in average export-import (EXIM) cargo clearance time at Chattogram Port, Dhaka Airport and Benapole, Land port. Description: To facilitate cross-border trade and enhance revenue collection at customs, the NBR included a “Truck Movement” sub-module on its ASYCUDA World system in the Benapole customs office to digitally record and monitor the entry of cargo-laden trucks from India and the exit of empty trucks. XM-DAC-46004-58020-002-LN4781Asian Development BankThe program designed as a programmatic approach with two subprograms was approved by ADB Board of Directors in December 2024 to deepen macroeconomic and fiscal management reforms, improve tax revenue mobilization, enhance governance of state-owned enterprises (SOEs), and achieve economic diversification and export competitiveness. Subprogram 2, supported by increased lending of $750 million (up from the originally planned $500 million), advances critical reforms in domestic resource mobilization (DRM), public investment management (PIM), governance of SOEs, improvement of investment climate and enabling environment for the private sector, and trade facilitation. Asian Development BankFinance Division, Ministry of FinanceAsian Development BankAsian Development BankKhatiwada, Sameerhttps://www.adb.org/forms/request-information-form?topic=projects&source=PDS&subject=58020-002 (Approved)&officer= SKHATIWADA@adb.org&division= Public Sector Management and Governance Sector Office (SD3-PSMG)&projectcountry= BangladeshBangladesh23.89507 90.29226Private sector developmentRegional cooperation and integrationDigital transformationResilience and empowerment300000000Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of Finance300000000.00Asian Development BankFinance Division, Ministry of Finance0.00Asian Development BankFinance Division, Ministry of FinancePolicyPerformanceFiduciaryPolicy Action/s as listed by the project staff. Action 1: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services. Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method. Action 3: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances. Action 4: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services. Action 5: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR. Action 6: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations. Action 7: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting. Action 8: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors. Action 9: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector. Action 1: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services. Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method. Action 3: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances. Action 4: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services. Action 5: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR. Action 6: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations. Action 7: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting. Action 8: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors. Action 9: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector. Action 1: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services. Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method. Action 3: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances. Action 4: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services. Action 5: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR. Action 6: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations. Action 7: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting. Action 8: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors. Action 9: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector. Action 1: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services. Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method. Action 3: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances. Action 4: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services. Action 5: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR. Action 6: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations. Action 7: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting. Action 8: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors. Action 9: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector. Action 1: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services. Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method. Action 3: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances. Action 4: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services. Action 5: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR. Action 6: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations. Action 7: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting. Action 8: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors. Action 9: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector. Action 1: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services. Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method. Action 3: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances. Action 4: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services. Action 5: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR. Action 6: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations. Action 7: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting. Action 8: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors. Action 9: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector. Action 1: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services. Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method. Action 3: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances. Action 4: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services. Action 5: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR. Action 6: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations. Action 7: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting. Action 8: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors. Action 9: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector. Action 1: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services. Action 2: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method. Action 3: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances. Action 4: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services. Action 5: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR. Action 6: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations. Action 7: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting. Action 8: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors. Action 9: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector. Action 1: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance. Action 2: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses. Action 3: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals. Action 4: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings. Action 5: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control. Action 6: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes. Action 1: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance. Base year: 2024 Base value: -60 billions Target date: 2028-05-31 Target value: 10Policy 2: Reform Area 2: SOE governance and investment climate improved Outcome 2: Total profitability for SOEs monitored by FD, MOF increases, with at least 30% of all monitored SOEs improved their profitability by 10%. Action 2: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses. Base year: 2024 Base value: -60 billions Target date: 2028-05-31 Target value: 10 Action 3: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals. Base year: 2024 Base value: -60 billions Target date: 2028-05-31 Target value: 10 Action 4: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings. Base year: 2024 Base value: -60 billions Target date: 2028-05-31 Target value: 10 Action 5: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control. Base year: 2024 Base value: -60 billions Target date: 2028-05-31 Target value: 10 Action 6: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes. Base year: 2024 Base value: -60 billions Target date: 2028-05-31 Target value: 10 Action 1: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance. Action 2: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses. Action 3: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals. Action 4: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings. Action 5: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control. Action 6: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes. Action 1: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance. Action 2: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses. Action 3: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals. Action 4: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings. Action 5: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control. Action 6: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes. Action 1: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance. Action 2: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses. Action 3: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals. Action 4: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings. Action 5: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control. Action 6: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes. Action 1: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance. Action 2: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses. Action 3: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals. Action 4: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings. Action 5: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control. Action 6: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes. Action 1: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance. Action 2: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses. Action 3: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals. Action 4: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings. Action 5: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control. Action 6: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes. Action 1: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance. Action 2: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses. Action 3: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals. Action 4: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings. Action 5: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control. Action 6: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes. Action 1: The government approved a new NLP (2025) with a focus on (i) urban logistics infrastructure to ease congestion in big cities such as Dhaka and Chattogram (ii) improving linkage between economic zones and export processing zones; and (iii) increasing the usage of Information Technology Enabled Services (ITES) to alleviate the congestion on highways. Action 2: To support Inland Container Depot (ICD) development, use, and operation, the NBR (i) established the Customs House, ICD, Chattogram; (ii) approved 15 additional categories of imported goods for delivery through private ICDs, expanding eligibility to 65 product categories, and (iii) formed a committee to amend the ICD policy ensuring a more balanced approach to facilitate trade across land borders. Action 3: To facilitate cross-border trade and enhance revenue collection at customs, the NBR included a “Truck Movement” sub-module on its ASYCUDA World system in the Benapole customs office to digitally record and monitor the entry of cargo-laden trucks from India and the exit of empty trucks. Action 1: The government approved a new NLP (2025) with a focus on (i) urban logistics infrastructure to ease congestion in big cities such as Dhaka and Chattogram (ii) improving linkage between economic zones and export processing zones; and (iii) increasing the usage of Information Technology Enabled Services (ITES) to alleviate the congestion on highways. Action 2: To support Inland Container Depot (ICD) development, use, and operation, the NBR (i) established the Customs House, ICD, Chattogram; (ii) approved 15 additional categories of imported goods for delivery through private ICDs, expanding eligibility to 65 product categories, and (iii) formed a committee to amend the ICD policy ensuring a more balanced approach to facilitate trade across land borders. Action 3: To facilitate cross-border trade and enhance revenue collection at customs, the NBR included a “Truck Movement” sub-module on its ASYCUDA World system in the Benapole customs office to digitally record and monitor the entry of cargo-laden trucks from India and the exit of empty trucks.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Tax revenue as a share of GDP increased to 8.6%. Description: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Tax revenue as a share of GDP increased to 8.6%. Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Tax revenue as a share of GDP increased to 8.6%. Description: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Tax revenue as a share of GDP increased to 8.6%. Description: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Tax revenue as a share of GDP increased to 8.6%. Description: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Tax revenue as a share of GDP increased to 8.6%. Description: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Tax revenue as a share of GDP increased to 8.6%. Description: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Tax revenue as a share of GDP increased to 8.6%. Description: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Tax revenue as a share of GDP increased to 8.6%. Description: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Revenue from (i) Income Tax increased by 25%, and (ii) VAT increased by 30%. Description: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Income tax returns submission increased by 30%. Description: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Income tax returns submission increased by 30%. Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Income tax returns submission increased by 30%. Description: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Income tax returns submission increased by 30%. Description: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Income tax returns submission increased by 30%. Description: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Income tax returns submission increased by 30%. Description: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Income tax returns submission increased by 30%. Description: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Income tax returns submission increased by 30%. Description: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Income tax returns submission increased by 30%. Description: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector.Reform area: Reform Area 1: Fiscal management strengthened Outcome: VAT returns submission increased by 25%. Description: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: VAT returns submission increased by 25%. Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method.Reform area: Reform Area 1: Fiscal management strengthened Outcome: VAT returns submission increased by 25%. Description: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances.Reform area: Reform Area 1: Fiscal management strengthened Outcome: VAT returns submission increased by 25%. Description: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: VAT returns submission increased by 25%. Description: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR.Reform area: Reform Area 1: Fiscal management strengthened Outcome: VAT returns submission increased by 25%. Description: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations.Reform area: Reform Area 1: Fiscal management strengthened Outcome: VAT returns submission increased by 25%. Description: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting.Reform area: Reform Area 1: Fiscal management strengthened Outcome: VAT returns submission increased by 25%. Description: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors.Reform area: Reform Area 1: Fiscal management strengthened Outcome: VAT returns submission increased by 25%. Description: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online income tax returns submission and processing increased by 40%. Description: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors.Reform area: Reform Area 1: Fiscal management strengthened Outcome: Online VAT returns submission and processing increased by 25%. Description: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce average time overrun for completed projects to 18 months. Description: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce average time overrun for completed projects to 18 months. Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce average time overrun for completed projects to 18 months. Description: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce average time overrun for completed projects to 18 months. Description: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce average time overrun for completed projects to 18 months. Description: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce average time overrun for completed projects to 18 months. Description: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce average time overrun for completed projects to 18 months. Description: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce average time overrun for completed projects to 18 months. Description: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce average time overrun for completed projects to 18 months. Description: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce cost overrun by 33%. Description: The NBR (i) through its Finance Ordinance 2025 and related measures, further (a) broadened the tax net and strengthened enforcement and compliance mechanisms for tax collections and (b) reduced the income tax and VAT expenditures; and (ii) introduced audit of digital economy services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce cost overrun by 33%. Description: NBR, (i) to reduce tax compliance burden and increase the effective tax net, implemented a comprehensive taxpayers' outreach strategy; and (ii) to enhance compliance risk management, (a) granted access to customs business intelligence data to all relevant staff and developed Automated Risk Management System in customs, (b) issued audit orders for joint IT and VAT audit for at least 15 high risk tax units, (c) operationalized the automated audit case selection method.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce cost overrun by 33%. Description: To deepen efficiency, transparency of tax administration, NBR (i) approved a comprehensive digital transformation strategy, (ii) provided access to customs import statement data for independent research purposes, and (iii) mandated electronic filing for personal income taxpayers, except in limited specified circumstances.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce cost overrun by 33%. Description: To further eliminate VAT exemptions and reform toward a broad-based single rate regime, the NBR increased the coverage of 15% VAT rate for an additional set of products and services.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce cost overrun by 33%. Description: The NBR (i) collected and disseminated gender-disaggregated data for tax analysis; (ii) included female officials across all training programs provided by the NBR.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce cost overrun by 33%. Description: To deepen efficiency, transparency, and enhance mobilization of non-tax revenue, the Finance Division developed a comprehensive NTR policy, which includes climate considerations , for stakeholder consultations.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce cost overrun by 33%. Description: To strengthen the efficiency of social spending and improve its beneficiary targeting, Ministry of Social Welfare (i) launched the “Family Card” providing a single unified welfare identity with data generation, verification and targeting; (ii) expanded the use of Government-to-Person (G2P) digital payment systems for the delivery of cash-based social programs ; and (iii) consolidated social protection programs to reduce fragmentation and improve targeting.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce cost overrun by 33%. Description: The Planning Division commenced the implementation of the PIM Reform Program 2024-2028 by (a) forming a Program Coordination Committee (PCC) to supervise the PIM reform activities, and (b) rolling out digital multi-year public investment program (MYPIP) in at least 8 of the 15 economic sectors.Reform area: Reform Area 1: Fiscal management strengthened Outcome: By FY2029, reduce cost overrun by 33%. Description: To enhance finance plus value addition, efficiency, and accountability of project selection, execution, and evaluation, the Planning Division formed an interministerial committee to update Guidelines for Formulating, Processing, Approval and Revision of Development Projects in the Public Sector.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 30% of all commercial SOEs monitored by FD, MOF adopted business plans consistent with their commercial mandate and are subject to annual performance evaluation against the corresponding business plan. Description: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 30% of all commercial SOEs monitored by FD, MOF adopted business plans consistent with their commercial mandate and are subject to annual performance evaluation against the corresponding business plan. Description: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 30% of all commercial SOEs monitored by FD, MOF adopted business plans consistent with their commercial mandate and are subject to annual performance evaluation against the corresponding business plan. Description: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 30% of all commercial SOEs monitored by FD, MOF adopted business plans consistent with their commercial mandate and are subject to annual performance evaluation against the corresponding business plan. Description: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 30% of all commercial SOEs monitored by FD, MOF adopted business plans consistent with their commercial mandate and are subject to annual performance evaluation against the corresponding business plan. Description: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 30% of all commercial SOEs monitored by FD, MOF adopted business plans consistent with their commercial mandate and are subject to annual performance evaluation against the corresponding business plan. Description: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Description: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Description: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Description: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Description: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Description: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of regulatory services integrated and delivered digitally through OSS increased to 170. Description: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Operationalize merger control provisions and adjudicate 5 merger filings. Description: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: The top 5 industry associations (based on the number of members) modify their charter or vision document or issue commitment for nondisclosure of price and trade sensitive business information during meetings. Description: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: The top 5 industry associations (based on the number of members) modify their charter or vision document or issue commitment for nondisclosure of price and trade sensitive business information during meetings. Description: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: The top 5 industry associations (based on the number of members) modify their charter or vision document or issue commitment for nondisclosure of price and trade sensitive business information during meetings. Description: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: The top 5 industry associations (based on the number of members) modify their charter or vision document or issue commitment for nondisclosure of price and trade sensitive business information during meetings. Description: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: The top 5 industry associations (based on the number of members) modify their charter or vision document or issue commitment for nondisclosure of price and trade sensitive business information during meetings. Description: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: The top 5 industry associations (based on the number of members) modify their charter or vision document or issue commitment for nondisclosure of price and trade sensitive business information during meetings. Description: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: Number of projects screened for PPP increased by 20%. Description: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least 6 new PPP projects identified by ministries/ agencies. Description: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To further enhance fiscal risk management and improve SOE performance, the Finance Division (i) ensured that at least 54 SOEs published their audited Financial Statements within 6 months from end of the financial year; and (ii) published a fiscal risk report of 101 SOEs, and an aggregate report on 91 SOEs on their performance, budget, level of government support, and governance.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To improve and modernize public services to businesses, BIDA (i) enhanced the OSS by integrating BIDA and RJSC services for issuance/renewal of licenses/clearances; (ii) expanded the issuance and renewal of trade licenses and licenses issued by Department of Inspection for Factories and Establishments; and (iii) established a BIDA helpdesk/support center for businesses.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To provide a strategic blueprint for future investments, BIDA launched Bangladesh's FDI Heatmap, a data-driven framework to attract FDI, which focuses on 19 high-potential sectors, categorizing them based on market readiness and potential, input factors availability and strategic alignment with national goals.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To strengthen its institutional framework, BIDA (i) approved a roadmap to consolidate all investment promotion agencies; and (ii) reorganized its institutional structure, including the establishment of research and investment promotion wings.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To further improve competition and accountability of the private sector, the Ministry of Commerce (i) prepared amendment of the Bangladesh Competition Act (2012) for stakeholder consultations, and; (ii) prepared for approval (by MOC) draft regulations and operational guidelines for merger control.Reform area: Reform Area 2: SOE governance and investment climate improved Outcome: At least three dedicated PPP cells established in targeted ministries and agencies. Description: To strengthen PPPs, the PPPA (i) established and enforced the rule that PPP project shall undergo a robust value-for-money (VFM) assessment; (ii) implemented the updated PPP screening tools and methodology, including gender responsive measures, in line ministries and agencies; (iii) updated “Procurement Guidelines for PPP Projects, 2018” to streamline the PPP project identification, development and approval process with adequate climate change considerations; and (iv) issued a dedicated guideline for small-scale PPP projects to simplify and streamline approval processes.Reform area: Reform Area 3: Trade policy and logistics strengthened. Outcome: At least 10% of priority actions in the NLP is implemented. Description: The government approved a new NLP (2025) with a focus on (i) urban logistics infrastructure to ease congestion in big cities such as Dhaka and Chattogram (ii) improving linkage between economic zones and export processing zones; and (iii) increasing the usage of Information Technology Enabled Services (ITES) to alleviate the congestion on highways.Reform area: Reform Area 3: Trade policy and logistics strengthened. Outcome: At least 10% of priority actions in the NLP is implemented. Description: To support Inland Container Depot (ICD) development, use, and operation, the NBR (i) established the Customs House, ICD, Chattogram; (ii) approved 15 additional categories of imported goods for delivery through private ICDs, expanding eligibility to 65 product categories, and (iii) formed a committee to amend the ICD policy ensuring a more balanced approach to facilitate trade across land borders.Reform area: Reform Area 3: Trade policy and logistics strengthened. Outcome: At least 10% of priority actions in the NLP is implemented. Description: To facilitate cross-border trade and enhance revenue collection at customs, the NBR included a “Truck Movement” sub-module on its ASYCUDA World system in the Benapole customs office to digitally record and monitor the entry of cargo-laden trucks from India and the exit of empty trucks.Reform area: Reform Area 3: Trade policy and logistics strengthened. Outcome: At least 10% improvement in average export-import (EXIM) cargo clearance time at Chattogram Port, Dhaka Airport and Benapole, Land port. Description: The government approved a new NLP (2025) with a focus on (i) urban logistics infrastructure to ease congestion in big cities such as Dhaka and Chattogram (ii) improving linkage between economic zones and export processing zones; and (iii) increasing the usage of Information Technology Enabled Services (ITES) to alleviate the congestion on highways.Reform area: Reform Area 3: Trade policy and logistics strengthened. Outcome: At least 10% improvement in average export-import (EXIM) cargo clearance time at Chattogram Port, Dhaka Airport and Benapole, Land port. Description: To support Inland Container Depot (ICD) development, use, and operation, the NBR (i) established the Customs House, ICD, Chattogram; (ii) approved 15 additional categories of imported goods for delivery through private ICDs, expanding eligibility to 65 product categories, and (iii) formed a committee to amend the ICD policy ensuring a more balanced approach to facilitate trade across land borders.Reform area: Reform Area 3: Trade policy and logistics strengthened. Outcome: At least 10% improvement in average export-import (EXIM) cargo clearance time at Chattogram Port, Dhaka Airport and Benapole, Land port. Description: To facilitate cross-border trade and enhance revenue collection at customs, the NBR included a “Truck Movement” sub-module on its ASYCUDA World system in the Benapole customs office to digitally record and monitor the entry of cargo-laden trucks from India and the exit of empty trucks.