Development Project

Table of Contents
Submission Date: 14.11.2020
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Sl. No. Contents Page
No.
Abstract 7
1.0 Introduction 8
2.0 Literature review 12
3.1 Knowledge For Development Management(K4DM) project 15
3.1.1 Project information Table 17
3.1.2 Brief Description 17
3.1.3 Objectives of the Project 18
3.1.4 Areas of Work 19
3.1.5 Project Timeline & Budget Utilization 21
3.1.6 Purpose 23
3.1.7 Background and Context 24
3.1.8 Expected Outputs 25
3.1.9 Management Arrangement 26
3.1.10 Monitoring 27
3.1.11 Annual work Plan 29
3.1.12 Achievements 31
3.1.13 Project related News & Publications 33
3.2 Livelihoods Improvement of Urban poor communities 35
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3.2.1 Project Overview 36
3.2.1.1 Introduction 37
3.2.1.2 Project Objectives 40
3.2.2 Perceptions of Poverty 41
3.2.3 Causes Of Poverty 41
3.2.4 Poverty in different city 42
3.2.5 Employment & the poor 43
3.2.6 Shelter for the poor 44
3.2.7 Servicea for the poor 46
3.2.8 Crime & violance in slums 48
3.2.9 Improve recilient infrastructue 48
2.2.10 Climate recilient Housing 49
3.2.11 Formulating strategy 53
3.2.12 Strengthen Community organization 55
3.2.13 Skills and employment for the women and girls 57
3.2.14 Strong urban management, policy & planning 60
3.2.15 Budget of this project 63
3.2.16 Intervention 63
3.2.17 UNDP launch Micro enterprise 64
3.2.18 Covid 19 emergency response 65
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3.2.19 Self defence skills of young women & girls 65
3.3 Disaster Risk management in Cox's Bazar Programme 66
3.3.1 Project information table 67
3.3.2 Project Objectives 67
3.3.3 Areas of work 68
3.3.4 Brief description 71
3.3.5 Development Chalange 72
3.3.6 Need for masive Preparedness 73
3.3.7 Setting up a disaster response and recovery facility 74
3.3.8 UNDP support for recovery in Bangladesh 76
3.3.9 Aproach- Disaster resource & recovery…… 76
3.3.10 Guiding Principles 77
3.3.11 Lesson learned ( ERF 2011-2017) 79
3.3.12 Result & partnership 81
3.3.12.1 Theory of Change 83
3.3.13 Project management 89
3.3.14 Disaster Window 91
3.3.15 Cost efficiency & effectiveness 93
3.3.16 Disaster preparedness in rohingya camp
3.3.17 Better Forecast for better Disaster risk management in Cox's Bazar
3.3.18 Disaster risk governansmce in Cox's Bazar
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3.3.19 UNDP agencies launch Disaster risk……………
4.1
Abstract
Growth can best be described as a process of transformation. Economic growth the process by
which a nation's wealth increases over time. economic growth is usually measured in terms of
an increase in Gross Domestic Product (GDP) over time or an increase in GDP per head of
population to reflect its impact on living standards over time. An effective leader is able to
raising the economic growth rate of any country. Our leader ( honorable prime minister) do
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that. That's why our country( Bangladesh) take a seat in developing country. she conducting
many development activities for achieving that place and tries best to maintain that place. (1)
Knowledge for develooment management project is To simplify programming procedures and
improve knowledge management strategic knowledge generation and innovative programming;
(2) Livelihood improvement of Urban poor communities project is to contribute to balanced,
sustainable growth by reducing urban poverty in Bangladesh and achieve the Sustainable
Development Goals by 2030 that call for 'leaving no one behind'. (3) Disater risk management in
Cox's bazar programme is to reduce the seasonal weather and disaster vulnerability of at-risk
Rohingy and Bangladeshi host communities in Cox's Bazar through effective multi-hazard risk
management.
1.0 Introduction
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A leader is "a person who influences a group of people towards the achievement of a goal".
A leader is the head guy or gal, the one running the show. president is the leader of a
country whose decisions make a difference to the whole population. A leader is the one in
the charge, the person who convinces other people to follow. A great leader inspires
confidence in other people and moves them to action. ... A leader comes first in line in a
parade or a social system and gets a lot of attention, but ultimately, a leader needs
followers. A leader by its meaning is one who goes first and leads by example, so that others
are motivated to follow him. This is a basic requirement. To be a leader, a person must have
a deep-rooted commitment to the goal that he will strive to achieve it even if nobody follows
him!
An effective leader is a person with a passion for a cause that is larger than they are. Someone
with a dream and a vision that will better society, or at least, some portion of it. Also, without
passion, a leader will not make the necessary courageous and difficult decisions and carry them
into action.
As well as providing direction, inspiration, and guidance, good leaders exhibit courage, passion,
confidence, commitment, and ambition. They nurture the strengths and talents of their people
and build teams committed to achieving common goals. The most effective leaders have the
following traits in common.
→Share Their Vision
→Lead By Example
→Demonstrate Integrity
→Communicate Effectively
→Make Hard Decisions
→Recognize Success
→Empower Others
→Motivate and Inspire
Sheikh Hasina (born 28 September 1947), also known by her married name Sheikh Hasina
Wazed , is a Bangladeshi politician serving as the 10th Prime Minister of Bangladesh, having
held the office since January 2009. Having previously served as Prime Minister for five years,
she is the longest-serving Prime Minister in the history of Bangladesh. (wikipedia, 2020)
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Hasina is the daughter of Bangladesh's first President Sheikh Mujibur Rahman, the eldest of his
five children. Her political career has spanned more than four decades. She previously served as
Opposition Leader from 1986 to 1990, and 1991 to 1995, then as Prime Minister from 1996 to
2001. She has been leading the Bangladesh Awami League (AL) since 1981. In 2008, she
returned as Prime Minister with a landslide victory. In January 2014, she became Prime Minister
for a third term in an unopposed election, as it was boycotted by the Opposition, and criticised by
international observers. She won a fourth term in December 2018, following an election marred
with violence and criticised by the Opposition as being rigged.
Hasina is considered one of the most powerful women in the world, ranking 26th on Forbes' list
of The World's 100 Most Powerful Women in 2018, and 30th in 2017. She has also made a list
of "top 100 Global Thinkers" of the present decade. Hasina is a member of the Council of
Women World Leaders, an international network of current and former female presidents and
prime ministers.
Under her tenure as Prime Minister of Bangladesh, Bangladesh has experienced democratic
backsliding. Hasina was not in Bangladesh when her father, and most of her family, were
assassinated on 15 August 1975 during a military coup d'état by members of the Bangladesh
Army. She was in West Germany where her husband, M. A. Wazed Miah, was working as a
nuclear physicist. She moved to Delhi in late 1975 and was provided asylum by India. Her son,
Sajeeb Wazed Joy, studied at Indian boarding schools. During her time in India Hasina was not
involved in politics, but became close friends with Suvra Mukherjee, wife of the future Indian
President Pranab Mukherjee.
Hasina was not allowed to return to Pakistan until after she was elected to lead the Awami
League Party on 16 February 1981, and arrived home on 17 May 1981. She is the aunt of British
MP Tulip Siddiq.
While living in self-exile in India, Hasina was elected President of the Bangladesh Awami
League (AL) in 1981. The AL has been described as a "left-of-center" party. \Hasina and AL
participated in the 1986 Bangladeshi general election held under President Hussain Muhammad
Ershad. She served as the leader of the Parliamentary Opposition in 19861987. She led an
eight-party alliance as opposition against Ershad.[27] Hasina's decision to take part in the
election had been criticised by her opponents, since the election was held under martial law, and
the other main opposition group boycotted the poll. However, her supporters maintained that she
used the platform effectively to challenge Ershad's rule. Ershad dissolved the parliament in
December 1987 when Hasina and her Awami League resigned in an attempt to call for a fresh
general election to be held under a neutral government. During November and December in
1987, a mass uprising happened in Dhaka and several people were killed, including Noor
Hossain, a Hasina supporter.
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After several years of autocratic rule, widespread protests and strikes had paralysed the
economy. Government officers refused to follow orders and resigned. Members of the
Bangladesh Rifles laid down their weapons instead of firing on protestors and curfew was openly
violated. Hasina worked with Khaleda Zia in organizing opposition to Ershad. A huge mass
protest in December 1990 ousted Ershad from power when he resigned in favour of his vice
president, Justice Shahabuddin Ahmed, the Chief Justice of the Bangladesh Supreme Court. The
caretaker government, headed by Ahmed, administered a general election for the parliament. The
Bangladesh Nationalist Party led by Khaleda Zia won a general majority, and Hasina's Awami
League emerged as the largest opposition party. Among three constituencies Hasina fought, she
lost in two and won in one. Accepting election defeat, She offered her resignation as the party
president but stayed on at the request of party leaders.
The Digital Bangladesh program was launched in 2009. It aims to be at the forefront of
achieving Honorable Prime Minister Sheikh Hasinas vision of transforming Bangladesh into a
country of the digital economy by 2021 and a knowledge-based economy by 2041. The four
pillars of Digital Bangladesh - Human Resource Development, Connecting Citizens, Digital
Government, and Promotion of ICT Industry - are playing a central role in aiding this fantastic
growth story. Today more than 120 Bangladeshi companies are exporting ICT products worth
nearly USD 1 Billion to 35 countries. We plan to take this to USD 5 Billion by 2025. Honorable
Prime Minister Sheikh Hasina has declared Bangladesh is becoming a peaceful, prosperous and
developed country by 2041 by implementing the vision 2041 By this time, the governance
system of Bangladesh will be decentralized. "Bangladesh will turn into a developed nation with
US$ 16,000 per capita income and poverty will be a matter of distant past in this Sonar Bangla
(Golden Bangla) in 2041- said Honorable Prime Minister Sheikh Hasina.
She gave the nation a new vision Vision 2021, transforming Bangladesh into a middle-income
country. She gave Bangladeshis the dream of Digital Bangladesh- an IT-based country. Four
decades into independence, she has brought solace for 3 million martyrs and their families by
initiating the much-awaited war crimes trial. Prime Minister Sheikh Hasina led the country to
witness the economy growing at a record pace. Her prudent leadership ensured the primary
school enrolment rate reaching the highest it has ever been. Her visionary approaches to women
empowerment earned her global acclamation. During her first tenure, she made the peace treaty
ending decades-long conflict in CHT. Most importantly, she is the custodian of the spirit of
1971-Liberation War of Bangladesh. Elected the Prime Minister for the fourth time in 2019, she
is putting her best to build a poverty and hunger-free country as envisioned by her father the
father of the nation - Bangabandhu Sheikh Mujibur Rahman.
On December 12, 2008 evening, Sheikh Hasina presented the charter of change - the election
manifesto of Awami League which later became the unanimously accepted charter in the ninth
parliamentary election. In the election, her party won 264 seats out of 300. The charter outlined
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the nations roadmap to become a middle-income country within 2021.Under her leadership, the
national GDP crossed 8% milestone. The present per capita income increased to 2064 USD.
Poverty rate has been reduced by 20%. One crore people have been employed. She herself is one
of the top 100 women in the world. She works untiringly to transform the fate of the country s
women as well. Her remarkable contribution to women and girls education earned her Tree of
Peace award by UNESCO. Her policies have turned around 20 million lives. The United Nations
General Assembly has adopted her six-point resolution on poverty. In addition, many state-
premiers and international organisations working on reducing poverty have come up with
effusive praises for her. During the first term, her government constructed Jamuna Multi-purpose
bridge, 11th largest bridge of the world. In the wake of the devastating 1998-flood, her
government supplied food to around 20 million helpless people. Some remarkable achievements
also took place in that regime gaining food security, 21st February (mother language day of
Bangladesh) getting recognized as the International Mother Language Day.
For her contribution in expanding information technology, ensuring healthcare to the grassroots
level, improvement of societys distress people through safety net programme and success in
poverty alleviation, she has been honored with 'South-South Cooperation Visionary' Award of
United Nations. For building a healthy future for her people and to set an example for the
developing countries, Sheikh Hasina put her best to ensure a healthy mother and healthy child.
This tireless effort came with achievement in 2011 as Bangladesh achieved the Millennium
Development Goal of reducing child mortality by 50 percent well ahead of 2015. UNICEF
awarded her with the Champion of Youth Development award 2019. During the Corona-crisis in
Bangladesh, her leadership has been praised by world leaders and organizations.
Sheikh Hasina led Bangladesh to the path to democracy. With her untiring struggle and dynamic
leadership, she had been succeeded in her attempt to free the country from the deadly clutch of
the military regime in 1990 through the all-party political movement.
2.0 Literature review

Economic growth is a macro-economic concept which refers to a rise in real national income,
which is sustained over two consecutive quarters of a year. In simplest terms, economic growth
refers to an increase in aggregate production in an economy. Often, but not necessarily,
aggregate gains in production correlate with increased average marginal productivity. That leads
to an increase in incomes, inspiring consumers to open up their wallets and buy more, which
means a higher material quality of life or standard of living. (staff, 2020)
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Economic growth is an increase in the production of goods and services over a specific period.
To be most accurate, the measurement must remove the effects of inflation.
Economic growth creates more profit for businesses. As a result, stock prices rise. That gives
companies capital to invest and hire more employees. As more jobs are created, incomes rise.
Consumers have more money to buy additional products and services. Purchases drive higher
economic growth. For this reason, all countries want positive economic growth. This makes
economic growth the most-watched economic indicator. Gross domestic product is the best way
to measure economic growth. It takes into account the country's entire economic output. It
includes all goods and services that businesses in the country produce for sale. It doesn't matter
whether they are sold domestically or overseas. (amadeo, 2020)
GDP measures final production. It doesn't include the parts that are manufactured to make a
product. It includes exports because they are produced in the country. Imports are subtracted
from economic growth. Most countries measure economic growth each quarter. The most
accurate measurement of growth is real GDP. It removes the effects of inflation. The GDP
growth rate uses real GDP.
Economic growth is the most powerful means of reducing poverty, moreover, although debated,
a large body of empirical literature provides ample evidence that trade liberalization and trade
openness have a positive impact on economic growth. No country has successfully developed its
economy by turning its back on international trade and long-term foreign direct inves
07: 19)
Simply privatizing as much of the nation's activities as possible and expecting the private sector
to work miracles has not always resulted in great success, as any nation's economy is complex
and requires government-sponsored or supported institutions as well as actions by the private
sector (North, 2005).
Pietrobelli (2007) agreed the private sector is needed for economic growth and poverty reduction
and advocated governments and development programs get more directly involved in helping
firms in developing economies by assisting in establishing linkages with international and
multinational firms and providing financial resources and investments while also helping firms
gain access to export markets.
Rodrik (2005) has found common principles being followed in successful economies include (1)
providing effective property rights protection, (2) macroeconomic stability, (3) effective
regulations of the financial sector, (4) providing a supportive environment for the private sector
and (5) integrating with the global economy. However, the author also explained it is easier to
come up with a list of the desirable end results than make specific recommendations on how to
make these results become a reality.
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Growth remains the essential measure of national economic success and governments continue to
assume responsibility for managing macroeconomic tools to achieve conditions favorable to
growth (O'Bryan, 2009: 180).
Economic growth is an increase in the capacity of an economy to produce goods and services,
compared from one period of time to another. It can be measured in nominal or real terms, the
latter of which is adjusted for inflation. Traditionally, aggregate economic growth is measured in
terms of gross national Product (GNP) or gross domestic product (GDP), although alternative
metrics are sometimes used. (Economic Growth, by Nobel Prize winner Paul Romer, from the
Concise Encyclopedia of Economics)
A developed economy is typically characteristic of a developed country with a relatively high

level of economic growth and security. Standard criteria for evaluating a country's level of
development are income per capita or per capita gross domestic product, the level of
industrialization, the general standard of living, and the amount of technological infrastructure.
(majaski, 2020)
Indeed 'development' and 'economic development' have often been treated as synonymous
concepts. The economic development of a country or society is usually associated with (amongst
other things) rising incomes and related increases in consumption, savings, and investment
Economists usually measure economic growth in terms of gross domestic product (GDP) or
related indicators, such as gross national product (GNP) or gross national income (GNI) which
are derived from the GDP calculation. GDP is calculated from a country's national accounts
which report annual data on incomes, expenditure and investment for each sector of the
economy. Using these data it is possible to estimate the total income earned in the country in any
given year (GDP) or the total income earned by a country's citizens (GNP or GNI).
GNP is derived by adjusting GDP to include repatriated income that was earned abroad, and
exclude expatriated income that was earned domestically by foreigners. In countries where
inflows and outflows of this sort are significant, GNP may be a more appropriate indicator of a
nation's income than GDP.
There are three different ways of measuring GDP
→The income approach
→The output approach
→The expenditure approach
The income approach, as the name suggests measures people's incomes, the output approach
measures the value of the goods and services used to generate these incomes, and the expenditure
approach measures the expenditure on goods and services. In theory, each of these approaches
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should lead to the same result, so if the output of the economy increases, incomes and
expenditures should increase by the same amount. (soas academic , n.d.) Figures for economic
growth are usually presented as the annual percentage increase in real GDP. Real GDP is
calculated by adjusting nominal GDP to take account of inflation which would otherwise make
growth rates appear much higher than they really are, especially during periods of high inflation.
The economy of Bangladesh is a developing market economy. It's the 35th largest in the world in
nominal terms, and 30th largest by purchasing power parity; it is classified among the Next
Eleven emerging market middle income economies and a frontier market. In the first quarter of
2019, Bangladesh's was the world's seventh fastest growing economy with a rate of 7.3% real
GDP annual growth.[39] Dhaka and Chittagong are the principal financial centers of the country,
being home to the Dhaka Stock Exchange and the Chittagong Stock Exchange. The financial
sector of Bangladesh is the second largest in the Indian subcontinent. Bangladesh is one of the
world's fastest growing economies.
Bangladesh is strategically important for the economies of Northeast India, Nepal and Bhutan, as
Bangladeshi seaports provide maritime access for these landlocked regions and countries. China
also views Bangladesh as a potential gateway for its landlocked southwest, including Tibet,
Sichuan and Yunnan.
As of 2019, Bangladesh's GDP per capita income is estimated as per IMF data at US$5,028
(PPP) and US$1,906 (nominal). Bangladesh is a member of the D-8 Organization for Economic
Cooperation, the South Asian Association for Regional Cooperation, the International Monetary
Fund, the World Bank, the World Trade Organization and the Asian Infrastructure Investment
Bank.
3.1.Knowledge For Development(K4DM) Project
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Knowledge for Development Management (K4DM) Project is a joint initiative of the
Government of Bangladesh and UNDP Bangladesh. The project is being implemented by
Economic Relations Division (ERD), Ministry of Finance. This project is anchored in the UN Wing
of ERD from where overall activities under the project is being coordinated. The project aims to
promote and facilitate, a knowledge based decision making process through its planned
interventions. Furthermore, in current scenario of decreasing trend of traditional Official
Development Assistance, the project tries to contribute in the process of exploring the
innovative alternatives for resource mobilization and its effective utilization through
partnerships and capacity enhancement of the officials. In a spirit of building partnership, K4DM
reaches out to all implementing partners including line ministries, civil society, think tanks,
academia, eminent persons and grassroots.
3.1.1.Project Information Table
Project Title knowledge For Development Management
Short Title K4DM
Expected UNDAF/CP Outcome(s) Pillar 1: Efficient and evidence based public
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service delivery for better governance
practices
Expected UNDAF/CPAP Output(s); Civil service has greater institutional capacity

and better business process.
Authorities from the Govern ment and non-
Government sectors make better use of
technology to benefit underserved
communities.
Innitiation Plan start Date January 2012
Innitiation Plan End Date December 2020
Executing Entity UNFP
Implementing Partner UNDP
Programme Period August 2012 to June 2013
Atlas Award ID 000641036
PAC meeting Date 1 july 2012
Total resource required $ 900,000
Total Allocated Resource $ 900,000
Status Ongoing
3.1.2.Brief Description
1
Source: https://open.undp.org/projects/00064036
八/十四/二〇二一一八:〇三:〇一十四八/P 八
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Knowledge for Development Management (K4DM) is UNDP Bangladesh Country Office's
Initiation Plan to scope out the possibility of providing support to the Government of
Bangladesh and nongovernment partners on various areas of operation and knowledge
management to ensure greater impact in their development initiatives and policy advocacy. The
overarching aim of K4DM IP is to assist government in its absorption capacity to better facilitate
knowledge based public policy formulation and ensure greater result based developm ent
impacts.
As such, the IP provides for (I) High quality scoping studies on NHDR and business process
simplification; (2) Establishment of Knowledge Networks in UNDP priority areas as well as for
Government; (3) Enhance absorption capacity of Government officials so that they are better
able to facilitate knowledge based public policy formulation and ensure greater result based
development impacts; UNDP will consult with government and other relevant LJNDP
programmes to ensure stakeholder buy-in at all levels, via the initial LPAC and in presenting
final project proposals.
3.1.3.Project Objective
The project aims to simplify programming procedures and improve knowledge management;
promote new knowledge and partnership under the canopy of South South and Triangular
Cooperation as well as Public-Private Partnership modality; support a common expert pool; and
strategic knowledge generation and innovative programming.
3.1.4.AREAS OF WORK
· Establishing Information Repository at Economic Relations Division
• Promotion of South-South and Triangular Cooperation
• Engagement of NRBs (Non-resident Bangladeshi) in National Development.
• Develop and Publish National Human Development Report (NHDR) Capacity Development of
ERD and relevant line ministries' officials
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3.1.5.Project Timeline & Budget Utilization
3.1.6.Purpose
Evidence based programming is increasingly becoming a priority for Government agencies in
Bangladesh and their development partners. To ensure sound evidence based programs for
national priorities, knowledge generation and its management are central to organizational
enhancement. Learning from the private sector, who have taken the lead in knowledge-based
operational management, knowledge-based planning and programming has been proven to be
cost and time efficient. In addition, knowledge-based approaches prevent organizations from
re-inventing the wheel and therefore increase both human resource and organizational
efficiency.2
UNDP Bangladesh, to enhance its on-going support to the Government of Bangladesh is

proposing an Initiation Plan (IP) on Knowledge for Development Management (K4DM from this
herein afterward). The IP aims to lay the groundwork for a larger program/project to improve
2
Source: https: http://https://open.undp.org/projects/00064036
Source: https://www.bd.undp.org/content/bangladesh/en/home/projects/knowledge-for-
management--k4dm-.html8/14/2021
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the Bangladesh Government's capacity to design national projects based on evidence and best
practices that will better assist in their management of international development funds. Work
will be undertaken by UNDP with the ultimate aim of initiating a comprehensive integrated
program. The IP has been divided into five sections. It begins by setting out the Bangladeshi
context and series of analytical approaches to organizational capacity building and knowledge
to policy interventions; second it sets out the IP's objectives and deliverables; it then describes
the management and reporting arrangements; fourth, it outlines the monitoring tools; before
finally specifying the work plan, which includes the estimated budget.
3.1.7. BACKGROUND AND CONTEXT

UNDP Bangladesh is moving towards a knowledge-based approach to programming and
operational management with the introduction of dynamic, interactive and applicable
knowledge platforms for both internal and external exchanges. The internal UNDP SharePoint
has significantly increased operational efficiency and provides an online platform for UNDP
colleagues to share and disseminate their information. UNDP has also successfully piloted
national level knowledge networks such as Solution Exchange that creates Communities of
Practitioners (COPS) with all stakeholders, discussing and finding solutions to policy and
programming challenges.
While IJNDP has been successful in its internal and external knowledge networks, there has
been an increasing challenge in retaining institutional memory for the various projects and
programs in partnership with the Government of Bangladesh. A significant part of overseas
development assistance (ODA) remains underutilized due to lack of organizational capacity in
different line ministries and development stakeholders. Also, there are shortcomings in the
capacity of Government counterparts in working on IJNDP funded projects particularly in the
areas of human resource management, financial management, procurement, and evaluation
and monitoring of project achievements. Gaps in these management processes result to project
inefficiencies, which in turn affect the beneficiaries. There is currently no method by which the
quality of development initiatives can be measured.
In addition, inadequate policy frameworks and limited channels for sharing information and
knowledge lead to a mismatch between knowledge supply and demand, and an
underutilization of knowledge for public policy purposes. This disconnect results in problems
related to the supply side including a lack Of relevance to current issues, insufficient tailoring to
policymakers' needs, and inconsistent quality; and the demand side including weak
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organizational culture for commissioning or using research, limited funding to commission
research, inhibited opportunities for policy advocacy, and inadequate national policy
frameworks for R&D, science, innovation.
The dearth of clear channels of communication and knowledge sharing also results in
unnecessary duplications of efforts and to the formulation of misaligned development
interventions, which often fail to address local development, needs and lack grassroots
ownership and effectiveness. Establishing strong communication links and sharing knowledge
and experience with beneficiaries are also vital to capturing and utilizing local knowledge to
address local challenges.
On the other hand, the Government of Bangladesh is dedicated to bring about faster and better
services to the people through various digital means. Digitizing Bangladesh is also a national
priority as stated in the Sixth Five Year Plan. This commitment to e-governance and services
pushes towards a knowledge-based approach (both IT and non-IT) to service provision and
development practices. In addition, many of the on-going projects with various line ministries,
have expressed the greater need for comprehensive knowledge-based planning that will
increase project efficiency by identifying operational gaps and chal lenges.
The K4DM IP will therefore carry out two studies on knowledge management and operational
challenges within the state planning and implementation processes. The IP will also pilot
knowledge networks for Government officials to participate with other national stakeholders in
policy design and implementation. Specific initiatives of the IP will focus on absorption capacity
of Government officials in adopting a knowledge-based operational framework. The IP will
provide a clear pathway for both the Government of Bangladesh and UNDP for a stronger
evidence-based national programming mechanism.
3.1.8. Expected Outputs

The objective of this IP is to support the Government of Bangladesh to improve its operational
and evidence based approach to effective utilization of development funds and policy
response. In line with the discussion above, the IP examines operational capacity building and
knowledge management separately but recognizes the interconnectedness of these two
components. An underpinning principle is to recognize the value of the two components of this
IP towards efficient public service delivery and evidence and knowledge based approach to
policy formulation.
Specifically this IP will concentrate on the following outputs:
Output 1: Key scoping studies: Primary studies and research will be undertaken to directly
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contribute in the formulation of the full project as well as to address priority areas as identified
by the Government.
One set of studies/research will be undertaken to initiate the formulation of 'National Human
Development Report' (NHDR). It may be noted that Bangladesh has prepared 3world's first
NHDR. The NHDR functions as a way of showcasing national achievements and remaining
challenges. This is the periodic congregation of all information in accordance to the MDGs that
helps development partners to assess how to better provide better assistance. One of the most
important characteristics of NHDR is that these reports act as a platform to attract different
national stakeholders and builds consensus on key issues and strategies.
Since then many countries around the world has published national and often sub-national
HDRs. Given the important contribution that NHDRs can make in national development
discourse, the IP will undertake assessment to identify the primary methodology, partnership
strategy, and develop the framework for the next NHDR for Bangladesh.
The IP will also undertake a study to identify gaps and scope for business process simplification
with an ultimate objective to facilitate ODA and other external capital inflows that the ERD is
particularly interested in. The study topic will be identified by ERD and the study will be
conducted in partnership and consultation with ERD as well.
Output 2: Knowledge Management for Development Effectiveness promoted; The need for
Knowledge Management (KM) as a tools and means to ensure development effectiveness is
well recognised globally. However, the current KM practices within the ERD and UNDP is clearly
insufficient. The IP will be undertaking a study to identify current state of knowledge in the
development field, mainly looking at GOBUNDP projects and to identify remedy for any
insufficiencies. The study should identify and strategize establishment of online platforms for
both IJNDP and ERD. The objective of such KM platform, among others, will be to establish an
efficient monitoring and feedback mechanism as well as establishment of an online consultative
platform for ERD and UNDP. The study will look into the country context and evaluate the
knowledge needs that can be practically translated into project management. In addition, it will
identify the operational challenges/processes that may require restructuring and rethinking.
The IP will also support proliferation and up scaling of the present 'Solution Exchange' platform
that are established to promote external engagement with national and international
communities of development practitioners. There are two communities of practice (COP), as
they are popularly known, exists in Bangladesh in the area of Urban Poverty and Climate
Change. More than 800 members ranging from Honourable Members of Parliament,
Secretaries of the Government, senior government officials, representatives from development
partners community to representatives form grass-roots level NGOs are actively engaged in the
3
Source: http://open.undp.org/projects/00064036 Nov. 14, 20
21
two communities.
Specifically, the IP will identify need for such COP in other areas in consultation with various
national implementation partners of UNDP as well as the respective 'local consultative groups'
and support establishment of such groups once such consensus is reached among the partners.
It may be noted that the 'Aid Effectiveness' project of the ERD is already working with the LCGs
to identify latent demand for such Cops.
Finally, the IP will also look at the SharePoint based KM system that UNDP, Bangladesh is
currently using and identify ways to promote external access to national partners such as ERD
to relevant project information to ensure easy and transparent flow of information.
Output 3: Absorption Capacity Increased: One of the overarching aims of the K4DM IP is to
assess the needs and gaps of government agencies in its absorption capacity to better facilitate
knowledge based public policy formulation and ensure greater result based development
impacts. According to the Sixth Five Year Plan, the government has planned to widen its focus
towards better service delivery, which would require public service reengineering to some
extent. Public service reengineering will allow the government to absorb systematic
mechanisms of simpler operational systems. Through this component, UNDP will provide
research and advisory services to the Government of Bangladesh in areas of operational
efficiency, identify bottlenecks and assess the capacity of government officials in undertaking
evidence based approach to policy formulation and measuring results based development
impacts.
This will be done in two ways. The IP will identify need for common set of skills such as in the
area of Economic analysis, Gender, Climate Change, etc. and recruit in-house experts who can
then support multiple projects who are in need of such support. The IP will also identify
mechanisms to support ad-hoc needs of various project interventions of UNDP as well as
UNDP's national partners such as ERD by engaging short-term consultants, etc.
Output 4: Project Formulation: By the end of the IP, a project formulation team will be
commissioned to design the follow up project based on the findings and successes of the K4DM
IP. The mission will evaluate the success, challenges and assess the needs of the project and
the Government counterparts to formulate a long-term project on operational and knowledge
management.
3.1.9. Management Arrangements

The project, as per the IP guideline, will be directly executed by UNDP in consultation with the
UN wing of ERD. ERD will identify a focal person for this project. The Programme Analyst of
'Policy and Communication Team' of UNDP country office will act as the project manager while
22
the Assistant Country Director of the same unit will carry out quality assurance.
A project board will be constituted with the Deputy Country Director (Programme) and
Additional Secretary (UN) as members. The board will direct the project implementation team
and provide strategic guidance. The board will meet at twice during the duration of the IP.
3.1.10. Monitoring
The project initiation plan will be monitored on a regular basis and a quality assessment shall
record progress towards the achievement of key results. In addition to stated deliverables,
progress status report using standard UNDP format will be submitted by the Programme
Analyst of Policy Support and Communications Team to UNDP as and when needed basis. Risks,
issues and lessons learned will also be captured and updated in ATLAS to facilitate tracking and
resolution of potential problems or requests for change. Lessons learned shall also include as
part of the reporting to ensure learning and adaptation at the project implementation state.
Knowledge for Development Management (K4DM) Project is a joint initiative of the

Government of Bangladesh and UNDP Bangladesh. The project is being implemented by
Economic Relations Division (ERD), Ministry of Finance. This project is anchored in the UN Wing
of ERD from where overall activities under the project is being coordinated. The project aims to
promote and facilitate, a knowledge based decision making process through its planned
interventions. Furthermore, in current scenario of decreasing trend of traditional Official
Development Assistance, the project tries to contribute in the process of exploring the
innovative alternatives for resource mobilization and its effective utilization through
partnerships and capacity enhancement of the officials. In a spirit of building partnership, K4DM
reaches out to all implementing partners including line ministries, civil society, think tanks,
academia, eminent persons and grassroots.
23
3.1.11. Annual Work Plan
24
3.1.12. Achivements
→ ERDPEDIA - an information repository has been launched at ERD through development of a
document management software and digitization of contents.
→Consultative Group of ERD (CGE) established engaging 35 eminent persons
→A study on South-South and Triangular Cooperation has been completed and the project is
supporting establishment of South-South Cell in ERD.
→Draft Strategy Paper for Resource Mobilization has been prepared and shared with the
stakeholders.
→Study on Diaspora Engagement for National Development has been initiated and a national
consultant is working on this.
→Training courses for GoB officials organized on UN System, Public Procurement, Project
Management, Public Finance Management, Effective Office Management, Rules of Business ,
Development Effectiveness, Result Based Management, Theory of Change and Foreign Aid
Management. A total 490 officials from ERD and line ministry /divisions participated in these
training courses.
→Workshops organized on ‘Innovation’, ‘Good Governance’ and ‘Prevention of Corruption’ by

involving different stakeholders and Government officials.
3.1.14. News
3.1.14.1.ERD launches ERDPEDIA

Economic Relations Division (ERD) has launched an information repository ERDPEDIA to
facilitate access to information on relevant documents including the agreement and MoU
signed by ERD and development partners on 06 November. This software is enriched with
13,000 documents covering 150,000 pages. State minister for finance and planning MA Mannan
inaugurated this Document Management Software at a programme held Monday at ECNEC
Conference Room in the capital. The ERD organized the launching ceremony with the assistance
of UNDP supported Knowledge for Development Management (K4DM) project. 4
Source: https://www.bd.undp.org/content/bangladesh/en/home/projects/knowledge-for-management--k4dm-.html 八/十四/

4
二〇二一一八:〇三:〇〇十四八/P 八
25
ERD’s additional secretary (UN wing) Jalal Ahmed, also the National Project Director of K4DM
Project, presided over the session. ERD secretary Kazi Shofiqul Azam addressed the programme
as special guest. The programme was also addressed by ERD deputy secretary Mohammad
Nazim Uddin and UNDP assistant country director Shaila Khan. The guests unveiled the cover of
User’s Manual of this newly introduced software.
Training on Development Effectiveness
As a part of capacity development of government officials, Knowledge for Development

Management (K4DM) Project supported by UNDP organized a training session on Development
Effectiveness on 15 June at NEC 2 conference room in Dhaka, with 35 participants, mainly
officials from the Economic Relations Division (ERD). Shamima Nargis, Additional Secretary, ERD
and National Project Director of K4DM Project welcomed the participants and Mr. Monowar
Ahmed, Additional Secretary of ERD and Wing Chief of the Development Effectiveness
facilitated the course as Key Resource Person. Dr. Rezaul Basher Siddique and Dr. Mohammad
26
Mizanur Rahman, Deputy 5Secretary of ERD made two presentations on aid effectiveness and
its different principles and indicators.
In different sessions, the participants were informed on changing dynamics of aid effectiveness
agenda and challenges of effective and transparent development cooperation. In addition, key
elements of aid effectiveness such as inclusive national ownership, alignment and
harmonization with national policy and programmes, transparency and accountability of aid
management, predictability, results and effective implementation of aid etc. were also
discussed in different sessions.
Challenges of aid effectiveness were also shared during sessions, the challenges include – weak
coordination and collaboration among the government agencies, capacity constraints, lack of
policy coherence and reluctance of development partners to implement the aid effectiveness
principles.
The participants demanded another training session on Global Partnership for Effective
Development Cooperation (GPEDC) and National Project Director for K4DM Project agreed on
this.
3.1.14.2. Success of SDGs lies in proper monitoring and evaluation
5
Source: https://www.bd.undp.org/content/bangladesh/en/home/presscenter/articles/2017/11/06/erd-launches-
erdpedia.html 8/14/2021
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Continuous monitoring and evaluation is vital to implement the Sustainable Development Goals
by 2030 using the local resources, government officials from different line ministries urged that
in a daylong training programme held on 27 December at the Bangabandhu International
Conference Centre.
The training programme titled “SDGs Implementation, Monitoring & Evaluation: Challenges and
Way Forward” was organised by the Economic Relations Division (ERD) with support from
UNDP’s Knowledge for Development Management (K4DM) project, where 32 government
officials from relevant ministries including ERD took part, in order to build the capacity on SDGs
implementation.
Attending the programme, participants emphasized the importance on proper knowledge

management among the government officials to track the data on SDGs implementation for
better monitoring and evaluation about the progress. It is equally important to measure the
failures along with the success for achieving 100% SDGs.
Addressing the inaugural session of the training programme, Monowar Ahmed, Secretary,
Economic Relation Division, said, “Government officials have a major role to play in
implementing the SDGs, brining all the stakeholders including the private sectors together,
along with their other day to day work.”
Sudipto Mukerjee, Resident Representative, UNDP Bangladesh, highlighted the principle of

SDGs, based on “5P's”—people, prosperity, planet, partnership and peace. He said, “The
training is just a part of attaining the 5P’s’, but the real work should be done holistically.”
Among others Sultana Afroz, Additional Secretary, and Wing Chief (UN), ERD and National
Project Director of K4DM, Mohammad Nazim Uddin, Joint Secretary, ERD and Deputy Project
Director, K4DM also spoke at the inaugural session.
Dr. Md. Rezaul Bashar Siddique, Joint Secretary Economic Relations Division, explained SDGs
Implementation: ERD’s Perspective as one of the training facilitators and Md. Mokammel
Hossain, Additional Secretary (SDG), Prime Minister’s Office, briefed on Sustainable
Development Goals (SDGs): Bangladesh Perspective in interactive sessions. Later, participants
came up with few recommendations on SDGs implementation.
3.1.14.3 Experience sharing workshop on Implementation of Development

Projects: Issues and Challenges
To discuss the issues and challenges of implementation of development projects, a workshop
was organized by the Knowledge for Development Management (K4DM) Project of UNDP on
28
10-11 May at BCDM in Rajendrapur, Gazipur. National Project Directors and Project Managers
of UNDP Bangladesh participated in the workshop.
Mr Kazi Shofiqul Azam, Secretary, Economic Relations Division (ERD) inaugurated the workshop while
Dr. Kazi Anowarul Hoque, Additional Secretary (UN Wing) of ERD chaired the session.
Mr. Shah Kamal, Secretary, Ministry of Disaster Management and Relief, Mr. Md. Nurul Amin, Secretary,
Ministry of Chittagong Hill Tracts Affairs, Ms. Mia Seppo, UN Residence Coordinator were special guests
in the inaugural session.
The workshop contributed towards better understanding on the dynamics of project implementation,
identification of implementation challenges and policy recommendations for smooth implementation of
projects.
In her address, Ms. Mia Seppo, UN Resident Coordinator mentioned that, Bangladesh need to revisit
development initiatives for next ten years under the context of current development such as LDC
Graduation. Mia appreciated SDG trackers, developed by the Government of Bangladesh which can be
followed by other countries as best practice. She further added that, United Nations Development
Assistance Framework (UNDAF) has been developed considering the development agenda and priority
need for betterment of the people of Bangladesh.
Mr. Sudipto Mukerjee, Country Director, UNDP presented key facts and figures on Bangladesh -UNDP
Partnership-Past, Present and Future.
Dr. Kazi Anoawarul Hoque, Additional Secretary of ERD and also the NPD of K4DM Project presented key
findings on the challenges of project implementations as identified by the NPDs. In the working sessions,
the participants concentrated on and the challenges in project approval stage, implementation stage
and strengthening the monitoring mechanism.
29
Civil servants get leadership training
Shaila Khan, Assistant Resident Representative and Advisor, Business Development and
Partnerships of UNDP, conducts a session on UN reform and change management. Photo:
UNDP
Every civil servant plays a leadership role in their job to mobilise stakeholders and financial
resources, infuse motivation and encouragement at different levels and steer processes.
However, rapid changes in internal and external economic, social and political context and
processes have created a need for initiatives to ensure that the leadership roles of civil servants
are effectively aligned.
In this backdrop, Economic Relations Divisions (ERD) with support from United Nations
Development Programme (UNDP) organised a daylong training for officials of ERD and relevant
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67
ministries and departments on March 28, 2019 at Bangabandhu International Convention
Center (BICC).
Fifty-two government officials, mostly at the levels of additional secretary, joint secretary, joint
chief, deputy secretary, deputy chief, senior assistant secretary, senior assistant chief, joined
the training.
The inaugural session was chaired by Sultana Afroz, Additional Secretary, Wing Chief (UN), ERD
and National Project Director of Knowledge for Development Management (K4DM) Project.
“This training will clarify the participants’ concepts on different aspects of leadership, identify
leadership moments. It will help them acquire necessary skills to steer processes to achieve
development targets declared by the government, and overcome emerging challenges along
the way,” she said in her speech.
The training was facilitated by Sutapa Bhattacharjee, Associate Professor, Institute of Business
Administration (IBA), University of Dhaka. She took three interactive sessions on Leadership
and Change Management, Effective Leadership and Change Management and Leadership in the
Context of Global Power Structure and Economic Order.
The facilitators presented different qualities and skills for effective leadership.
The last session was facilitated by Shaila Khan, Assistant Resident Representative and Advisor,
Business Development and Partnerships of UNDP, on UN reform and change management
where she explained the recent three major reforms and seven initiatives to improve. She also
highlighted how the UN serves Member States and people and the context of reform.
“The reforms created better accountability and improved coordination in the UN system to
introduce state of the art development approaches. This way, UN agencies can make a bigger
impact and contribute effectively towards attaining Sustainable Development Goals by 2030,”
she said.
On the previous day, ERD organised another training as part of K4DM, that focused on capacity
building and negotiation.
6
Source
;https://www.bd.undp.org/content/bangladesh/en/home/presscenter/pressreleases/2019/03/28/Civil_servants_get_leadershi
p_training_for_SDGs.html
7
Source:https://www.bd.undp.org/content/bangladesh/en/home/presscenter/pressreleases/2019/04/28/nrbs-to-accelerate-
bangladeshs-development-towards-middle-income.html
31
3.1.14.4 NRBs to accelerate Bangladesh’s development towards middle income
country
To accelerate the economic growth and migrate the country to the middle income status,
engaging non-resident Bangladeshis (NRBs) in the development process of Bangladesh has
become of paramount importance in recent years.
Keeping this in mind, Knowledge for Development Management (K4DM) project of the
government’s Economic Relations Division (ERD) and the United Nations Development
Programme (UNDP) organised two workshops in India and Saudi Arabia in the later half of 2018
to respectively learn policy measures for NRBs in their development process and challenges
NRBs face in engaging themselves in this process.
To harness the recommendations from these visits, a workshop was organised at the Planning
Commission conference room on April 28, 2019 involving officials of ERD and relevant
ministries. ERD Secretary Monowar Ahmed was the chief guest, while UNDP’s Resident
Representative Sudipto Mukherjee was the special guest.
Monowar Ahmed said in his speech, “The recommendations received from the workshops held
in India and Saudi Arabia with the NRBs should be taken into consideration, and we have
requested to come up with policy solutions to implement them."
32
Sudipto Mukherjee emphasised on coordinated efforts for NRB engagement involving relevant
ministries and stakeholders along with the development partners in places with a high
concentration of NRB communities.
In the workshop, reviewing the recommendations that came out from NRB workshops in India
and Saudi Arabia, the participants engaged in a vibrant discussion and came up with several
solutions to overcome existing challenges. They include creating a hassle-free process of
obtaining National Identification Document (NID) services for NRBs, conducting a meeting with
REHAB to prevent fraud in land and property sector, and more.
The priority recommendations will be shared at the task force meeting for policy directions.
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3.2. Livelihoods Improvement of Urban Poor Communities
3.2.1. Project Overview
34
3.2.1.1. Introduction
As many rural landless poor continue to move to cities to escape harsh climates, looking for jobs,
trying to access to education and healthcare, the price they pay is hefty because of population
increase and unplanned development. Poor women and children are often the worst victims for
expensive but poor-quality housing, little to no security, and limited and unreliable water and
power supplies. Notable advances have been made in strengthening urban governance and
management but much remains to be done. Bangladesh’s smooth transition from ‘low-income’ to
‘middle-income’ country status is not possible if the large numbers of urban poor are overlooked.
This 6-year project by UNDP addresses the challenges of urban poverty.
Status: Ongoing
Project start date: March 2016
Estimated end date: February 2022
Focus area: eradicate poverty in all its forms and dimensions
Project office: UNDP in Bangladesh
Implementing partner: Local Government Division
3.2.1.2. Objectives of Project
35
The project aims to contribute to balanced, sustainable growth by reducing urban poverty in
Bangladesh and achieve the Sustainable Development Goals by 2030 that call for ‘leaving no
one behind’. The major objectives of the project are:
→Facilitate climate resilient housing and basic services for the low-income households,
→Build community organisation,
→Skills and enterprise development for women and girls,
→Enhancing climate adaptive capacity of the low-income community through resilient

infrastructure,
→Strengthening municipal capacity for improved urban management, policy and

planning.
Reference: www.bd.undp.org
Poverty, Employment, Service & Crime of Urban People

3.2.2. Perceptions of Poverty
The summary below provides some information on perceptions from the two Dhaka slums.
Poverty is perceived by slum dwellers as a shortfall in income, as well as a number of socio-
cultural, political and economic factors as described below. The main indicator raised during
focus groups was income, but was linked to an individual’s power, position and networks, and
occupation. During the household listing and wealth ranking, households were divided into 3
categories as described below. Being a leader or having a salaried job placed individuals in the
highest category, while those with ‘lower’ jobs were ranked in the less well off categories.
1. ‘Less’ Poor characteristics:
→Have a secure income (e.g., landlords, secure labor- DCC/railway workers;
government workers, permanent jobs, drivers of private companies, family members
abroad sending money).
→Eat three meals a day.
36
→Less dependency on others.
→Household with a high number of working members.
→Belong to the socially respectable class – includes locally powerful individuals –

mastaans, rich landlords.
→More education compared to others.
→Send children to school.
→Good intra household relationship.
→Fewer young children within the household.
→Strong social capital – strong networks inside and outside the slum.
→Political linkages – strong political links.
→Are leaders of the slum/ respected by all.
→Basic facilities in the household (water and sanitation, electricity, access to health
services etc.).
→Some assets (better housing, T.V. radio, beds, furniture, valuable utensils, good cloths,
some jewelry, poultry, etc.).
2. ‘More’ Poor include those who do not have secure income and wholly depend on their
physical labor. If they cannot work they cannot eat. Characteristics include:
→Rickshaw/van pullers (not owners of rickshaws).
→Day laborers.
→Self-employed - vendors.
→Insecure income (e.g., petty business, garment workers).
→Cannot have three meals a day.
→Are more dependent on others.
37
→Have a household with a less number of working members.
→Belong to the socially less important class.
→Have no or little education compared to others.
→Cannot send children to school.
→Tensions in intra household relationship.
→More minor children within the household.
→No social capital – poor networks inside and outside the slum.
→No political linkages.
→Less empowered section.
→Not having basic facilities properly (water and sanitation, electricity, access to health
services etc.).
→Fewer assets (poorer housing, no T.V., radio, beds, furniture, valuable utensils, good
clothes, less jewelry etc.).
3. The ‘Poorest’ include those who do not have regular income and are extremely vulnerable.
Characteristics include:
→Beggars, Widows, Elderly and the Disabled.
→ Female-headed households with small children without any male support.
→No secure income (e.g. erratic employment, daily laborers, begging).
→Have one meal a day (if lucky).
→Are more dependent on others.
→Have a household with number of unemployed members.
→Belong to the socially less prestigious class.
→Have no education compared to others.
→Cannot send children to school.
→Tension within intra household relationship/absence of male member and/or adult
children.
→More minor children within the household.
→No social capital.
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→No political linkages.
→Less empowered section.
→Less access to basic facilities (water and sanitation, electricity, access to health
services etc.).
→No assets or little assets (no land, housing).
3.2.3 Causes of Poverty

Perceptions of the causes of poverty varied between men and pwomen. Both men and women
attribute the main cause of poverty to low income. Men also stressed external factors,
networking, lack of jobs, and low social prestige as the main causes of poverty. For women, the
absence of male support was a main cause. Desertion was seen a major crisis for women not
only because of the loss of income, but also the loss of social, cultural and physical protection. It
is also generally thought to be higher than the data reflect. In the relatively anonymous
environment of urban slums, marriage break-ups are difficult to stop as families and community
relationships are not as strong as in rural areas.
Land and Housing: Security of tenure is mentioned as a high priority by the poor,
particularly those living in the newer slum area of cities. They refer to the constant fear
of eviction, extortion by mastaans, and the political connections required to acquire land.
Those who are government workers, railway workers, and slum leaders appear to benefit
from certain rights and entitlements. The majority of slum dwellers do not have such
connections and thus perceive having few if any rights to secure tenure.
Services: Residents in focus groups refer to the many hardships of living in slums.
These stresses are enormous. For women, there are additional pressures due to cultural
norms which affect where and how they can bath, use latrines, and find drinking water.
Employment: The employment conditions varied somewhat across slums. Most slum
residents work in the informal sector as rickshaw pullers or wage laborers. The slum is
considered to be isolated from the main markets heavily impacts on income earning
opportunities. Occupations for men that were mentioned include day laborers, vendors,
vegetable gardeners, rickshaw pullers, bus conductors, drivers, garment factory workers,
39
shop-keepers/assistants, and begging (for the poorest/disabled). Rickshaw pulling was
the most popular because it requires no skills and is easily available. Income is estimated
at Tk. 150-300 per day, depending on the number of hours worked and if the worker
owns the rickshaw. The better paid jobs are perceived to be drivers (who can earn up to
Tk. 5000-6000 per month), garment workers (particularly for men working as operators
earning up to Tk. 5000per month). For women, the perceived options were far more
limited and included garment factory workers ( Tk. 3000-5000 per month), domestic help
(Tk. 2000-3000 per month), vegetable vendors (Tk. 50-100 daily), and sweepers (Tk.
2000-3000 per month). Begging is reported to be a coping mechanism for abandoned
women with children who can earn Tk. 250-300 per week.
3.2.4 Poverty in Different City

As one walks through different city, the pervasive poverty is evident, as is the inequality
between rich and poor. Poverty affects roughly one in three residents. The average person in the
wealthiest quintile consumes more than 5 times the consumption expenditure of the average
person in the poorest quintile.
The poor mainly live in slums scattered throughout the city, with close to 80 percent of slums
located on privately owned land creating considerable institutional challenges in terms of basic
service provision. Housing structures tend to be of poor quality, and access to basic
infrastructure services is low. For the poorest quintile, only 9 percent of households have a
sewage line, and 27 percent obtain water through piped supply (compared with 83 percent of the
wealthiest).An estimated 7,600 households live in slums that are within 50 meters of the river
and are in frequent risk of being flooded.
As would be expected, poor households tend to have more people, particularly children, than
non-poor households. The poor are substantially less educated and have lower school attendance
rates than the non-poor. Social services can be quite far for some slum dwellers exacerbating
problems of access. Only seven percent of slums have a public health clinic and 26 percent have
a government school.
40
Perceptions of poverty show a hierarchy among the poor linked to income, as well as an
individual’s occupation and power, position and networks. Residents in focus groups refer to the
many hardships of living in slums and enormous stresses of everyday life.
3.2.5 Employment and the Poor

City's poor work in a range of sectors providing much needed labor to the city. Much of this
employment is in the informal sector. Poor male workers are mainly employed as production
workers (including rickshaw pullers and other transport workers) and trade workers (street
vendors, retail trade, etc.). Half of the poor female workers are employed as domestic workers or
garment workers. Wages are generally low, though domestic work appears to be the lowest pay.
The unemployment rate for the poor is almost double than that of the non-poor.
Underemployment is an even broader problem, affecting 20 percent of households. Child labor
is quite prevalent, with approximately 20 percent of all children between ages 5-14 working.
Most of the child workers are between 10 and 14 years old, with similar proportions for boys and
girls. In the poorest households with child workers, earnings from the children are significant,
representing about one third of total household income.
3.2.6. Shelter for the Poor
Secure shelter is a major challenge for city's urban poor. As migrants continue to arrive, they
often end up in illegal settlements on precarious lands with major environmental concerns. The
slums are located throughout the city with few services offered at high prices through
middlemen, also called musclemen or mastaans, using illegal methods. Slum evictions take
place periodically, with no resettlement plans. The constant threat of eviction adds to the
stresses of everyday life for the urban poor.
Land prices in the City Corporation area are very high making it impossible for the poor to
afford to purchase land in the open market. Part of the reason for high land prices stems from
the fact that the City suffers from a shortage of land due to its topography.
41
3.2.7 Services for the Poor
Access to basic services such as water, sanitation, electricity, health, and education by the poor is
limited. Because most slums are not recognized as legal lands, the Government, NGOs and
Donors generally do not provide services in these areas. As a result, a parallel structure has
emerged with mastaans providing services for a high fee. They are self appointed leaders who
set up committees, maintain links and have patronage from local and national political leaders,
government official and local loan forcing agencies.
As with housing, the administrative structure related to the public delivery of services is
complex. Public services are delivered by a mix of central and local agencies, with limited
resources, weak administrative capacity and little coordination. Government agencies and
NGOs revealed three major constraints to providing service delivery to urban slum residents.
These include: i) a lack of government policy giving slum residents rights and access; ii) the
eviction of slum residents; and iii) the role of mastaans in the absence of formal government
structures.
3.2.8 Crime and Violence in Slums

Crime and violence has become a major problem in city, particularly affecting the poor. It has
huge costs to the City in terms of the judicial system, health care, foregone earnings, costs on
private security, loss of competitiveness, loss of jobs and productivity. The non-monetary costs
on the population are also considerable in terms of levels of fear and mistrust, anxiety, and lack
of social cohesion.
About 93 percent of city's people had been affected by crime and violence with 33 different
types of crime. Among the most commonly reported crime and violence are toll collection,
mastaan-induced violence, drug and alcohol business, land grabbing, gambling, violence against
women and children, illegal arms business, arson in slums, murder and kidnapping, and domestic
violence. These results vary somewhat across slums.
Most of the crimes are reported to occur within the slum, and about 35 percent within the
household compound. Other high risk areas are the roadside, markets, and the route to and from
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work. Violence against women, particularly domestic violence, is very high and likely
underreported in the survey. This is consistent with other studies on violence against women in
Bangladesh.
There appears to be a deep lack of trust by the urban poor in the justice system and police. The
residents in the slums do not perceive much security and do not believe the justice system
adequately serves their needs.
Reference: www.alnap.org
Planning of the Project

3.2.9 Improve Resilient Infrastructure
The LIUPCP will establish a grant based Settlement Improvement Fund (SIF) for supporting
priority investments in primary infrastructure in low-income settlements (such as drains and
footpaths, latrines, reservoirs and water dwells, and access road improvements). The investments
in infrastructure development and service delivery will meet the needs and priorities of the poor
and extremely poor communities, including women and children, and persons with disabilities.
Identified needs will need to incorporate climate resilience
Climate Resilient Municipal Infrastructure

→Develop detailed protocols on the Climate Resilient Municipal Infrastructure Fund
(CRMIF) comprising: a) eligible investments, b) guidelines on the development of
investment packages (geographical coverage, method and processes), c)
administration of the funds, d) TA support, e) oversight, quality assurance and
monitoring;
→Develop detailed output implementation plans in response to the specific context of
selected cities / towns;
→Support cities/towns with development of a climate resilience capital investment
package that might include: a) assessment of climate resilient infrastructure and
capacity issues and gaps, b) development of an infrastructure asset inventory and
condition assessment, c) setting goals, objectives and targets for the provision of
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climate resilient, d) identifying potential projects, e) prioritizing options against
locally agreed criteria, f) pre-feasibility /feasibility profiling of priorities;
→Provide CRMIF grants against agreed and submitted climate resilience capital
investment packages;
→Support cities/towns with appropriate investment proposals with the submission of
an application for BMDF loans;
→Develop and support oversight, quality assurance and monitoring;
→Review procedures, document good practice and revise the protocols based on
implementation experience.
Public Health Improvement Support
→Adapt and adopt Public Health Fund (PHF) procedures (method, administration,
processing, monitoring).
→Support the development of: a) community profile comprising demographic, land
tenure, physical and socio-economic information of the settlement and community, b)
community base map, c) settlement improvement plan (SIP) integrating climate resilience
measures identifying priority community and communal infrastructure.
→Provide cost sharing grants for: a) community infrastructure (drainage, streetlights), b)
communal WASH facilities.
→Support the development of PHF Implementation Committees in all participating
cities / towns and communities.
→Award community contracts for the implementation of PHF grants.
→Support the development of community-level skills in planning, costing,
implementation and craftsmanship through community contracting.
→Support development of community-led quality assurance oversight and monitoring.
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3.2.10 Climate Resilient Housing
The three main barriers to more secure tenure and improved housing for the urban poor are : a)
security of tenure, b) land availability for affordable housing, and c) access to housing finance.
The LIUPCP will address these issues and take up the initiatives in the following area:
Affordable & Resilient Housing Models
→Review Vacant Land Maps, existing master plans;

→Identify need (for housing), supply (land availability), constraints and opportunities;
→Formulate Low Cost Housing Strategy proposals through multi-stakeholder
engagement: participation of CDC clusters, ULG representatives and officials, private
sector, GOB agencies;
→Construction of houses and basic services.
Construction of House for the Extreme Poor
→Housing construction shall target extremely poor families from recognized

marginalized groups (such as sweepers).
→The Project Steering Committee will approve technical design and manual for the
construction of houses.
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→These beneficiaries shall be selected through a process of consultation and by building
consensus between with local government and other relevant stakeholders and using a
pre-vetted criterion set out in the Project Steering Committee.
→New housing shall follow a principle of in-situ upgrading, meaning that resources will
be aimed at improving conditions of extremely poor households where they already live,
and thereby keeping communities intact.
→In cases of imminent risk where there are critical environmental threats housing may be
constructed in other locations but ensuring minimal social and economic (livelihoods)
disruption.
→Housing construction may occur in limited number of municipalities as pilot basis (not
in City Corporations).
→Adherence to standards shall also be overseen and reviewed by the PROJECT Project
Board. The Project Board shall be the final authority in approving all housing
construction projects.
Community Housing Development Fund (CHDF)
→Support the development of CHDF, a city / town level institution with a purpose to
provide support on housing improvement.
→The disbursement of seed capital (up to GBP 7 m) to CHDF as well as housing loans
will start on a pilot basis, commencing in Phase 2 subject to satisfactory capacity
(including satisfactory staffing, governance and financial management arrangements) and
MFI registration.
→A registered financial institution/intermediary with relevant expertise to be engaged for
→LGD, DFID and UNDP will agree and implement a sustainability strategy for CHDF
seed capital before the close of the Programme. DFID reserves the right to request the
return or reallocation of seed capital if CHDF performance is considered unsatisfactory.
→Support the identification of house design and improvement measures incorporating
climate resilience measures wherever appropriate.
3.2.11. Formulating the Strategy
→Review results of Vacant Land Maps.
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→Develop demand-driven Land Tenure Action Plans (LTAP) that identify appropriate
approaches: a) allocation of land for affordable housing, b) negotiated agreements with
private land-owners, c) land readjustment (land pooling), d) land sharing.
→Support communities identify tenure improvements through: a) community profiling,
b) land owner’s consent, c) formation of a households register, d) development of a
community map, e) exiting /proposed allotment plan – community agreed settlement
layout plan.
→Provide, administer and monitor grants for land tenure support (such as legal and land
transfer cost.
3 2.12 Strengthen Community Organisation
Leadership Development and Strengthening Community Organisation
The LIUPCP adopts a tried and proven approach to community development. Urban
programming (most especially through UPPR) has demonstrated: a) how community-based
organisation structures and community-led poverty alleviation measures, can provide evidenced
based reduction in levels of poverty, and b) ensure that the extreme poor are effectively targeted.
Women will lead much of the activity under this component.
→Provide capacity building and technical support to establish primary groups.

→Provide capacity building and technical support to establish community development
committees.
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→Provide support to CDCs to build capacity to: a) formulate Community Action Plans
(CAPs), b) develop proposals for, and manage, community-contracts.
→Provide capacity building and technical support to establish CDC clusters.
→Provide capacity building and technical support to establish city / town federations.
Community Savings and Credit
→Provide support to CDCs to build capacity to: a) maintain bank accounts for savings
and credit operations and the funds for settlement improvement, socio-economic
development, and operations and maintenance,
→Provide support to PROJECT cities and towns to: a) mobilise communities and setting
up community structures, b) developing community banking savings and credit schemes,
c) supporting the preparation of Community Action Plans (CAPs), d) strengthening the
relationship between the municipalities and communities, e) facilitate the representation
of poor communities in ULG structures.
3.2.13 Skills & Employment for Women & Girls
Skills & Enterprise Development
The LIUPCP has established a Socio-Economic Fund (SEF) grant facility. It is responsive to the
community-led identification of actions. In addition to grant provision, SEF also offers will
introduce a loan facility accessible to those above extreme poverty to ensure both social
protection and social mobility. The SEF will be administered on a community contract basis
following similar procedures to those of the Settlements Improvement Fund (SIF).

selected cities/ towns
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→In partnership with the private sector assess the medium-term skills gaps in participant
cities / towns.
→Identify training needs amongst the urban poor.
→Develop agreements with the private sector to share the costs of training.
→Identify the sources of training.
→Assess and respond to illiteracy as a significant barrier to skills development.
→Assess and respond to the skills development needs of people with disabilities.
→Where possible and appropriate, work with established mechanisms on social impact
investment and investors, identifying demand (employers’ needs) and supply (labour)
side factors.
→Provide, administer and monitor block grants.
Combating Violence Against Women
Develop detailed output implementation plans in response to the specific context of selected
cities/towns.
→Support the development of gender security audits.

→Ensure action to combat violence against women is incorporated into CAP.
→Provide training in legal provisions and rights on labor, family, housing and sexual and
reproductive health.
→Provide access to legal aid and other NGO and government services.
→Identify and provide safe places for women and girls
→Support establishing discussion forums on gender norms with men and boys.
→Ensure Action and reporting on cases of violence.
→Support the development of community-driven M&E systems to track basic and
comparable indicators, and aimed at building ownership of project.
→Provide, administer and monitor grants that prevent violence against women and girls.
Education Stipends

selected cities / towns
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→Aim to limit the dropout rates of girls between primary and secondary education (and
therefore curb early marriage) including offering cash transfers to extremely poor
households with secondary school age girls (conditional on attendance at secondary
school).
→Leverage, augment or link with existing GOB stipend programmes mostly
administered through schools.
→Support regular awareness raising activities for adolescent boys, girls, men, women,
local influential people, and government officials. Organize these through CDC (and
CDC cluster) structures.
→Develop and support community-driven M&E systems to track basic and comparable
indicators, and aimed at building ownership of project.
→Provide, administer and monitor grants that ensure regular education.
Nutrition
The introduction of a nutrition supplementation support programme in urban areas under UPPR
has had a notable impact in reducing levels of urban poverty measured through the multi-
dimensional poverty index. There is a specific focus on the nutritional health of pregnant and
breastfeeding women, adolescent girls and children under the age of five. The LIUPCP will
improve nutrition for the urban poor by various interventions that include the following:
→The LIUPCP nutrition component aims to improve the nutrition status of women
(especially pregnant and lactating mothers), adolescent girls, boys, and young children
(>2) from the PGs. It aims to do so through raising awareness at the community level and
provides social protection through cash transfer, ensuring nutrition governance at the city
level, promoting collaborative action against malnutrition with relevant stakeholders.
→LIUPCP will implement a nutrition education intervention composed of capacity
building, counseling and behavior change communication campaigns and tools, as well as
facilitating advocacy for change, and strengthening governance at the city-level to
promote pro-poor urban nutrition services.
→The LIUPCP perceives nutrition is an integral part of livelihoods outcome because it is
co-dependent for livelihood security. Improving livelihoods address most of the causal
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factors that leads to malnutrition, as such improving livelihoods also result in improved
nutrition. So, LIUPCP embraces nutrition intervention as part of resilience livelihoods.
→Social protection through cash transfer to the target group (children during the first
1000 days of their development) provides a strong link between nutrition consumption
and income(reduce health expenditure and burden). Nutrition governance, raising
awareness on direct nutrition interventions (like IYCF and Hygiene, consumption of
nutrient-rich, fortified foods and maternal nutrition), and collaboration and partnership-
building, will be the central focus of the strategy.
→The direct nutrition-specific interventions will focus on raising awareness on nutrition
behavior, food hygiene (processing), breastfeeding, complementary feeding for children
(children during the first 1000 days of their development), personal hygiene,
consumption of diversified food etc. The target groups are women, lactating mothers,
adolescent girls and boys as well as children from the PG. Broader multi- sector
interventions target the root causes of under nutrition, such as inadequate income, food
production, livelihood support by improving gender equality and girls’ education, which
will have a powerful impact over time in preventing malnutrition. The nutrition
intervention will also link with Component 5 (Resilience infrastructure), where improved
water supply and sanitation are critical. Improved water supply and sanitation will
address the cycle of disease and malnutrition, and will also help mothers to spend more
time at household work that may help mothers to spend more time on nutrition and health
of their children. The following diagram illustrates LIUPCP’s integrated approach to
address under nutrition.
→LIUPCP’s nutrition governance emphasizes the strong leadership of city and municipal
authorities to manage all nutrition affairs at the city level. It comprises the mechanisms of
nutrition service delivery, processes (coordination) and institutions through which
community groups interact to articulate their interests and access to their legal rights.
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3.2.14 Strong Urban Management, Policy & Planning
Inclusive & Climate Resilient Urban Planning
The LIUPCP will support the enhancement of urban plans through screening and proposed
revisions in the current structure. In each participating city / town will:
→Prepare vulnerability and adaptation assessments (VAA)

→Prepare Settlement Land Maps using SLM scorecard
→Screen master plans for climate resilience by: a) assessing exposure of urban poor
communities to hazards, b) assessing sensitivity to climate change, c) formulating
responses through participatory planning d) reviewing and recommending revisions to the
master plan.
→Screen master plans to ensure a pro-poor development orientation by: a) assessing land
availability for low cost and affordable housing, b) provision of municipal infrastructure
in, and serving, low income areas, c) formulating responses through participatory
planning, d) reviewing and revising the master plan.
→Prepare a Community Climate Change Resilience Strategy (CCCRS) to identify and
priorities capacity building actions and infrastructure investments and to include: a)
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disaster risk reduction (DRR) assessment and response, and b) a capital investment
portfolio.
→Prepare a local economic development and labor market review, with special emphasis
on the urban poor.
→Build the capacity of the Town Planning Unit (including GIS capacity)
Municipal Management & Governance
Strengthening municipal financial management and performance is designed to enhance the

fiscal health of cities / towns and therefore provide greater flexibility and financial ability to
respond to the needs of the urban poor. The focus will be on: a) Financial management,
accountability and sustainability, b) enhanced local resource mobilisation, and c) targeting
resources on the urban poor. The LIUPCP initiated the following activities:
→Detailed city / town implementation plans (inception planning);

→Carry out municipal financial assessments in selected cities / towns and identify action
areas;
→Support capacity development self- assessment;
→Agree detailed city / town implementation plan including a capacity development plan;
→Design and deliver capacity development (representative and officials);
→Monitor performance against criteria;
→ Development of a community map, exiting /proposed allotment plan – community
agreed settlement layout plan;
→Provide, administer and monitor grants for land tenure support (such as legal and land
transfer costs).
National Urban Policy Framework
→Support the development of Comprehensive Urban Sector Development Program that

targets urban poverty reduction;
→Support for the practical realization of the 7th Five Year Plan (urban sector targets);
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→Support translation of the National Urban Policy into achievable action plans for urban
poverty reduction ;
→Use PROJECT evidence based policy briefings to support 8th Five Year Plan.
Reference: www.urbanpovertybd.org
Budget & Intervention of Project

3.2.15 Budget of the Project
→Up to 36 cities and paurashava to be more effective, inclusive and climate smart with
improved tax and revenue generation systems;
→4 million people in 36 city corporations & paurashava to directly benefit from the
project’s activities;
→1.4 million households to be involved in locally-managed savings and credit schemes,
with over BDT 90 core (£83 million) of savings generated by the end of project;
→88,000 poor people to be provided with skills for employment or entrepreneurship;
→100,000 households in slums to have more secure land tenure;
→20,000 low cost homes to be built or reconstructed for the poor;
→230,000 women including pregnant women & lactating mothers to receive
→conditional cash and nutrition awareness;
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→45,500 Primary Groups (PG) united themselves under 4136 Community Development
Committee (CDC) to enhance their organizational capability and effective voice for the
urban poor communities.
3.2.16 Intervention
LIUPCP’s approach will work simultaneously at three different levels: the community level, the
city-level, and the national government level; at each level are distinct, yet complementary,
interventions that support our overall goals:
The Community-level
Given the goal of empowering urban poor communities to be organised, pro-active, and
participating in local planning and decision-making, LIUPCP’s work at the community-level lays
the foundation for much of the overall approach. LIUPCP will help communities to organise
themselves into PGs and CDCs, better understand the local context, and the relationships
between urban poor settlements and the rest of the city, and to develop their own local
development and resilience plans (CAPs). The organisation and mobilisation of women and
women’s organisation will be particularly important, as they are LIUPCP’s priority partners at
the community-level. The voices and needs of the community will be shared through advocating
for these CAPs, and also in dialogues and meetings at the ward-level (as part of the Ward-Level
Coordination Committees (WLCC)). At the community-level LIUPCP will work towards the
reduction of violence against women and girls, the reduction of drop-out rates for girls,
improving nutrition for children, and the distribution of educational and skills building grants, as
well as infrastructure and housing grants to support women, and extremely poor households.
The City-level
Since LIUPCP aims to improve municipal governance and public administration, and
institutionalise more inclusive planning and decision-making, there is a significant emphasis on
working on urban poverty issues at the city-level. For this a higher level of community
organisation will take place, mobilising and organising CDCs into town federations that are able
to understand the issues that drive urban poverty, and advocate for more inclusive planning,
across entire cities. Citywide assessments will also serve to provide a bigger picture of the
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vulnerabilities that urban poor communities, and the capacities and potential of municipal
governments – to support the design of capacity building activities, improve revenue generation,
and undertake strategic resilience and economic development planning efforts. A whole range of
citywide data and maps will provide evidence to spur debate and inform discussion about urban
policies and plans that can be discussed through the Town-Level Coordination Committees
(TLCCs) and implemented by Mayors.
The National-Level
To bring about lasting, and widespread, change in urban governance and pro-poor policies it is
essential that relevant ministries and agencies at the national-level are aware of, and can learn
from, LIUPCP’s approach and impact in programme cities. LIUPCP will share city assessments,
analysis, maps, and lessons, to help build a more accurate picture of urbanisation at the national-
level. Through capacity building, sharing sessions, discussion workshops, together with scholars,
think tanks, policy experts, and government officials, LIUPCP will be constantly advocating for
the adoption of targeted pro-poor policies, plans, and raised budget allocations, with national-
government institutions. A State of Bangladeshi Cities Report will help to synthesise this
information and support the national government’s understanding and policy response to
urbanisation.
Reference: www.thefinancialexpress.com
Different Launching Program of Project

3.2.17 UNDP Launch Micro-enterprise Development Training to Tackle
COVID-19 Impact
The Local Government Division (LGD), FCDO and UNDP have jointly begun a specially
designed training programme targeting around 21,000 young girls and women to build their
skills on micro-enterprise development and to help them adapt with the fast-changing
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employment landscape against the backdrop of large-scale job loss following the COVID19
pandemic.
Bangladesh Government’s one of the flagship initiatives Livelihoods Improvement of Urban

Poor Communities Project (LIUPCP) with financial and technical assistance from the Foreign,
Commonwealth & Development Office (FCDO) and the United Nations Development
Programme (UNDP) has been implementing the training programme titled ‘Handling the Post
COVID Challenges in Micro-Enterprise Management’ in collaboration with the Institute for
Inclusive Finance and Development.
The LIUPC project has contributed to stimulate and revitalize the local urban economy by
supporting poor especially young girls and women living in slums and low-income communities
by providing employable skills and business start-up grants for self or wage employment.It has
also contributed to improve inclusive livelihoods through socio-economic funds being distributed
to young girls and boys as well as women through a systematic data-driven and participatory
selection process followed by a digital banking transfer.
This training will give the participants a valuable insight into the most contemporary issues of
enterprise promotion initially for the expert staff trainers who will cascade the training to more
than 800 community facilitators and 20,000 beneficiaries at the ground across 20 City
Corporations and Paurashava in phases. Addressing an online inaugural ceremony of the training
programme on Tuesday, UNDP Bangladesh Resident Representative Sudipto Mukerjee said,
“It’s often a challenge for the poor women to decide on what to do with grant money for
sustainable economic recovery. I believe this exclusively designed training programme will
make that investment effective by generating more employable skills, gainful employment and a
modest income for those poor families.”
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John Warburton, Team Leader: Extreme Poverty, Resilience and Climate Change, & Senior
Environment Adviser, Foreign, Commonwealth and Development Office (FCDO), British High
Commission, said that the impact of Covid-19 on urban poverty has been enormous as the
number of poor people has almost tripled in the 20 project cities, from 2 million in 2019 to more
than 6 million which means more than 4 million people have emerged as the “new poor” due to
the adverse of impact of pandemic. Women are disproportionately affected because of job loss,
income loss and business shutdowns. Special efforts, therefore, need to be put in place to support
women entrepreneurs, he said.
Source: The daily star
3.2.18 COVID-19 emergency response
Members of the Project Steering Committee of the Livelihoods Improvement of Urban Poor
Communities Project (LIUPCP) have appreciated the progress made by the project in different
city corporations and paurashava across the country. They also appreciated the role by the
project in COVID-19 emergency response in reaching out to the urban poor with hand washing
facilities, cash assistance and food baskets as well as lifesaving messages by working closely
with the officials of the City administrations.
Their appreciation came at the 2nd National Project Steering Committee (NPSC) Meeting of the
LIUPC Project held online through zoom. Helal Uddin Ahmed, Senior Secretary, Local
Government Division (LGD) under the Ministry of Local Government, Rural Development &
Cooperatives (MoLGRD&C) chaired the meeting.
The LGD Senior Secretary Helal Uddin Ahmed appreciated and thanked the United Kingdom’s
Foreign, Commonwealth & Development Office (FCDO) formerly known as DFID and UNDP
for supporting urban poverty initiatives in Bangladesh and reaffirmed his support for the
implementation of the project activities.
Source: Dhaka tribunal
3.2.1 LIUPCP Celebrates World Breastfeeding Week 2020 ‘for a healthier

planet’
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Livelihoods Improvement of Urban Poor Communities Project’ (LIUPCP) has celebrated World
Breastfeeding Week 2020 with series of programmes and events in different city corporations
and municipalities across Bangladesh.
Observance of the World Breastfeeding Week started as a global campaign in 1991. Celebrated
every year from August 1 to 7, this global event encourages breastfeeding to improve the health
of babies around the world and commemorates the Declaration signed in August 1990 by
government policy makers, UN and other organizations.
It serves as an annual reminder to promote a critical practice which when seriously followed over
the first one thousand days gives a child a healthy start in life.
Since 2010 the Government of Bangladesh has been observing the World Breastfeeding Week
on a regular basis. This year, the World Alliance for Breastfeeding Action has announced the
theme for World Breastfeeding Week (WBW) 2020 to be “Support breastfeeding for a healthier
planet’’.
The objectives of WBW 2020 are to raise awareness about the links between breastfeeding and
the environment/climate change and in turn help to anchor breastfeeding as a climate-smart
decision; engage with individuals and organizations for greater impact; and galvanize action on
improving the health of people and the planet through breastfeeding.
Marking the observance of the day, Sudipto Mukerjee Resident Representative UNDP
Bangladesh in a message said, “The United Nations Development Programme (UNDP) along
with the wider UN family in Bangladesh has been working with the national and local authorities
to improve nutrition among the urban poor through promoting exclusive breastfeeding, Infant
and Young Child Feeding and social protection services as an integral part of Agenda 2030.”
“UNDP will continue to provide support for strengthening breastfeeding promotion and
protection activities in Bangladesh as elsewhere around the world,” he said.
LIUPCP is celebrated the Week across the project implementation areas with different activities
in collaboration and linkage with National Nutrition Services (NNS), IPHN, DGHS, Bangladesh
Breastfeeding Foundation (BBF), Local Government Division (LGD), City Corporations,
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Municipalities, Community Organization, and City/town level multisectoral nutrition
coordination committees(CLMNCC).
Through its interventions, LIUPCP reached out directly to around 45,000 urban poor people with
awareness messages on importance of breastfeeding and its theme through the following event
activities at national, city/town and community levels:
Discussion Meetings:
City/town-level weeklong event inaugurations and discussion meetings were organised in 19 city
corporations and paurashavas. City Mayor, Councilors, City Officials, Journalist, Religious
leaders, Community leaders, members of CLMNCC, Health Service Providers, NGO
representatives took part in these events.
Awareness Campaign through Cable Operators, Loudmiking & Video Show:
LIUPCP has engaged cable television operators of 19 city corporations and paurashavas
throughout the week to broadcast TVC and run TV news-crawl with nutrition related and Young
Child Feeding (IYCF) messages. Community-level loudmiking reached inside the city slums to
disseminate messages of WBW 2020 targeting urban poor communities. Community level video
shows on Exclusive breastfeeding, complementary feeding, and maternal nutrition were
organized in 60 spots of urban poor communities.
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Food Basket Distribution:
LIUPCP staffs distributed food basket among the extremely poor having 7-24 months old
children. In 19 city corporations and paurashavas, 2,400 mothers with 7-24 months old children
received the basket.
3.2.17 Nutrition Education Session:
Weeklong nutrition education sessions were conducted with special focus on exclusive
breastfeeding. Around 34,350 urban poor pregnant & lactating women and their in-laws, and
member of Primary Group (PG) members attended around 2,250 sessions in 19 city corporations
and paurashavas.
Individual Counselling:
21,500 individual counselling conducted with 21,500 pregnant & lactating women during the
weeklong campaign focusing on exclusive breastfeeding.
Breastfeeding Corner at City Corporation/Municipality:
LIUPCP has supported setting up of a breastfeeding corner at Cox’s Bazar Municipality

premises.
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Reference: www.urbanpovertybd.org
3.2.18 Socio-Economic Assessment of COVID-19 Begins
The National Urban Poverty Reduction Programme (NUPRP) in collaboration with Human
Development Research Centre (HDRC) launched a Socio-Economic Assessment of COVID-19
impact on the lives and livelihoods of the urban poor. This assessment will help inform the
NUPRP re-programming and will also contribute in the formulation of the Socio-Economic
Recovery Programme of the UN agencies and the Government of Bangladesh.
The Managing for Impact (M4i) Team of NUPRP and Human Development Research Centre
(HDRC) jointly organised a four-day training for Surveyors on data collection for the Socio-
Economic Assessment. The surveyors who will be visiting the 15 intervention Cities attended the
training wearing the requisite Personal Protective Gear and adhered to the COVID-19 related
protective protocols.
The data collection for the Socio-Economic Assessment, which begins from 15 July will provide
first-hand primary evidence of impact of COVID-19 on the urban poor living in the slums and
low-income settlement.
Source: https://tvnews.net
3.2.19 Self-defence skills for young women and girls
A Memorandum of Understanding (MoU) has been signed between Livelihoods Improvement of

Urban Poor Communities Project (LIUPCP) and Bangladesh Legal Aid and Services Trust
(BLAST) on Tuesday 28 January here at BLAST head office, Dhaka.
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Under the MoU, BLAST will help to build and enhance self-defence skills of young women and
girls in the poor settlements of Vashantek and Korail under Dhaka North City Corporation
(DNCC). Md. Abdul Mannan, National Project Director, LIUPCP & Joint Secretary of Local
Government Division and Justice Md. Nizamul Huq, Chief Legal Advisor of BLAST, signed the
MoU.
LIUPCP works with the people in urban poor settlements to reduce poverty and enhance
livelihood potentials. One of the activities of this project is to enhance capacities of young
women and girls in a way so that they can move to any places, at any time without fear of being
abused, feel safe and secure with confidence and dignity. On this backdrop, the MoU has been
signed so that LIUPCP can support these girls to learn self-defence as an inclusive skill that they
can use in their daily life.
Source: www.urbanpovertybd.com
Economic Growth of the Project

→Increased women empowerment;
→Develop health of urban people by different program;
→Housing improvement;
→Identify & provide safe place for girls and women;
→Increased women education;
→Urban poor people will get living house;
→Increased industries production;
→Increased GDP rate of our country;
→Developed our country.
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3.3. Disaster Risk Management in Cox's Bazar Programme
The climate and topography of Cox’s Bazar creates an environment where local communities
are exposed to multiple natural hazards, and experience recurring extreme weather events.
Vulnerable Bangladeshi communities in the district have long borne the brunt of cyclones,
landslides and flash flooods. The Rohingya crisis has increased the size of the population at risk
and is driving the creation of new risks due to deforestation, hill-cutting, and infrastructure
pressure. To support government and humanitarian actors’ efforts to manage the seasonal and
extreme weather events associated with the cyclone and rainy season, UNDP is implementing
an area-based programme for strengthening Disaster Risk Management in Cox’s Bazar.
3.3.1 Project Information Table
Project Title Disaster Risk Management in Cox's Bazar
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Programme
Status Ongoing
Project Start Date October 2018

Estimated End Date December 2022
Focus Area build resilience to shocks and crisis
eradicate poverty in all its forms and

dimensions
accelerate strctural transformations
Project office UNDP In Bangladesh
Implementing Partner UNDP
Total Resource Required $51,150,000
Total resource allocated frol UNDP Fumd $1,150,000
3.3.2 Project Objective

The objective of the project is to reduce the seasonal weather and disaster vulnerability of at-
risk Rohingya and Bangladeshi host communities in Cox’s Bazar through effective multi-hazard
risk management. The Project works to achieve this objective by supporting contingency
planning in host communities and within the Rohingya response; improvement of forecasting
and risk analysis; implementation of landslide and flash flood mitigation measures in
underserved communities; technical support to humanitarian actors and local government;
support to improve disaster risk literacy of duty bearers; and support to enhance local landslide
search and rescue capacity.
3.3.3 Areas Of Work

Enhancement of local government preparedness for response Hazard and disaster risk analysis
in Cox’s Bazar and Rohingya campsCommunity based disaster risk reduction Support to
65
humanitarian actors for mainstreaming of disaster risk management in refugee response
Capacity enhancement for risk-informed development and residual risk management.
3.3.4 Brief Description

Bangladesh has made considerable progress in managing disaster risks over last 10 years.
However, large and recurrent nature of hazards poses a very different set of risks to an
economy with both impressive economic growth and significant progress in human
development, In line with the Sendai Framework of Action and the Government of Bangladesh's
7th Five Year Plan, renewed attention is required to develop the whole society's capacity on
preparedness for disaster response & recovery. An efficient capacity would help Bangladesh
achieve both Sustainable Development Goals and a developed county status by 2041. UNDP's
proposed Disaster Response and Recovery Facility (DRRF) is a vital contribution towards this
ambition. The proposed Facility will adopt an "economy wide" approach in addition to focusing
on household and community level recovery. It will primarily support Ministry of Disaster
Management and Relief (MoDMR), and gradually expand its support to selected key sectors at
all levels for enhancing national capacity and supporting policy making for resilient recovery.
The DRRF will achieve the following objectives:
A. Implement timely, appropriate and adequate response and recovery assistance to the
households, community, businesses for quick return to sustainable development pathways &
business continuity:
B. Work with development partners, the UN/Cluster systems to support GoB to build its
capacity at all levels and sectors for carrying out post disaster needs assessment, formulating
recovery strategy and plans, and mobilizing resources.
C. Support making appropriate policies, financial Instruments, and technological Innovation on

preparedness for recovery and provide coordination support and foster partnership in (early)
recovery and shelter sector as part of national priorities in disaster management.
E. Work as, when appropriate, a fund management facility for humanitarian and development
agencies to foster cost effective and time efficient mechanism
Building on successes of Early Recovery Facility project, the facility will continue to focus on
rapid-scaling up and effective management of transitions towards development. To achieve, it
will continue to be built on pre-approved funding mechanisms, flexible operational procedures
and active pool of implementing partners and professional human resources. For ensuring
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timely support to the government in need, the project will follow Direct Implementation
Modality (DIM) of UNDP.
3.3.5 Development Challenges

1. A multi-hazard, evolving risk in Bangladesh's development landscape Bangladesh faces a multi-hazard,
evolving and complex disaster risk landscape posing major challenges for growth and human
development. From a macroeconomic perspective, these arendamaging public and private capital, and
resulting in productivity losses, inefficiencies during the reconstruction process and damages to the
economy's creditworthiness (IMF 2017). At the micro level, with 44 percent of households in disaster-
prone areas affected by repeated disasters, the toll of recurring small and medium-scale disasters is
reproducing poverty (BBS 2015); the disasters also reinforce, perpetuate and exacerbate persisting
gender inequalities, discrimination and violence that make women and girls disproportionately
vulnerable to such shocks.
The risks include:
i) high exposure to climatic shocks;
ii) increased seismic risk and potential disruption from "new" and "emerging" disasters;
iii) chemical and fire hazards;
iv) thunder and lightning strikes land;
v) the ongoing Rohingya crisis:
a) High exposure to climatic shocks: Due to exposure to cyclonic storms from the Bay of Bengal
and flooding from rivers originating in the Himalayas and Myanmar, Bangladesh ranks as the
world's tenth most exposed country in terms of natural hazards and the fifth most at-risk country from
disasters (World Risk Report 2016). While effective early warning and preparedness, national relief
systems and improvements in management of water-borne diseases have helped reduce mortality,
climatic shocks have large cumulative impacts on poverty graduation and the national economy
Recurring disasters undermine household- and community-level livelihoods and development
gains; most communities lose crops, land, housing and livelihood assets (BBS 2015). With land
at a premium due to population pressure, displaced families often resettle in high-risk areas such as far-
flung islands, flood plains or urban areas unsuited for human settlement. This
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disproportionately exposes them to greater disaster risk even within their disaster-vulnerable
communities.
Between 2000 and 2013, economic loss due to natural hazards totaled USD 10 billion, and
estimated annual financial impact of cyclone and floods is 2.2 percent of Gross Domestic Product (GDP)
(Ozaki 2016); the losses cut across households, the rural economy and the industry. During 2004 floods,
the Ready-Made Garments (RMGs) sector faced USD 3 million in loss per day (Price Waterhouse Coopers
2013).
b) Increased seismic risk and potential disruption from "new" and "emerging" disasters:
Recent research indicates that the country's seismic risk is higher than previously recognized, with an
active subduction zone and megathrust fault placing the region at risk of an earthquake in the range of
8.2 to 9.0 on the Richter scale (Steckler et al. 2016). Rapid urbanization in
Bangladesh has been risk-blind; an earthquake of 7.0 on the Richter scale is also likely to seriously affect
376,000 structures in Dhaka, Chittagong and Sylhet and produce 96 tonnes of debris (MODMR 2009).
At the macro level, where the RMG industry accounts for 28 percent of national GDP.
Bangladesh's economic growth is vulnerable to any protracted disruption to export value chains.
Following a major earthquake in the worst-case scenario, urban industrial production facilities and road
networks risk remaining damaged or blocked by debris for longer periods unless managed effectively.
The resulting disruption to the export value chains and subsequent buyer flight would have a significant
impact on long-term economic outlook.
c) Chemical and fire hazards: Weakly enforced regulations for construction, industries and fire
safety are simultaneously increasing the country's vulnerability to industrial disasters such as fires and
building collapse. These include non-compliance with Bangladesh National Building Code, Master Plan
for Fire Service and Civil Defense, Fire Protection Act 2003, Detailed Area Plan and Dhaka City
Corporation ordinance. Examples include the 2010 Nimtoli fire, 2013 Rana Plaza tragedy, 2014
Sundarbans oil spill (UNDP 2014) and 2017 Chittagong Hill Tracts (CHT) landslides (UNDP forthcoming)
d) Thunderstorms and lightning strikes: Thunderstorms are an emerging risk that is resulting insevere
weather phenomena and damage through downburst winds, large hailstones, and flashflooding caused
by heavy precipitation. In March and April 2018, 70 people died in lightning strikes across the country.
Current studies on lightning as a disaster risk in Bangladesh are inadequate.
e) Ongoing Rohingya crisis: Since 25 August 2017, extreme violence in Rakhine State, Myanmar,has
driven an estimated 702,160 Rohingya refugees (ISCG situation Report/7 June 2018) across the border
into Cox's Bazar, Bangladesh. The speed and scale of the influx was nonetheless a challenge, and the
humanitarian community stepped up its support to hel mitigate a critical humanitarian emergency Host
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communities already faced pre-crisis economic, social and environmental challenges, most of which are
now exacerbated by the influx. Failure to address these will reduce humanitarian space and may
escalate conflict driven by a perception of marginalization by host communities.
The district is already highly vulnerable to shocks during annual cyclone and monsoon seasons
this has been made worse by extensive deforestation, hill cutting and solid waste generation,
creating substantial landslide and flash flood risks. Rapid, risk-blind construction of Rohingya
camps and settlements have led also to a massive increase in the number of people exposed to
disaster risks, which will lead to increased strain on disaster management structures and
responder government agencies such as the health sector. (UNDP 2017 Host Community Impact
Assessment and Environmental Assessment Study). These risks fall outside the usual parameters of
Bangladesh's disaster risk reduction, disaster management and response systems, and are likely to result
in major response, recovery, and build back better support needs.
3.3.6 Need for massive preparedness for response and recovery to sustain
Bangladesh's economic growth
Traditional e)conomics sector such as agriculture will continue to require recovery support after large
scale and recurrent disasters. Considering the highlighted risks, in line with the Sendai Framework and
GoB's National Plan for Disaster Management (2016-2020), there are four major areas for Bangladesh to
improve its national capacity to support resilient recovery:
Building capacity of urban actors to plan for, finance and implement recovery: With new anddynamic
risks emerging from rapid and unplanned urbanization, the Urban Development Directorate (UDD) is
promoting risk-integrated land-use planning and updating the existing policy for planned urbanization.
For greater preparedness for urban disasters, there is need for a clearly defined pre- established
coordination mechanism, an incident command system and for activating urban Disaster Management
Committees (DMCs). Also, urban volunteers can be developed for effectively dealing with risk
assessment and risk reduction and crisis response, with an institutional mechanism to manage and keep
the volunteers motivated and engaged.
Risk-informed investment in recovery: In Bangladesh, private sector contribution to economic
development is 78 percent; small and medium enterprises (SMEs) are particularly vulnerable and widely
exposed to natural hazards (ADB, 2017). A recent ADB study on Bangladesh found that despite incurring
USD 10 billion in economic disaster loss, the funding gap for relief, rehabilitation and reconstruction was
approx. USD 8 billion (Ozaki 2016. Out of the USD 2 billion available, only 33 percent was earmarked for
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recovery and rehabilitation projects. However, it was also found that the required funds for mid- and
long-term rebuilding constituted 80-85 percent of the financing need (Ozaki 2016). There is greater need
for risk-informed private sector engagement to risk-proof economic and physical investments and for
business continuity. Strengthening disaster risk financing: Integrating disaster risk financing strategies
into overall disaster risk management and public finance management is critical for minimizing financial
and economic impacts for households, private sector, and the government
In Bangladesh, the Finance Division under the Ministry of Finance (MoF) allocates modest domestic
disaster-related funding through channels including:
i) Disaster Risk Reduction Fund
(ii) Emergency Fund Disaster Management
(ii) Fund for Unforeseen Incidents and
(iv) Palli Karma- Sahayak
Foundation (Ozaki 2016) when a domestic funding gap rises, foreign financing mechanisms are
initiated. In 2013, Bangladesh Bank pioneered the "Bangladesh Bank Disaster Management and
Corporate Social Responsibility Fund" for post-disaster response, disaster risk management and
capacity building. However, recent research indicates 78 percent of banks do not have disaster
recovery plans in place with no systems for identifying disaster incidence or for recording relevant data
on disaster risks and losses and even physical and infrastructure losses (BIBM 2017).
National capacity should be enhanced on recovery monitoring so prevent people falling back to
poverty with timely investment. Inadequate recovery leads increases poverty (BBS 2015). Poor
coordination structure, new nature of recovery need, large scale preparedness, use of build back
better principles as in the National Disaster Management Policy. Recovery planning is currently done by
ministries using various (non-harmonized) approaches and methods, which require particular attention
for cost efficient, quick and timely recovery. Bangladesh remains untested by a major natural disaster;
this raises the need for better ex ante an ex post financial measures for quick and resilient recovery
following an unfamiliar, sudden-onset disaster such as a massive earthquake.
3.3.7 Setting up a Disaster Response and Recovery Facility

Building on the success and lessons of UNDP's Early Recovery Facility (ERF), UNDP now
proposes a new project, Disaster Response and Recovery Facility (DRRF). It will serve affected
70
communities, businesses and augment government capacity when large-scale recovery support
is required following natural and man-made disasters and emergencies. DRRF will function to
respond rapidly and flexibly; however, it will work under the broad strategic direction of the
UNDP Bangladesh Country Office.
Based on lessons learned from ERF, UNDP proposes the following core foundation of DRRF:
Traditional to economy-wide approach. DRRF will shift focus of recovery preparedness from
small and medium-sized to large-scale disasters in line with evolving economic and urban
context, Targeted resource mobilization USD 50 million will be mobilized after disasters;
Expansion of project partners. UNDP's regular allocated fund to maintain the core project
structure will provide support to MoDMR, other line ministries and private sector on recovery
preparednessbImplementation entities. The DRRF funding window focuses on reduction of
quick return t development (after a disaster) at scale - thus will expanding its NGO roster,
include UN agencies and private sectors. Funding to the government line ministries can be
considered when it is approved by the Board following ERD/country's law.
The DRRF will focus on crisis prevention and recovery (CPR) in line with the clear mandate
UNDP received in 1997 from the UN General Assembly to operate in special development
situations'.
As lead agency for early recovery, UNDP leads a Cluster Working Group comprising of 23
international agencies and NGOs. This decision reflects a shared understanding of the UN
system
and its partners of the close link between humanitarian, recovery and development
interventions. The DRRF will derive its mandate from the UNDP's role as a lead agency for early
recovery at both international and national levels. UNDP's early recovery engagement is
complemented by its close collaboration with the members of Inter-Agency Standing
Committee (IASC). In Bangladesh too, the DRRF will work closely with IASC members including
other UN agencies and NGOs in support of the government. The DRRF will execute in close
coordination with MoDMR and its agency the Department of Disaster Management, one of the
major stakeholders of capacity building interventions under DRRF.
3.3.8 UNDP Support for Recovery in Bangladesh
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UNDP's mandate to conduct operational activities in disaster mitigation, prevention and
preparedness was laid out by the United Nations General Assembly in 1997 and an additional
mandate to ensure inter-agency recovery preparedness was added by the United Nations
Emergency Relief Coordinator in 2006. Within the scope of these mandates, UNDP has provided
long-standing, sound leadership in disaster and emergency recovery and in assessment,
planning, programming, coordination and capacity building. It champions the need to credibly
address Early Recovery in humanitarian contexts and chairs the Cluster Working Group on Early
Recovery. Globally, UNDP plays a strategic role in efforts to integrate development principles
into recovery processes by
: i) building communities back better;
li) reducing poverty and vulnerability:
iii) protecting and quickly restoring development gains and;
iv) reducing future risk by adopting strategies that transform risk into resilience. UNDP
Bangladesh is a long-standing partner of GoB for disaster risk management. The flagship
Comprehensive Disaster Management Programme (CDMP I and II, 2004-2015) is widely
acknowledged as a significant contributor to changing Bangladesh's disaster management
paradigm from relief to risk reduction Concurrently with CDMP, UNDP has also run a series of
successive facilities serving as mechanisms for funding and implementing disaster and
emergency relief and recovery interventions. Each iteration of these facilities – the Disaster
Relief and Response Facility (DRRF 2004-2007), the Disaster Response Facility (DRF 2008-2010),
and the Early Recovery Facility (2011-2017) - has adjusted to changes in the development and
humanitarian landscape to best provide support to affected people and to the GoB. Through
these facilities, UNDP has supported the development of the current humanitarian coordination
architecture of Bangladesh and chaired the country's standing Early Recovery Cluster and co-
chaired its Shelter Cluster. With the support of development partners, the successive facilities
have enabled UNDP to implement relief and early recovery programmes exceeding USD 75
million.
Based on this expertise and experience, UNDP proposes to continue its support to GoB to
manage and recover from the development impacts of emergencies and disaster, and enable
the recovery of the most vulnerable affected people.
3.3.9 Approach - Disaster Response & Recovery Facility
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As highlighted earlier, UNDP proposes Disaster Response & Recovery Facility (DRRF) lasting
from 2018-2022.
It will continue in the same Execution Modality as the first phase, namely the Direct
Implementation Modality (DIM). This modality offers key advantages, namely:
• DIM modality is supportive to rapid response in ways NIM modality management,

procurement, financial and other procedures are not. This will allow the Disaster Response &
Recovery Facility to operate with procedural flexibility to respond quickly to disasters and
emergencies and incorporate additional resources mobilized; Continuation of DIM modality will
allow the risk of gap posed by the GoB project approval process for NIM projects. In light of the
2017 flood response and ongoing Rohingya crisis, avoiding a gap will be critical for UNDP to
continue its support to GoB in managing the impacts of these, and to provide support to the
most vulnerable affected people; and DRRF complements the nationally-owned, capacity
development-focused National Resilience Programme. The nationally implemented (NIM
modality) NRP-DDM will be guided by its DDM- appointed Project Director to advocate for
recovery within the GoB system and build sustainable capacities in MODMR, DDM and key line
Ministries. Meanwhile, DRRF will use DIM's procedural flexibility to provide rapid support to
GoB when disasters and emergencies happen, and tap into UNDP's unique position to advocate
for recovery investment to development partners, the UN system and private sector. Through
their separate modalities, the two can fully capitalize available avenues for promoting pro-poor
resilient recovery to stakeholders and provide recovery support to most-vulnerable affected
people.
Approach - Disaster Response & Recovery Facility

from 2018-2022. It will continue in the same Execution Modality as the first phase, namely the
Direct Implementation Modality (DIM). This modality offers key advantages, namely:
• DIM modality is supportive to rapid response in ways NIM modality management,

procurement, financial and other procedures are not. This will allow the Disaster Response
&Recovery Facility to operate with procedural flexibility to respond quickly to disasters and
emergencies and incorporate additional resources mobilized; Continuation of DIM modality will
allow the risk of gap posed by the GoB project approval process for NIM projects. In light of the
2017 flood response and ongoing Rohingya crisis, avoiding a gap will be critical for UNDP to
continue its support to GoB in managing the impacts of these, and to provide support to the
most vulnerable affected people; and DRRF complements the nationally-owned, capacity
development-focused National Resilience Programme. The nationally implemented (NIM
modality) NRP-DDM will be guided by its DDM- appointed Project Director to advocate for
73
recovery within the GoB system and build sustainable capacities in MODMR, DDM and key line
Ministries. Meanwhile, DRRF will use DIM's procedural flexibility to provide rapid support to
GoB when disasters and emergencies happen, and tap into UNDP's unique position to advocate
for recovery investment to development partners, the UN system and private sector. Through
their separate modalities, the two can fully capitalize available avenues for promoting pro-poor
resilient recovery to stakeholders and provide recovery support to most-vulnerable affected
people.
3.3.10 Guiding Principles

The Facility will be guided, in its planning, implementation and reporting, by the following
principles: Adhere to the core principles of humanitarianism, impartiality, and neutrality - and
build back better' principle as in the Sendai Framework of Action and National Plan for Disaster
Management 2016-2020 and accurate Donors - Value for money, timely response, coordination
with other actors accountability and reporting to donors and the project board.
Acknowledge national ownership of recovery processes and ensure that it is a demand-driven

and country-led process, with the fullest possible leadership and engagement of national and
local authorities in assessment, recovery planning and implementation. With an environmental
sustainability perspective, integrate sustainable practices into interventions to address.
environmental degradation and reduce physical and socioeconomic vulnerability.
With a gender perspective, focus on the most vulnerable sections, including female-headed
households, children, orphans, the landless, people with special needs, the youth and the aged.
3.3.11 Lessons Learned (of ERF 2011-2017)

DRRF will draw on lessons learnt from UNDP's engagement in the past 10 years of disaster
management and recovery:
A common understanding of the early recovery concept (and recovery in general) must
be nourished among development partners, UN agencies and with the Government;
Clusters with dedicated human resources are more active than those without, including on
contingency planning, advocacy and the lessons learning which is especially requested by
development partners (DDM 2015);
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Mobilizing funding for recovery requires developing partnerships before a disaster strikes; The
national disaster management system has greater preparedness for managing flood and
cyclone risks and disasters than for earthquakes, landslide and less frequent climatic hazards
(DDM 2015).
The restructured humanitarian coordination system in Bangladesh remains untested by a major

natural disaster. As shown by the ongoing Rohingya crisis, alternatives to the existing
humanitarian coordination system may be endorsed by GoB for expediting response.
It raises concern on what system would be used to manage an unfamiliar, sudden-onset

disaster such as a massive earthquake.
There is need to implement gender-responsiveness strategies and plans for climate- change
adaptation and disaster risk management in Bangladesh. There is need for more robust
monitoring and evaluation processes to build and share evidence on what does or does not
work for replication, gender analysis, and value-for-money analysis and for forming clear policy
recommendations.
3.3.12 Results and Partnerships
3.3.11.1 Theory of Change

The theory of change for the project is that, given that Bangladesh is facing an evolving,
complex risk landscape of both natural and man-made hazards, including frequent recurring
hydro-meteorological disasters and the risk of a major earthquake; Socioeconomic inequality
and population pressure leads to disproportionate and repeat toll of disasters on the poorest
and most vulnerable, and prevents resilient poverty graduation; and Direct support for the
recovery of these most-vulnerable households and communities is limited due to complexity of
coordination, capacity limitations of government, lack of investment, and weak knowledge
base;
if UNDP invests in Providing timely, high-quality support to Government in assessing and

managing the effects and impact of disasters and emergencies when necessary; Strategic,
evidence-based advocacy and capacity building contributing to increased understanding of the
disaster-recovery-development nexus and need for pro-poor recovery funding among
government, development partners, and humanitarian actors;
• Developing ex-ante and ex-post partnerships with UN agencies, NGOs, and relevant private
sectors (on the basis of prior consultation with MoDMR) that can support quick, predictable
75
resource mobilization and implementation of interventions; and Maintaining readiness to
quickly implement disaster and emergency response and recovery support in areas where
UNDP can add value, targeting most-vulnerable affected people, communities, business and
national economy: then When necessary, Government capacity to manage, respond to and
ensure resilient recovery from disasters and emergencies is augmented by technical input,
bolstered capacity, and the socially inclusive, pro-poor development perspective;
Innovative partnerships for recovery planning and solutions are created;
Allocation of funding for the post-disaster and emergency recovery of affected, vulnerable
households and communities is increased, and Interventions supporting early economic
revitalization, management of risks and environmental impacts, and targeted support to most
vulnerable affected people mitigate the disruptive impact of disaster; leading to Improved
preparedness for response and recovery, which will enhance timely, appropriate and resilient
recovery of households, communities, environment and business. Country will have ability to
return quickly to normal development after a disaster.
The theory of change of the Disaster Response & Recovery Facility builds on a number of
assumptions, centrally:
That key government bodies playing a role in response to disaster and emergencies such as
Economic Relations Division, the Ministry of Disaster Management and Relief, the Ministry of
Environment and Forests, the Ministry of Home Affairs, Local Government Division, and the
Ministry of Foreign Affairs continue to see the value of UNDP technical support;
.That the close relationship between UNDP and the Government of Bangladesh allows UNDP to
effectively advocate for recovery solutions and increased allocation for recovery support to
most vulnerable, affected households and communities;
That long-term government capacity development for disaster response coordination, Post-
Disaster Needs Assessment, recovery planning, and damage and loss data collection is taking
place through the National Resilience Programme;
.That - as suggested by the Disaster Management Lessons Learnt Study (DDM 2015) - intensified
advocacy building on explicit lessons learnt, gap analysis and evidence regarding the linkages
between recovery and poverty reduction will trigger larger allocations from development
partners for recovery action, and engagement on early recovery by humanitarian
actors, and
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.That increased knowledge about disaster recovery gaps and mutual collaboration can mobilize
private sector actors in enabling the recovery of affected men, women, households and
communities.
3.3.13 Project Management

The proposed DRRF model can be a cost-efficient and effective approach for UNDP to advocate for
recovery approach and investment, mobilize rescurces and respond to disasters and emergencies. It
includes mechanisms for quickly scaling up its capacity with funds mobilized through the pre-approved.
3.3.14 Disaster Window

The following issues have been considered when designing the second phase of the
DisasterResponse & Recovery Facility:
The Facility will pursue a strategy involving many operational partners and sub-contractors,
and requires dedicated human resource for project management and finance and
administrative tasks;
To conduct its work effectively and efficiently, the Facility requires human resources with
specialized knowledge in recovery. Experience indicates that a lack of such knowledge
hampers resource mobilization and the strategic quality of interventions;
Shelter is a signature product of UNDP Bangladesh in disaster response and recovery, and
UNDP is recognized as an innovative actor in designing cost-effective housing solutions. The
Facility requires human resources with housing-related knowledge to maintain this position,
ensure the quality of partner NGO's work on shelter interventions and support the Shelter
Cluster;
Depending on disaster and emergency incidence in any given year, the Facility may be
supporting rosponse and recovery to several different disasters and emergencies, often in
diverse locations and targeting many incividual beneficiaries. For example, the Facility has
219 prepared or implemented interventions related to the monsoon floods, Chittagong Hill
Tracts landslides, and cyclone Mora, as well as facilitated three in-depth assessments of the
77
Rohingya crisis at the same time. The Facility must have the necessary standing human
resources to collect and analyze the large volume of information and monitoring data resulting
from diverse impact sites, work streams and implementation sites from day one of a d saster;
• Experience from the ERF indicates that while it is possible to fund core DRRF personnel from
funds mobilized through the Disaster Window throughout the project period, related
uncertainty of employment can lead to staff turnover resulting in reduced efficiency of the
Facility, and
• For the Facility to plan, pursue strategic advocacy and partnership goals, and strengthen
UNDP disaster and emergency preparedness, a predictable albeit modest budget for
operations, communications, and capacity building shoud be guaranteed each year.
To maintain a predictable, core DRRF with the required capacity to respond, advise and
advocate, UNDP will budget to cover the costs of the core Facility from its internal resources.
However, some of the operational costs may be recovered from funds mobilized through the
Disaster Window and the UND funds reprogrammed according to needs. The core DRRF will be
co-located with the UNDP Country Office, and will provide office space for the Project Manager
and DRRF team. The project will have the use of the vehicle used by previous iterations of
Facility, as well as furniture and equipment acqu red then
The tried and tested ERF disaster response model uses partner NGOs for implementing
interventions at field level; individual UNDP specialists are occasionally placed with the partner
NGO to provide technical guidance and support. The Facility has also cooperated with other
UNDP projects to access to temporary office space, vehicles and operational support. The
Facility will continue using such arrangements for its disaster response in the period 2018-2022.
Therefore, a need is not foreseen for dedicated DRRF field offices as part of its response to
small and medium natural disasters. Should a natural disaster occur of such magnitude or
character as to rencer the established model non-viable, or significant, long-term UNDP field
presence necessary, UNDP Senior Management will a need for establishing any field office.
3.3.15 Cost Efficiency and Effectiveness
78
The DRRF's ability to rapidly scale up capacity when required relies on efficient operational
support from the UNDP CO. To facilitate rapid action in the event of disasters and emergencies,
it is proposed that the UNDP CO designates Procurement and HR focal points and back-up focal
points for the Disaster Response & Recovery Facility.
The amount of operational support necessary will depend on the volume of resources
mobilized through the Disaster Window, particularly response and recovery interventions. To
recover the financial and human resource costs to UNDP CO associated with additional
partnership agreements, resource mobilization and operations support, the UNDP CO will
recover costs as per UNDP policy
The Disaster Response & Recovery Facility has been designed to complement the nationally
owned, capacity development-focused National Resilience Programme. The nationally
implemented (NIM modality) NRP-DDM will be guided by its DDM-appointed Project Director to
advocate for recovery within the GoB system and build sustainable capacities in MODMR, DDM
and key line Ministries.
Meanwhile, the Disaster Response & Recovery Facility will use the flexibility of direct
implementation to provide rapid support to GoB when disasters and emergencies happen; it
will also tap into UNDP's unique position to advocate for recovery investment to development
partners, the UN system and private sector. Through their separate modalities, the two can
fully capitalize available avenues for promoting pro-poor resilient recovery to stakeholders and
provide recovery support to most- vulnerable affected people.
A major focus for the core Disaster Response & Recovery Facility will be to advocate and share
lessons learnt on recovery and its value with the disaster management community,
Government of Bangladesh, and development partners. To maximize programmatic synergies
and increase
efficiency, the Disaster Response & Recovery Facility will use advocacy opportunities created by
the National Resilience Programme as part of its activities promoting the implementation of the
Sendai Framework for Disaster Risk Reduction. To achieve this:
DRRF will get space in the programme of the National Resilience Programme's annual Sendai
Dialogue Network conventions for knowledge sharing seminars on recovery:
DRRF staff will participate in the National Resilience Programme's annual seminars for the
Parliamentary Standing Committee on Disaster Management;
. DRRF specialists will be consulted and ERF lessons learnt will feed into the long-term capacity
79
development activities of the National Resilience Programme;
DRRF can both benefit from and aid other UNDP projects. Through projects such as the National
Urban Poverty Reduction Programme (NUPRP), the Chittagong Hill Tracts Inclusive and
Sustainable
Development (CHT-SID), UNDP's Global Environment Facility-funded projects and the Local
Government Initiatives for Climate Change Adaptation (LOGIC) UNDP maintains a local
presence in
many urban and rural disaster and climate vulnerable districts. In the past, DRRF has both could
draw
on these projects for support in scaling up capacity when necessary (e.g. impact assessment of
the 2017 Chittagong Hill Tracts landslides) and has provided recovery support to disaster-
affected beneficiaries of the project(e.g. the 2017 Korail slum fire).
In the new phase of the Facility, engaging with other projects in a more structured and
consistent manner will be key to achieving institutionalized UNDP disaster and emergency
preparedness. This should include a) development of project staff for SURGE functions; b)
support to projects to review their business continuity plans for disaster and emergency events;
and c) development of procedures for rapidly collecting disaster impact information during and
after disaster and emergencies.
3.3.16 Disaster preparedness at Rohingya camps: Still a long
80
At twenty past seven in the morning, my phone buzzes with the first alert message from the
automatic rain gauge at Kutupalong registered refugee camp. “Rainfall 3 hr alert,” it says –
warning me that over 75 milimetres of rain have fallen in the last three hours. The risk of
landslide has increased overnight in the areas around the Rohingya refugee camps.
It’s eleven months to the day since violence in Myanmar triggered the fastest, largest refugee
crisis in recent history. Around 919,000 people have been added to the 2.5 million strong
population of Cox’s Bazar– one of the poorest, most disaster-prone districts of Bangladesh.
Here, the monsoon regularly causes flash flooding and landslides and the risk of cyclone is
overhanging four months out of twelve. For many communities in Cox’s Bazar, extreme
weather is a threat to lives, health and livelihoods – storms sinking fishing boats, landslides
destroying houses, storm surges inundating the wells.
I am one of twenty people receiving the landslide risk warning message, and I check in with
other recipients in the UN and in government. All have received the message; we pass it on.
Rainfall is localized in Cox’s Bazar, and overnight rains in town are not always mirrored in the
camps; but last night they were. Making sure that the information is passed on helps
everyone prepare for a challenging day ahead.
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The Rohingya camps have been rapidly built, on hilly slopes where there used to be a jungle.
Between May and August, almost 50,000 people living in the camps have been affected by
the impact of high winds, flash flooding, erosion and landslides.
The vulnerability of the Rohingya and the poorest Bangladeshis to extreme weather is a
unique challenge, requiring government and humanitarian agencies alike to engage deeply in
disaster risk management. With the support of ECHO, MSB, RedR Australia and UNHCR, UNDP
Bangladesh has established a Disaster Risk Reduction advisory team in Cox’s Bazar. I and my
colleagues are DRR specialists with prior experience in Bangladesh; our job is to provide
technical support to the humanitarian agencies and support linkages with the national
disaster management system.
Over the course of twenty-four hours on 25th July, alert messages from the three rain gauges
we have set up with Geological Survey of Bangladesh and UNHCR continue to tick into my
phone. For the first time ever, the district administration convenes the joint emergency
control room with the humanitarian agencies.
We have come a long way since disaster preparedness for the Rohingya camps started in
December of last year; but there is still a long way to go. By the end of the day that I receive
the alert message, 267 families will have lost their houses in the camps. By the end of the
same day, it will be clear that five Bangladeshi children have lost their lives in landslides as
well.
The gauges only tell us what is happening, but we need forecasts to help us take early action;
likewise, disaster preparedness must be supported by sustainable risk reduction for all the
vulnerable communities in Cox’s Bazar.
3.3 17 Better forecast for better disaster risk management in Cox’s Bazar
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United Nations Development Programme (UNDP) has partnered with Bangladesh
Meteorological Department (BMD) and Regional Integrated Multi-Hazard Early Warning System
(RIMES) to improve weather forecasting in Cox’s Bazar.
As part of the initiative, UNDP organized an inception workshop on December 30, 2019 for
developing a weather-forecasting application for Disaster Risk Management.
Rainhanul Haque Khan, Country Programme Lead of RIMES, said, “This inception workshop
provided an opportunity for all potential partners and participants to establish a common
understanding on the weather forecasts project activities to be undertaken”.
He also noted that “this workshop will also accumulate the recommendations for improving the
project”.
Mir Ali Asgar, programme coordinator of UNDP Bangladesh’s Cox’s Bazaar Sub-Office,
emphasised that the collaboration “will help contribute to improve the early warning system in
Cox’s Bazar which will ultimately help to improve the overall disaster risk management system
in the district”.
He also noted that “The early warning system should be both ‘end-to-end’ and ‘people-
centered’, that can significantly reduce the disaster risks available in the context of Cox’s
Bazar”.
83
Yoganath Adikari, International Disaster Risk Specialist of UNDP Bangladesh, highlighted that
“there is limited publicly available short-range forecast product in upazila level for Cox’s Bazar
district. This partnership will help stakeholders accessing to localized forecasts information and
products to better serve vulnerable communities”.
BMD Director Samsuddin Ahmed said, “The major priority of Bangladesh Meteorological
Department is strengthening the localized short-range forecasting systems as well as to ensure
proper dissemination of the existing early warning and forecasting information to the
community level so that the people can act timely to save lives and to reduce property damage
in the extreme weathers and hazardous events”.
Dr. Md. Mahamud-Ul-Hoque, Additional Secretary from Ministry of Defence highlighted, “the
collaboration with international communities and technical stakeholders like RIMES and UNDP
is crucial for Bangladesh Meteorological Department to implement innovative ideas to better
early warning and forecasting systems”.
The local communities are exposed to multiple natural hazards and experience recurring
extreme weather events including cyclones, torrential rains, landslides, flash floods, storm
surges, and extreme temperatures due to the location, climate and topography of Cox’s Bazar.
In addition, the influx of the Rohingya refugees since 2017 has increased the size of the
population at risk of disaster and extreme weather impacts as well as added pressures on
environment which undermine resilience.
84
Therefore, to take early action and effectively respond to these extreme weathers and
hazardous events, it is key that the government and other stakeholders have access to
improved forecasting information and seasonal forecasts products to support planning and
decision-making related to disaster risk management.
While the Bangladesh Meteorological Department (BMD) has a series of forecast products, the
warning information is not readily available at high resolution, and not always updated on the
online platform.
In light of this, UNDP, through its “Disaster Risk Management in Cox’s Bazar” programme,
supported by ECHO and funded by SDC, will support Bangladesh Meteorological Department to
issue localized short-range weather forecasts and seasonal forecasts for Cox’s Bazar district.
Representatives from BMD presented the overview of BMD’s services and activities as well as
the project overview to be undertaken through this collaboration.
EXTREME WEATHER AND DISASTER PREPAREDNESS IN THE ROHINGYA REFUGEE RESPONSE
Mar 16, 2019
The Rohingya refugee response in Cox’s Bazaar, Bangladesh, is unique not only in terms of the
rapidity and scale of the 2017 influx, but also in the extent of exposure of the refugee camps to
seasonal variability , extreme weather and natural disaster risk. This joint report by UNDP,
Bangladesh Red Crescent Society, American Red Cross and the International Federation of Red
Cross and Red Crescent Societies collates and analyses lessons learnt by humanitarian actors in
strengthening cyclone preparedness in the Rohingya camps in 2018.
85
3.3.18 Disaster risk governance in Cox’s Bazar makes communities in and around
Rohingya refugee camps more resilient
Every year on 13 October, International Day for Disaster Risk Reduction places a spotlight on
how people and communities around the world are reducing their exposure to disasters.
This year’s historic monsoon floods were a stark reminder that Bangladesh is truly at the
forefront of the climate emergency. The floods were the second highest since 1989 and the
second longest since the 1998. With over 5.4 million people directly affected, the impact of the
2020 monsoon floods on lives and livelihoods certainly call for an urgent enhancement of
climate adaptation programmes for upgrading the resilience of infrastructures and
communities in view of tomorrow’s more extreme and more frequent climate-related events.
Given the fast-evolving context, all partners should strengthen their collaboration on risks
assessment and risk analysis processes to reduce and to mitigate risks associated with
infrastructure development and climate-related events in line with the
HumanitarianDevelopment Nexus.
In Cox’s Bazar District, Bangladesh, the Inter Sector Coordination Group (ISCG) partners –
national and international NGOs and UN agencies –work intensively throughout the year with
Rohingya refugee and Bangladeshi volunteers to mitigate impacts on communities from heavy
rains and strong winds during the monsoon and cyclone seasons. Volunteers are at the centre
of the disaster risk reduction response in Cox’s Bazar and are engaged in a wide range of
mitigation activities in the camps and surrounding host communities.
From providing early warning and rescuing persons from drowning to stabilising slopes on the
hilly terrain to constructing safe pathways, Rohingya and Bangladeshi volunteers are working
together to protect communities and save lives while also safeguarding the environment.
Humanitarian partners ensure that volunteers are able to maintain COVID-19 infection
prevention and control measures. “We trained together with the Rohingya so that they could
learn the ways our people have dealt with natural disasters. We shared and discussed with
86
them our experiences,” explained Mahmud, a Bangladeshi Cyclone Preparedness Programme
Volunteer.
The humanitarian community has in place a 72-hour response plan for an extreme weather
events, such as cyclones. The plan was developed in 2018 in cooperation the Government of
Bangladesh, and in line with the Government’s Standing Orders on Disaster. “The humanitarian
community has collaborated closely with authorities in Cox’s Bazar, building on years of local
experience with natural disasters and established disaster risk governance. This has led to
fewer injuries, less displacements and more resilient communities in and around the camps,”
said Peter Kern, ISCG Acting Senior Coordinator.
Host communities and nearly 860,000 Rohingya refugees face extreme weather events
throughout the year, impacting their lives. The region is also impacted by climate change, which
has affected the annual monsoon and cyclone season. Under the leadership of the Government
of Bangladesh, the humanitarian partners and the Rohingya refugee and neighbouring
Bangladeshi communities are better prepared for disasters this year compared to previous
years. Generous contributions from the international community to the 2020 Joint Response
Plan (JRP) for Rohingya Humanitarian Crisis make this possible. The 2020 Joint Response plan,
which is so far 48.2 percent funded, remains vital to sustain life-saving preparedness and
response efforts for extreme weather events, which have become more challenging during the
COVID-19 pandemic.
Bangladesh has an excellent track record in disaster management and, the country is a striking
example of effective adaptation to climate change. With the support of the United Nations and
the humanitarian community, the 2010 Standing Orders on Disaster (SOD) were revised last
year and, the English translation of the 2019 SOD has now been released. The cluster approach
is embedded into the disaster management protocols in line with international best practices.
A handbook on humanitarian coordination and collaboration in Bangladesh for climate-related

disasters was published by the Office of the Resident Coordinator in collaboration with UKAid to
mark the International Disaster Reduction Day. The handbook is a tool for any organization
willing to support Bangladesh’s authorities and communities to prepare for, to respond to and
to bounce back from shocks.
87
8
3 3.18 Emergency preparedness and response plan Cox’s Bazar Education sector
2020
The influx of over 650,000 Rohingya since September 2017, coupled with extreme hazards in
monsoon season and overcrowding, has created many challenges for the Education Sector
responding to the crisis in Cox’s Bazar, Bangladesh. Educational activities have grown difficult to
implement due to the complex challenges of physical space, protection concerns, and a
changing environment with continuous relocation.
Besides, after the breakdown of COVID19 consequences, the Bangladesh Government has
decided to close all the educational institution for the safety of children’s which is why the
Refugee Relief and Repatriation Commissioner (RRRC), Cox’s Bazar released a statement
defining all the essential and emergency activities, restricted access for INGO, NGO & UN staff
in Rohingya Camp. Considering the monsoon and COVID 19 pandemic situation the Education
Sector has put together an Emergency Preparedness and Response Plan. The purpose of the
plan is to address issues of preparedness ahead of monsoon season and quickly respond to the
needs of the population. This plan will be practical and based on a set of overarching objectives
established by the Sector. It will be a key tool of the Sector and partners to take practical action
at organizational and Sectoral level, while also providing strategies to respond to emergencies
at Learning Facilities, including learning centers and home-based learning.
3.3.19 UN agencies launch disaster risk reduction programme in Cox’s Bazar
UN agencies on Tuesday started the second phase of their disaster risk reduction programme
for local people in Cox's Bazar.
The International Organisation for Migration (IOM), the UN High Commissioner for Refugee
Agency (UNHCR) and the World Food Programme (WFP) have been working with the
8
Source: https://reliefweb.int/report/bangladesh/disaster-risk-governance-cox-s-bazar-makes-communities-and-around-
rohingya-refugee https://www.preventionweb.net/publications/view/73037
88
government, with a view to improving the capacity of the local people to confront recurrent
disasters.
Cox's Bazar is one of the most disaster-prone districts in the country. The second phase will
renovate cyclone shelters, strengthen local capacity, preparedness, resilience and social
cohesion.
In the first phase of the programme, more than 60 cyclone centres were renovated in Ukhiya
and Teknaf regions from 2018 to 2019.
WEDNESDAY, NOVEMBER 18, 2020
UN agencies launch disaster risk reduction programme in Cox’s Bazar
BANGLADESH
TBS Report
01 October, 2019, 09:35 pm
Last modified: 01 October, 2019, 09:39 pm
and Teknaf regions from 2018 to 2019
UN agencies on Tuesday started the second phase of their disaster risk reduction programme
for local people in Cox's Bazar.
The International Organisation for Migration (IOM), the UN High Commissioner for Refugee
Agency (UNHCR) and the World Food Programme (WFP) have been working with the
government, with a view to improving the capacity of the local people to confront recurrent
disasters.
89
Cox's Bazar is one of the most disaster-prone districts in the country. The second phase will
renovate cyclone shelters, strengthen local capacity, preparedness, resilience and social
cohesion.
and Teknaf regions from 2018 to 2019.
Manuel Pereira, the IOM deputy chief of mission in Bangladesh, said the IOM will jointly work
with the government, UN agencies and other partners to contribute to reducing disaster risk in
the local community.
"Our commitment to Bangladesh is to ensure infrastructure developments and enhance

capacity of local people so that they can take the lead in disaster preparedness and lifesaving
activities," he added.
Peter Guest, the emergency coordinator for the WFP in Cox's Bazar, said their main task is to
safeguard the local people every year during two cyclone seasons by repairing cyclone shelters.
And it is just a part of their disaster risk reduction activities in the coastal district.
"Mitigating the impact of disasters to maintain food security and ensuring vital access points
remain open for people are very important," he said.
Bangladesh is facing an increasing number of weather-related disasters due to climate change.

So, it is more important to ensure that the local communities are empowered and resilient to
face disasters, Guest added.
A two-day Disaster Risk Reduction workshop started after the launch of the programme. The
workshop aims to create links among local, national and international disaster reduction
organisations.
The UNHCR and its partners are working relentlessly to improve their preparedness capacity for
natural disasters, said Marin Din Kajdomcaj, the head of operations for UNHCR in Cox's Bazar.
90
The ongoing joint projects have massively reduced the risk of floods, landslides and the loss of
life. More work remains to be done through the exchange of knowledge and best practices,
improvement of coordination and simulation exercises, Kajdomcaj said.
4.1 Findings
The purpose of lunching any project is in fact to provide some kind of benefit as a result of the
delivery of the output .Development project have many positive impact on the economy of any
country. In this term paper , I mentioned 3 development project in my country (Bangladesh).
Leader (Govt) tries best to successfully Implement those project in its assigned sector. The
impact of development project in the economy of Bangladesh are given below;
→Infrastructure development
→Increase employment
→Increase income
→Developed cash transfer systems
→Increase energy supply
→Reduce different crisis
→Improvement of standard living
→Develop transportation facilities
→Reduce poverty
→Improvement of water, health, sanitation & education
Above all points lead to the economic development of Bangladesh. Ultimately economic growth
rate increases & all the credit goes to the our leader ( Honorable prime minister ).
4.2 Recommendation
Though Bangladesh is investing in large physical facilities, there is concern about the quality and
efficacy of the investment. The absence of effective implementation, monitoring and appraisal
91
institutions allows for corruption. Setting the correct objectives and identifying areas of
investment are critical. In the future, Bangladesh will need sufficient planned investment in the
energy and ICT sectors, considering the inclusiveness of development. Most Significantly, it will
be appropriate to maintain transparency and accountability within and across relevant
economic and
political institutions.
5.0 Conclusion
Bangladesh's GDP per capita income is estimated as per IMF data at US$5,028 (PPP) and
US$1,906 (nominal). Bangladesh is a member of the D-8 Organization for Economic
Cooperation, the South Asian Association for Regional Cooperation, the International Monetary
Fund, the World Bank, the World Trade Organization and the Asian Infrastructure Investment
Bank..Thanks to our honourable prime minister sheikh Hasina (effective leader) visionary
diplomatic policies, the parliament of India has passed the historic Land Boundary Agreement
with Bangladesh. This marked the end to four decades of old miseries of the enclave people.
During her 2009-2013 tenure, Bangladesh won two maritime disputes with India and Myanmar.
Bangladesh gained 19,467 square-kilometres out of total 25,602 square-kilometres disputed area
with India in the Bay of Bengal.
Unyielding struggle and revolutionarily works of Sheikh Hasina for the betterment of mankind
have made her a leader beyond the boundaries. Honors and awards continue to follow her. Now
she has set her goal to uphold Bangladesh to the developed world. With her uncompromising
stance towards the betterment of her men and her long journey in the country's development, it is
needless to say, only Sheikh Hasina holds the key to future Bangladesh.
9
https://tbsnews.net/bangladesh/un-agencies-launch-disaster-risk-reduction-programme-coxs-bazar
92

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Table of Contents

Submission Date: 14.11.2020

2.0 Literature review 12

3.1 Knowledge For Development Management(K4DM) project 15

3.1.1 Project information Table 17

3.1.2 Brief Description 17

3.1.3 Objectives of the Project 18

3.1.4 Areas of Work 19

3.1.5 Project Timeline & Budget Utilization 21

3.1.7 Background and Context 24

3.1.8 Expected Outputs 25

3.1.9 Management Arrangement 26

3.1.11 Annual work Plan 29

3.1.13 Project related News & Publications 33

3.2 Livelihoods Improvement of Urban poor communities 35

3.2.1.2 Project Objectives 40

3.2.2 Perceptions of Poverty 41

3.2.3 Causes Of Poverty 41

3.2.4 Poverty in different city 42

3.2.5 Employment & the poor 43

3.2.6 Shelter for the poor 44

3.2.7 Servicea for the poor 46

3.2.8 Crime & violance in slums 48

3.2.9 Improve recilient infrastructue 48

2.2.10 Climate recilient Housing 49

3.2.11 Formulating strategy 53

3.2.12 Strengthen Community organization 55

3.2.13 Skills and employment for the women and girls 57

3.2.14 Strong urban management, policy & planning 60

3.2.15 Budget of this project 63

3.2.17 UNDP launch Micro enterprise 64

3.2.18 Covid 19 emergency response 65

3.3 Disaster Risk management in Cox's Bazar Programme 66

3.3.1 Project information table 67

3.3.2 Project Objectives 67

3.3.3 Areas of work 68

3.3.4 Brief description 71

3.3.5 Development Chalange 72

3.3.6 Need for masive Preparedness 73

3.3.7 Setting up a disaster response and recovery facility 74

3.3.8 UNDP support for recovery in Bangladesh 76

3.3.9 Aproach- Disaster resource & recovery…… 76

3.3.10 Guiding Principles 77

3.3.11 Lesson learned ( ERF 2011-2017) 79

3.3.12 Result & partnership 81

3.3.12.1 Theory of Change 83

3.3.13 Project management 89

3.3.14 Disaster Window 91

3.3.15 Cost efficiency & effectiveness 93

3.3.16 Disaster preparedness in rohingya camp

3.3.18 Disaster risk governansmce in Cox's Bazar

→Share Their Vision

→Make Hard Decisions

→Motivate and Inspire

2.0 Literature review

A developed economy is typically characteristic of a developed country with a relatively high

There are three different ways of measuring GDP

→The income approach

→The output approach

→The expenditure approach

3.1.Knowledge For Development(K4DM) Project

3.1.1.Project Information Table

Project Title knowledge For Development Management

八/十四/二〇二一一八:〇三:〇一十四八/P 八

二〇二一一八:〇三:〇〇十四八/P 八