december 2012 bangladesh country office - tanguar haor · 5.60 in tanguar haor. almost more than...

1st Operational Report-THP-III Page i

Community Based Sustainable Management of Tanguar Haor Project: 3rd Phase

Ministry of Environment and Forest, Government of Bangladesh

Operational Report

July – December 2012

December 2012 Bangladesh Country Office

Migratory Birds live and move safely in TH

1st Operational Report-THP-III Page ii

Community Based Sustainable Management of Tanguar Haor Project: 3rd Phase

Ministry of Environment and Forest, Government of Bangladesh

Operational Report

July – December 2012

Mandated and Supported by:

Prepared and submitted by:

International Union for Conservation of Nature (IUCN)

Bangladesh Country Office

House 16, Road 2/3, Banani

Dhaka 1212.

Phone: +8802 9890423, 9890395

Fax: +8802 9892854

Web: www.iucn.org/bangladesh

1st Operational Report-THP-III Page iii

Contents Part 1: Operational Report .................................................................................................. v Summary (Snapshot), Strategic Review and Outlook ...................................................... 1 Chapter One ........................................................................................................................ 2 1.0 Introduction ................................................................................................................... 2 Chapter Two ........................................................................................................................ 4 Outcomes achieved during reporting period (July – December 2012) ............................ 4 2.1 Description of achievement of outcomes indicators: ................................................. 4 2.2 Critical and transparent assessment of outcomes achievement: ............................. 4 2.3 Present information on direct and indirect and positive and negative and unintended effect of the intervention: ............................................................................... 4 2.4 Implementation of transversal themes: ....................................................................... 4 2.5 Illustration of the perspectives involved stakeholders: ............................................. 5 Chapter three....................................................................................................................... 6 Outputs and Performance according to plan of July-December 2012 ............................ 6 3.1 Summary of output delivery ......................................................................................... 6 3.2 Implementation Constraints and way to overcome: ................................................... 6 3.3 Eventual changes to main assumptions: .................................................................... 7 Chapter- 4: Finances and Management ............................................................................. 8 4.1 Key figures: Amount and percentage, Spent vs. Planned for the period and the accumulated phase and Comments on the significant variance. .................................... 8 4.2 Outlook (cash flow forecast) for the next 06 months and the rest of the phase ....... 9 4.3 Human Resources Including Diversity Management and Issues on the organization level that affected the management of the project / programme ................................... 10 Chapter-5 ........................................................................................................................... 11 Lessons learnt ................................................................................................................... 11 5.1 Good practice and innovations working with key partners, beneficiaries, interagency collaboration. ................................................................................................ 11 5.1.1 Effective community Mobilization towards nature protection and conservation 11 Annex –One: Analysis of outcomes indicators: ............................................................. 14 Annex –Two: Outputs and Performance according to plan of July-December 2012 ... 15 Details output analysis ..................................................................................................... 15 Annex – Three ................................................................................................................... 19 Financial Management ...................................................................................................... 19 A.3.1 Budget (Activity-based) monitoring report for the current period and project phase (consolidated) ........................................................................................................ 19 A.3.2: Significant Budget Variance (10%) as per budget line......................................... 35 A.3.3 Cash Flow Report .................................................................................................... 40 Annex – Four ..................................................................................................................... 48 Annex- 4.2: Strength of Co-management Organizations ................................................ 49 Table - 1: Co-management organizational strength ...................................................... 49 Table -2: Union wise membership of community organization up to December 2012 . 49 Table - 3: Status of underprivileged HHs and Female members in Community organization ...................................................................................................................... 49 Table - 4: Progress in accumulation of social capital of Community organization ...... 50 Table - 5: Progress in providing financial assistance under SCM ................................. 51 Table - 6: Union wise distribution of financial assistance to the members in July- Dec’ 2012 51 Table - 7: Union wise financial assistance was received by members for income generating activity up to December 2012 ........................................................................ 51 Table -8: Capacity building training programme and awareness campaign organized and facilitated. ................................................................................................................... 52 Table -9 : Community actions against fish poachers and protection of others resources in TH ................................................................................................................. 53

1st Operational Report-THP-III Page iv

Table - 10: Aforestation and conservation of reeds and swamp forest during July-December 2012 .................................................................................................................. 53 Table -11: Community actions against fish poachers and protection of others resources in TH ................................................................................................................. 54 Table – 14 Status of Different Union Co-management Committee meeting .................. 56 (July- Dec '2012): .............................................................................................................. 56 Table for Baseline Study of CBSMTH Project Phase-III.................................................. 58 List of Acronyms ............................................................................................................... 60 Some photographs of CBSMTH Project’s Activities under phase-III ............................ 61

1st Operational Report-THP-III Page v

Part 1: Operational Report

1st Operational Report-THP-III Page 1

Summary (Snapshot), Strategic Review and Outlook

Implementing organization: Ministry of Environment and Forest, Government of Bangladesh, with technical support by IUCN (International Union for Conservation of Nature), Bangladesh Country Office.

Project name: Community Based

Sustainable Management of Tanguar Haor: Phase-III

Type of report: Operational Report (Bi-annual)

Reporting period: 01 July 2012 – 31 December 2012

Phase duration: July 2012-June 2015

Receiver of the report:

A total of 56 project staff have been recruited during the reporting period to implement the plan of action of IUCN. The Implementing partners have also recruited its staff according to budgetary line and plan (IUCN =14 nos. CNRS = 5 nos, ERA = 34 nos, HSI =3 nos). An Annual Work Plan for Year-1 of the project has been done through huge exercise including a workshop. Total membership of the community organization has been reached to 6,182 of which 142 members are included during the reporting period. A total of 1,443 female (23%) members are involved with the co-management organization so far, of which 68 are during reporting period. The community organizations have accumulated a total of Tk. 12,194,103 from SCM programme so far of which Tk. 1,452,496 was accumulated during reporting period and utilizing the fund through revolving process for income generation activities of its members. In livelihood development program the skills of the members are especially considered. Leadership training has been launched at VCC level. A total of 20 training sessions have organized for 507 leaders, of which 26% are female leaders. Participatory Resource Management Plan (PRMP) has been developed for 53 (73%) villages with the active participation of 2,519 members, in which 651(26%) were female members. Twenty four (24) remote beels have been allocated to 400 fishermen community for harvesting the fish at sustainable level and also for protecting aquatic biodiversity. Fish harvesting permits have been given to 220 fishermen for daita-borshi and chai gear. A total of 5,500 Koroch (Pongamia pinnata) plants are planted during reporting period which covers 2 hectares of Kandas. In addition, 40 hectares land are being protected by co-management members for regeneration of plants in 9 Kandas through benefit sharing process. Three youth clubs (named „Tangua Prokriti Shonggho‟) have been formed based at three schools comprising school students from community around TH to sensitise them for future leadership. Out of a total 250 students 100 are adolescent girls.

Main steering implications for next period of interventions:

Co-management organizations, under the landscape of TH, needs further strengthening to build

their capacity for continuation of management practices in terms of sustainability. Further

stabilizing the cohesion within and among the community organizations will be ensured through

livelihood development and conservation oriented programs. The key interventions for next

period(January-June 2013) will include – continuation of community mobilization activities in

planned villages, provide facilities to ensure effective community-led enforcement to enhance

protection of TH resources, provide leadership development training and mentoring to VCC, UCC

and CCC members for their effective and meaningful participation in different level of project

steering body including THMC, habitat restoration for both terrestrial and aquatic species,

provide support to the communities for livelihood diversification and skill development, facilitate

access to government and private sector services regarding branding products, facilitate different

bodies to support co-management of TH and implementation of TH management plan,

conducting different studies to manage the TH resources in a sustainable way as RAMSAR site.

Date of report: 28-02-2013

Name and signature of person responsible (Policy and Institutional Support Coordinator):

Md. Aminur Rahman


Chapter One

1.0 Introduction

Tanguar Haor is a globally significant wetland located in north-eastern corner of Sunamganj

district extending for about 10,000 hectares close to the Indian border in the Meghalaya hill

region. The Tanguar Haor is potentially rich in natural resources, though these have come

under increasing pressure in the past decades due to unsustainable forms of resource

exploitation affecting fish stocks, forest cover and reed bed re-generation.

The Government took keen interest in taking initiative for protecting Tangaur haor. The

Government took a bold decision to declare it as an Ecologically Critical Area in 1999 and a

Ramsar site in 2000. The Ministry of Environment and Forests, under the National

Conservation Strategy Implementation project, sponsored a number of studies to determine

the potential in natural resources of Tanguar Haor and to identify the causes of observed

resource depletion.

Towards a new management paradigm for conservation of wetlands resources by a

Community Based Management System in Tanguar Haor, SDC found the government

initiative in line with their country strategy and provided necessary financial support to see

the initiative successful. MoEF nominated IUCN Bangladesh to provide with technical

support in implementation of the project. The first phase of the project started in December

2006 and it was extended up to June 2012 as phase-II namely development phase. A review

by an independent reviewer was made in June 2011 and the reviewer concluded that the

efforts at building the capacity of local communities, in a partnership with government that

the manage access to and derive benefits from the management of the natural resources of

Tanguar Haor, were promising and should be continued and deepened. After successfully

implemented the development phase -II; the current phase of the project has been instigated

in July 2012 for next three years based on the concluded findings of the independent

reviewer in June 2011. The overall objective of the current phase is “A co-management

system for the TH Ramsar site is in place which conserves ecosystem values and services

and provides a basis for an improvement of livelihoods for rural communities”.

The project strategy is to build a co-management system for the Tanguar Haor Ramsar site

by providing technical and capacity building support to representative community structures

and to government structures charged with the maintaining of the natural, ecological and

economic values of the site. This proposal for third Phase of the project will cover what has

been envisaged as a 10–12 year multi-phased effort to build a co-management scheme to

manage and use the resources of the Tanguar Haor Ramsar site.

The people of Tanguar Haor area are more vulnerable and poor compared to rest of

Sunamganj. The principal economic resource of Tanguar Haor is fish and agriculture and

people has very high dependency on the haor ecosystem. The average household size is

5.60 in Tanguar haor. Almost more than half of the populations are illiterate and only 44.5 %

receiving primary education. Nearly 67% of the households earn from agriculture. And nearly

95% of the households use haor as a resource to earn their living in the Tanguar Haor area.

Population below the poverty line is 49.1%. However, high dependence on haor resources

also highlights the need for sustaining the resource base for supporting the existing


livelihoods. Intertwined approach to generate “income” and conserve the “ecology” is thus a

more logical approach to address the complex management aspect of Tangaur haor.

As always, protection of TH resources, specially Fish from poachers is still challenging and

complex issue. The law enforcers remain inactive almost all the time reasoning their

limitations of mobility facilities and number of forces. They emphasize on the involvement of

the community leaders for resource protection publicly, but do not go for joint action or help

the community when they are in action. The evil stalwarts who patronise poaching undertake

political asylum when a poacher is caught red handed. The optimistic perspective of the

event is that the local political bigwigs support the community in public.

Appointment of a gender focal point for TH affairs to enhance participation of women in

community leadership, preferring women members for their livelihood and to gender equity

mainstreaming is supportive to SDC‟s strategy of co-operation in regards to gender issues.

Huge activities included in the present phase are under way of implementation that will

Create opportunity to employment of the community members and generation of scope of

alternate income that links to the thematic domain “Employment and income” of SDC‟s co-

operation strategy. Activities to ensure access of the underprivileged community with

improved capacity to TH resources and its management, achievement of support from local

government representatives, political high ups and policy support from the GoB during this

phase will satisfy the other thematic domain “Local Governance” of the co-operation

strategy.


Chapter Two Outcomes achieved during reporting period (July – December 2012)

2.1 Description of achievement of outcomes indicators:

Co-Management organization has been registered and legally recognized by government authorities. CCC organized one GB meeting and two EC meetings towards achieve the project objectives with the cordial support from project staff. 4 UCCs and 73 VCCs works independently and improving its capacity regarding facilitation and management of organization. The CCC has others income and current bank balance is taka 5,794,935 up to the reporting period after minimizing its operational cost. A cumulative taka 36,262,495 has been disbursed through revolving process among 3347 members up to the reporting period for livestock, fishery, handicraft, small business and agriculture professions. Out of 3347 members, 21% (700) were female who involved annual income enhancement of household through proper utilization of fund.

2.2 Critical and transparent assessment of outcomes achievement:

An initiative to aware and motivate the landscape communities of Tanguar haor for conserving natural resources has made significant progress which needs further strengthening. The capacity building initiatives for community leaders need to be reinforced in respect of institutional and financial management as community leaders are still dependent on project staff in managing the haor resources. The district administration demonstrates much cooperation and support to the co-management body. However, more enabling environment needs to be established for the community leaders to raise their voices in the THMC meetings for bargaining their lawful rights. In addition, still there remains mistrust of law enforcing magistrates on the community to rely on them for enforcement of law in TH resources protection.

2.3 Present information on direct and indirect and positive and negative and unintended effect of the intervention: Tanguar haor is now getting more media coverage due to project intervention particularly conservation efforts of the project which significantly contribute in conserving biodiversity of the TH ecosystem. In recent years the numbers of tourist in the haor area have been increased significantly which implies ecotourism could be a potential opportunity for the haor dwellers for improving their livelihoods. Scientists and Nature activists are also showing their growing interest in TH by knowing the success story of TH co-management body which will help to strengthen the management practices of TH as a Ramsar site. Some NGOs have been attracted to TH natural resources and its management through project interventions, for example “BRAC Shikha Tori” under BRAC education programme.

2.4 Implementation of transversal themes:

Gender Equality Mainstreaming (GEM) analysis framework in TH Project has made during

the project period. The issues of gender disparity are taken into special consideration for

implementing the project interventions. Special opinions of female members, in three tiers of

co-management organizations, are given emphasised to raise the voice of women in

decision making process. Participations of women are encouraged through effective


governance in the different level of co-management organization. Gender issues are

promoting and maintaining in all levels including community level where it is appropriate.

Governance is an important transversal theme which is being adequately addressed in the

project interventions to achieve the main goal of the project particularly to develop an

effective co-management system for Tanguar haor ecosystem. While project

implementation, governance issues particularly transparency, accountability and

participation are considered with high priority in the management practices of the Tanguar

haor co-management platforms. The leaders of the co-management bodies are elected

though a transparent democratic process and the elected committees are accountable to its

members, which has been practiced and monitored as the project moves on. The decisions

regarding resources management are adopted through broader participation of the

community members in different tiers of the TH co-management bodies.

2.5 Illustration of the perspectives involved stakeholders:

The project has designed through diversified stakeholders in advisory, administration and implementation stage. There are three implementing partners namely CNRS, ERA and HELVATAS for natural resources and biodiversity aspect, social capital management and capacity building as well as monitoring the economic growth of targeted households respectively. The MoEF officials always play a vital and very positive role towards success of the project. Strong commitment of the Government, as a whole, was expressed in the meetings of the Project Steering Committee (THMC) which reflected in authorization of the project for the third phase. Community leaders were successful in acquiring support of local administration for managing and conserving resources of TH. The role of local level administration represented by UNOs of Tahirpur and Dharmapasha is always important in conducting various project activities which needs further backstopping. All concerned Government officials (e.g. Magistrates and ADC-Revenue) are positively influencing for successful implementation of the project interventions. The involvement of Local Government institutions particularly Union Councils yet to be functional which needs to be addressed during the consolidation phase.


Chapter Three

Outputs and Performance According to Plan of July-December 2012

3.1 Summary of output delivery

Central Co-Management Committee (CCC) has been registered as “Tanguar Haor Somaj Bhittik Soho-Beyabostapona Society” from the “Registrar of Joint Stock Companies and Firms” whose registration no. is S11534. Almost 45% households of Tanguar Haor have been involved with the project and a total of 6216 members have been enrolled in the project.

Capacity building training has been stared and 507 VCC members have been trained on leadership aspect, in which 132 were female participants. Participatory Resource Management Plan (PRMP) has been carried out in 53 (73%) villages with the active participation of 2519 members, in which 651 (26%) were female members.

Community, civil society members and co-management members are aware of and 2

programmes were held with 525 participants, in which 40 were female. Civil society

members and members of co-management organization participated in the programmes.

Participatory monitoring system has started and 24 communities have been trained on

M&E system. The biodiversity and ecosystem monitoring indicators have been identified

through consultation meeting with 210 experts and community during the reporting period.

Protection and conservation of plants, reeds and swamp forest actions have been

implemented through planting 5500 Koroch plants in 2 hectares land and 40 hectares land is

being protected by the community.

The planned activities have been started in full-swing and most of the planned activities

have been implemented in the reporting period. All cross cutting issues like – gender

mainstreaming and governance issues are being considered strongly during the

implementation of activities.

3.2 Implementation Constraints and Ways to Overcome:

Implementation Constraints Ways to Overcome

Though it was expected that Bangladesh Water Development Board would repair the earthen embankment around Tanguar Haor to protect crop from damage due to flash flood, but at the implementation stage the BWDB refrained from doing the work.

The Community will do the work through their own initiative and resources and protect the embankment from damage by their own effort.

Homesteads at huge area of Tanguar Haor are at stake due to monsoon waves. It was very difficult to choose the limited area due to budget constraints. Community participation was also a challenge.

The area to be protected from erosion through repeated community consultations. Community participation for the protection work has been ensured by motivational works.

As part of integrated modality for fish Endorsement of the newly introduced


harvesting from Tanguar Haor, the remote beels (Depression) have been brought under regulated fishing procedure by the community. The community faced difficulty to get used to with the newly introduced system leaving the years long local non-regulated practice. Moreover, the new system faced opposition from the previous illegal beneficiaries. The project staff faced immense day to day problem to communicate the messages regarding the authorization process for community fishing in the remote beels.

modality by the THMC, community consultation and dissemination of information to community through several meetings helped to establish the procedure. Several one to one discussion sessions and media consultation were needed to create positive attitude towards the system. Much attention has been paid to supervise and monitor the system introduced.

The lack of adequate commitment to law enforcement is prevalent in the field which is affecting the co-management arrangements.

Participation of community in patrolling to protect resources has been ensured on a limited scale. Moreover, application of joint effort of law-enforcement and the leaders have been done at times by regular consultation.

Lack of sense of ownership among the community leaders and members about their roles and responsibilities towards conservation of Tanguar Haor resources as there is immediate financial benefit hardly available.

Diversified motivational campaign and training/consultation meetings for capacity/awareness building have been arranged in the light of conservation issues of TH resources.

3.3 Eventual changes to main assumptions:

This is too early to make any comment on the eventual changes to main assumptions. It is to

be noted that usually, the community perception on TH resources remains focussed on fish

only. A reliable system for deciding upon annual and seasonal yields and control systems

robust enough to ensure sustainable methods of resource harvesting has to be established

to resist pressures to access the resources illegally.

The driving force of this system should be motivation and awareness of the community to

ascertain their noble participation. Besides, in the current phase, constant emphasis is being

given on building the capacity of community structures and developing livelihood

improvements with special attention to the needs of the marginalised, the poor and the

landless. To work with elected bodies (Union councils and Upazila Parishad/Councils) to

ensuring the sustainability of the efforts is equally important.

Experience in working on the above assumptions at the project formulation stage does not

show any optimistic picture. The leaders of the community and elected bodies show interest

only on the pecuniary benefit accrued from the indiscriminate fishing from the TH wetlands.

The expected change in their frame of mind may take place with time and efforts which may

exceed the project period.


Chapter- 4: Finances and Management

Financial management has been accomplished according to IUCN standard and SDC guidelines. All expenditures have been done within the

allocated budget line. The financial expenditures were controlled through strong monitoring and follow-up in the light of previous audit findings.

4.1 Key figures: Amount and percentage, Spent vs. Planned for the period and the accumulated phase and Comments on the

significant variance.

Code

Particular Phase Budget

Current reporting period Total phase

Annual budget

Actual expense

Balance Burn rate

Cumulative expense

Phase budget balance

Burn rate

Remarks

Periods

Jul'12 to Jun'15

Jul'12 to Jun'13

Jul'12 to Dec‟12

Jul'12 to Jun'13

Jul'12 to Dec'12

Jul'12 to Dec'12

Jul'12 to Jun'15

Jul'12 to Dec'12

1 2 3 4=2-3 5=3/2 6 7=1-6 8=6/1 9

Part-1 Managerial costs of implementing organisation (IO)

TOTAL Part 1: Managerial costs of IO

7,639,650 2,438,394 1,027,902 1,410,492 42% 1,027,902 6,611,748 13%

Part-2 Project implementation

TOTAL Part 2: Project implementation

82,325,000 28,626,147 11,294,830 17,331,317 39% 11,294,830 71,030,170 14%

Part-3 Administered Project funds

Outcome 1: The co-management system in TH is consolidated and effective

42,010,400 14,729,400 1,634,981 13,094,419 11% 1,634,981 40,375,419 4%

Outcome 2: The communities of the TH have improved livelihoods and increased incomes

18,726,000 7,032,800 936,255 6,096,545 13% 936,255 17,789,745 5%

Outcome 3: The sustainability is assured beyond project intervention

1,800,000 150,000 - 150,000 0% - 1,800,000 0%

4 Total project cost (1+2+3) 152,501,050 52,976,741 14,893,968 38,082,772 28% 14,893,968 137,607,082 10%

5 Partner contribution - - - - - -

6 GRAND TOTAL: (SDC) 152,501,050 52,976,741 14,893,968 38,082,773 28% 14,893,968 137,607,082 10%


4.2 Outlook (cash flow forecast) for the next 06 months and the rest of the phase

l

Particulars Phase budget Cash flow forecast for

the next 6 months Rest of phase

Remarks

Period Jul'12 to Jun'15 Jan'13 to Jun'13 Jul'13 to Jun'15

1 Total project cost 152,501,050 36,783,623 100,823,459

2 Fund received

SDC 25,000,000 25,000,000 25,000,000

Other Donors - - -

Other Donors - - -

Partner contribution - - -

Bank interest 73,403 73,403 73,403

Others - - -

Total grants receipt 25,073,403 25,073,403 25,073,403

3 Cash flow surplus / deficit (2-1) (127,427,647) (11,710,220) (75,750,057)

4 Opening cash balance - - -

5 Closing cash balance (3+4) (127,427,647) (11,710,220) (75,750,057)


4.3 Human Resources Including Diversity Management and Issues on the

organization level that affected the management of the project / programme

The present phase started the journey with newly set approach of implementation process with mostly newly appointed staff according to designed organizational set up. According to present implementation arrangement, PNGOs have been assigned with responsibilities divided on thematic jurisdiction based on their fields of comparative advantages instead of geographic jurisdiction prevailed in the past. According to this approach, the PNGO, ERA has got broadly the responsibility of organizational development, livelihood and IGAs of the community organization, CNRS has been provided with the responsibilities related to Ecosystem integrity and natural resource management and HSI is responsible for capacity building of the community, market extension and value addition of the products from TH resources or beyond. Naturally, it took few months in the beginning of the phase for transition of responsibilities among the PNGOs and to have a good start with new staff. It was not easy for IUCN also to recruit the competent persons for the positions created on the basis of thematic areas. Time elapsed more than stipulated to get the fit candidate joined at work place on account of the remoteness, difficult terrain and hardship of the project area. Re-arrangement of the project management approach and belated joining of staff in some crucial positions affected the progress of project activities at the early stage. To get the full rhythm of the project activities, the newly recruited staff will have to be well oriented about the geography of TH and dynamics of TH community and other stakeholders. It is believed that the new set of dynamic work force of the organizations working for the project implementation with new management approach will bring a success at last.


Chapter-5

Lessons learnt

5.1 Good practice and innovations working with key partners, beneficiaries,

interagency collaboration.

There are some beels (depressions) in TH area which becomes detached from the main depressions. Local influential persons in the community had illicit command on the beels and would benefit from the beels by catching last fish illegally after dewatering and demolishing whole ecosystem of the beels. With the endorsement of THMC after community consultation, for the first time after interventions of the project was started, a modality for fishing in those remote beels of Tanguar Haor has been developed and the fisher community of TH area have been permitted for fishing there guided by huge conditions to ensure maintenance of ecological integrity of the wetlands.

The persons who would enjoy the undue benefit from the remote beels for years together are critical and showed discontent about the system introduced for legalised fishing and they are still trying to vitiate the system and re-establish their illegitimate control. Though some people including them are vocal against the unlawful and indiscriminate fishing in Tanguar Haor and blame the law enforcers for corrupt practice all the time in public, but they never spoke against the illegitimate beneficiaries of those remote beels. Learning from this exercise is that a mentionable portion of men who speak publicly against loss of resources by uncontrolled and illegal extraction are in disguise associated with the criminal practices of resource harvesting.

On the other side, the law enforcers (ANSAR) are seen to be very reluctant to their

responsibility, when they are asked to apply their effort against poachers jointly with the

community members.

5.1.1 Effective community Mobilization towards nature protection and conservation

All sorts of technical supports were provided by IUCN to the programme. Leaders and members of community organization, Ex- Union Parishad Chairman, Representatives of Union Parishad, local political leaders, civil society members and local community attended in the programme. The participants were made aware of the adverse effect of indiscriminate fish harvesting in TH, necessity of habitat restoration and protection for fishes, reeds and plants, significance of TH as a staging ground of birds. As a result of the programme, the community have been mobilized and organized against fish poaching and protection of all sorts of resources in Tanguar Haor. They went for several actions in the field against the poachers and persons destroying swamp forests given all limitations and social consequences.

Community mobilization programme was

accomplished during the reporting period

towards protection and conservation of TH

resources. The programme was organized by

the union Level Co-management committee

and respective implementing PNGO facilitated

the programme with the view of community

mobilization and raising awareness regarding

RAMSAR Site and importance of TH in both the

local and global context.


5.1.2 Youths as ambassador of TH ecosystem and future leadership of TH management

Three youth clubs (named ‘Tangua Prokriti Shongho’) have been formed based at

three schools comprising at least 50 students of respective schools. The students are

from community around TH and have important role in their families. A total of 250

secondary school level students have been involved with these clubs, in which 100 are

adolescent girls. The members of youth clubs have been oriented about TH resources

through interesting events like Art competition, essay competition, day celebration and

campaign against bird hunting and they were made aware and motivated to their roles

regarding resources management. They were found very interested and enthusiastic to all

about the messages and lessons they got including biodiversity and nature conservation.

They are also willing to be involved in participatory monitoring and evaluation of

biodiversity status of TH. The members of the youth club will act as unique ambassador of

the messages to the community and as watch dog to protection and conservation of

Tanguar Haor resources. The visionary theme of the institution of these youth clubs is that

this ecologically sensitised set of community will take leadership of the Tanguar Haor

management in future.


Part 2: Annexes


Annex –One: Analysis of outcomes indicators:

Outcomes Indicators Achievement

Outcome 1: The

co-management

system in TH is

consolidated and

effective.

No. of joint initiatives between government and community for resource management

THMC meeting on resource

management and other issues held

almost every month. Weekly meeting

at Tanguar Haor chaired by the

magistrate on duty and in association

with the law enforcers, project staff and

community leaders held regularly.

No. of decisions

delegated to

development

programmes in TH are

based on TH

management plan

Many decisions have been taken in THMC meeting which will be important part of the updated TH Management Plan.

Maintain ecological character of TH against baseline

Preparatory works for maintenance

of ecology of TH has been started.

Outcome 2: The

communities of

the TH have

improved

livelihoods and

increased

incomes.

% of funds and/or in-kind contribution leveraged from non-external sources

So far 100% of fund used for

livelihood improvement had been from

community‟s own source.

Community leaders at three levels of TH community organizations are able to operate independently

Co-Management organization has

been registered with and legally

recognized by government authorities.

VCC, UCC and CCC organized

weekly/monthly/ GB/EC by their own

initiative to meet requirements of the

organizational activities. They needed

support of project staff to come to

decisions.

Outcome 3: The

sustainability is

assured beyond

project

intervention

Amount of funds generated by fund raising committee under the long term financial plan.

The planned committee is yet to be formed.


Annex –Two: Outputs and Performance according to plan of July-December

2012

Details output analysis

OUTPUTS INDICATORS ACHIEVEMENTS BY DECEMBER

2012

Output 1.1:

Institutional co-

management

structures are

strengthened

Percentage of population participating in co-management of TH reaches 75%.

of 46% of population of have

participated the co-management TH.

Coverage of women headed and underprivileged HHs reaches 80% as member of the VCC

Among the HHs, 2.57% are women

headed and 69% are underprivileged in

the VCC.

Fully functional office infrastructures exist for co-management bodies.

Existing 3 UCC offices have started

functioning at own building and another

will be at own building soon.

Participatory institutional M&E system have been initiated at 80% of VCCs and UCCs .

VCCs and UCCs leaders are being

sensitised and trained on M&E of

different indicators.

Participatory Resource Management Plan is practiced by 81 villages.

Participatory Resource Management Plan (PRMP) has been carried in 53 (73%) villages. villages have gone for practices.

Legal entity of CCC has been approved by the GOB.

CCC has been registered as “Tanguar Haor Somaj Bhittik Soho-Beyabostapona Society” from the Registrar of Joint Stock Companies and Firms having registration No. S11534.

No. of leadership trainings undertaken for VCC members

Twenty nos. of training has been accomplished with 507 VCC members of whom 132 are female.

Trends in change in leadership UCCs manage the social capital (fund)

Not applicable for this reporting period

All Treasurers of VCCs, UCCs and CCC are trained in basic accounting.

Accounting training was not given in

this reporting period

No. of participants and awareness raising events organized for local administration, partners, and civil society members

Two awareness raising sessions

were organized and 525 civil society

members and members of community

organization (40 Female participants)

participated in the program.

A number of 40

community guards are

assigned to protect TH

A number of 24 community guards

have been assigned so far to protect

TH resources.



2012

Output 1.2:

A monitoring

system for

environmental and

economic

parameters is

established and

applied.

Community based M&E protocol for TH ecosystem implemented by communities.

Total 24 community members have

been trained on M&E system.

Consultation meeting done with 150

experts and 60 communities on TH

eco system monitoring.

Assessment of maximum sustainable yield levels for fish, reeds and forest.

ToR for the consultants has been prepared and contracts with two of them are signed.

A network of hydrological gauges established to monitor water inflow and outflow from TH ecosystem.

Preparatory works for engagement

of consultant are going on.

Output 1.3: The TH

Management

Committee is

capable to take

decisions, and the

updated

Management Plan

is endorsed

TH management plan Preparatory works for engagement of consultant are going on. Preparatory works are going on.

Civil society platform for TH management

National Scientific Advisory Body for TH

A National Scientific Body for TH has been formed for TH comprising 8 members by a gazette notification of the government.

National Wetland Network.

N/A for this reporting period.

Civil society platform meets 3 times with upstream and downstream communities


An information centre in Sunamganj

An information centre is operational in Sunamganj.

A Knowledge portal on TH

A Knowledge management web portal is under construction.

Number of dialogue

occurred on TH among

local, regional and national

level stakeholders

N/A for this reporting quarter.

Output 1.4

Ecological

protection and

restoration is

strengthened

7 nos. of beels under habitat protection measures.

Yearly maintenance works in the

selected beels (5 nos.) under habitat

protection measures have been started.

14 nos. of beels under bamboo/katha piling.

Bamboo/katha piling at 5 beels is planned to do during this year.



2012

50 hectares of land brought under plantation i.e., swamp forest, assisted natural regeneration & social forestry raised

So far 5500 Koroch plants have been planted during reporting period in 2 hectares land. In addition, 40 hectares land has been protected for regeneration of plants in 9 beels (Kandas) during the reporting period.

7 nos. of sanctuaries scientifically designed for fish, reed, birds and other wildlife.

Observation and data collection for

design have been started.

Conservation plan for targeted species


Days (and timing) of presence of Law-enforcement staff on site.

A number of 40 ANSARs under

guidance of a magistrate are always on

site for 365 days a year.

Output 2.1 : The

communities have

improved

knowledge and

skills to develop

and diversify their

livelihoods.

No of training given on 5 livelihood categories

The Need Assessment Tool has been developed and 20 need assessment sessions were organized with 420 community members.

65% of Women headed and underprivileged households received skill development training on at least one livelihood category

It has been planned for next

reporting period.

At least 50% of trained beneficiaries received financial support


reporting period.

100% of trained women headed and underprivileged households received financial support

It has been planned for next reporting period.

Output 2.2: The

communities have

increased incomes

% of HHBP holders shifted to LIP


reporting period.

% of beneficiaries have Livelihood Improvement Plan


reporting period.

Value chains analysis and market access plan for 4 economic areas (fish, agriculture, livestock and handicraft)

Preparatory works of the study have

been started.

No. of crop varieties introduced to minimize losses from flood.

A quantity of 42,000 kg of hybrid rice

seed was collected from BADC &

distributed to communities.



2012

No. of agreements on benefit sharing from the use of reeds and forest produce


reporting period.

% increased coverage of social safety nets

To be reported in the last year of

project.

Ecotourism plan It has been planned for next

reporting period.

Output 2.3: The

savings and loan

scheme is

transferred to a

competent

microfinance agent

Independent microfinance agent is working with SCM


project.

Community and staff for SCM are linked with the microfinance agent


project.

The micro-finance agent

has taken responsibility of

SCM.


project.

Output 3.1 A long-

term organizational

and financing

concept is

developed and

implemented

Government Gazette approving an organization for Tanguar Haor management oversight.


project.

Long term financing plan

(including need, sources,

fund raising team.


project.

Output 3.2 The

commitment of

relevant

stakeholders is

mobilized and

expressed

Meeting minutes of THMC, PSC and organization for TH management oversight.

Two THMC meetings held during the reporting period. The district administration of Sunamganj is positively mobilized towards protection and regeneration of TH resources.


Annex – Three

Financial Management

A.3.1 Budget (Activity-based) monitoring report for the current period and project phase (consolidated)

Code

Particulars Phase Budget

Current reporting period Total phase

Unit

Planned (quantity)

Achievement (quanti

ty)

Annual budget

Actual expense

Balance Burn rate

Variance note

Annual expense

Annua

l expens

e

Annual expense

Cumulative

expense

Phase budget balance

Burn

rate

Periods July'12 to

Jun'15 July'12

to Jun'13 July'12 to

Dec'12 July'12 to

Jun'13

Jul’-Dec'12

Year 1 (Jul'12 to Dec'12)

Year 2

Year 3

Year 1-3 July'12 to

Jun'15

Jul’-Dec'12

1 2 3 4 5 6 7=5-6

8=6/5

9 10 11 12 13=(10+1

1+12) 14=(1-13)

15=13/1

Part 1 & 2

Costs of the Services provided by the Implementing Organisation (Contractor)

Part 1

Managerial costs of implementing organisation (IO)

1.1

Implementing Organisation (IO): Staff

Managerial and technical staff (consultant services)

Institutional Supervisor 368,000

Days

- - -

- - - - 368,000 -

Programme Development Advisor

720,000 Day

s - -

- - - - 720,000 -

County Representative 3,180,000

Days

20

1,060,000 530,000 530,000 50%

530,000 - - 530,000 2,650,000 0.17

Programme Coordinator 2,376,000

Days

24

1,188,000 396,000 792,000 33%

396,000 - - 396,000 1,980,000 0.17

-

- - -

- - - - -

Administrative staff (project relevant admin. services)

-

- - -

- - - - -

Administrative staff: -

hour(s)

- - -

- - - - -

Finance Manager 225,000

Days

5

75,000 45,000 30,000 60%

45,000 - - 45,000 180,000 0.20

Total Staff (IO) 6,869,000

2,323,000 971,000 1,352,000 42%

971,000 - - 971,000 5,898,000 0.14


1.2 Direct costs (effective costs)

travel and expenses

Travel to/from Field (Bus, Taxi, Train, Van, Launch, Rickshaw, Boat, Speed Boat, etc)

132,000 R/Tri

p 8

44,000 35,882 8,118 82%

A number of field visit has

been conducted from Dhaka Office during

first six months

35,882 - - 35,882 96,118 0.27

Airfare for Domestic Flights 119,682

R/Trip

6

39,894 4,800 35,094 12%

Airfare will be spent in the second six

months

4,800 - - 4,800 114,882 0.04

Per Diem for field trips 105,000

Days

12

31,500 16,220 15,280 51%

16,220 - - 16,220 88,780 0.15

Airfare for Dhaka mission from BKK

180,000 R/Tri

p - - -

- - - - 180,000 -

Per Diem for Dhaka mission from BKK

233,968 Day

s - - -

- - - - 233,968 -

Total Direct costs 770,650

115,394 56,902 58,492 49%

56,902 - - 56,902 713,748 0.07

TOTAL Part 1: Managerial costs of IO

7,639,650

2,438,394 1,027,902 1,410,492 42%

1,027,902 - - 1,027,902 6,611,748 0.13

Part 2:

Part 2: Project implementation

2.1 Project staff operational (consultant services)

Policy and Institutional Support Coordinator (P2)-1

7,560,000 Mont

hs 11

2,520,000 1,260,000 1,260,000 50%

1,260,000 - - 1,260,000 6,300,000 0.17

1 Project Manager (P2)-1 7,245,000 Mont

hs 11

2,415,000 460,000 1,955,000 19%

PM has joined from November

2012

460,000 - - 460,000 6,785,000 0.06

3

Thematic Coordinator (Ecosystem improvement and governance-1; Livelihood, capacity building and market extension-1; Institutional development and legal support-1; Monitoring & evaluation and knowledge management-1) (P1)-4

17,010,000 Mont

hs 42

5,670,000 2,322,000 3,348,000 41%

2,322,000 - - 2,322,000 14,688,000 0.14


2 Assistant Project Officer (A3)-2 5,670,000 Mont

hs 21

1,890,000 594,000 1,296,000 31%

594,000 - - 594,000 5,076,000 0.10

Total Project staff (Operational)

37,485,000

12,495,000

4,636,000 7,859,000 37%

4,636,000 - - 4,636,000 32,849,000 0.12

2.2 International + local consultants (consultant services)

Consultant 1 -

hour(s)

- - -

- - - - -

-

day(s)

- - -

- - - - -

Total International + local consultants

-

- - -

- - - - -

2.3

Remuneration of local admin. staff (effective costs)

Senior Finance Officer (P1)-1 2,520,000

Months

12

840,000 420,000 420,000 50%

420,000 - - 420,000 2,100,000 0.17

1 Associates (A2)-1 1,728,000 Mont

hs 12

576,000 138,856 437,144 24%

138,856 - - 138,856 1,589,144 0.08

Field Assistant (A1) 1,188,000

Months

12

396,000 188,401 207,599 48%

188,401 - - 188,401 999,599 0.16

IT & Database Administrator (A3)-1

2,340,000 Mont

hs 12

780,000 329,160 450,840 42%

329,160 - - 329,160 2,010,840 0.14

Finance/Administrative Officer (A3)-1

2,340,000 Mont

hs 12

780,000 370,476 409,524 47%

370,476 - - 370,476 1,969,524 0.16

Office Peon (O)-1 (Sunamganj-1; Tahirpur-1)

1,944,000 Mont

hs 24

648,000 288,763 359,237 45%

288,763 - - 288,763 1,655,237 0.15

PNGO - 1 6,045,000

Months

12

2,015,000 937,659 1,077,341 47%

937,659 - - 937,659 5,107,341 0.16

PNGO - 2 4,485,000

Months

12

1,495,000 432,912 1,062,088 29%

432,912 - - 432,912 4,052,088 0.10

PNGO - 3 3,705,000

Months

12

1,235,000 80,000 1,155,000 6%

HELVETAS has comitted that they will complete the recruitment process by

next six months

80,000 - - 80,000 3,625,000 0.02

Total Remuneration of local admin. staff

26,295,000

8,765,000 3,186,227 5,578,773 36%

3,186,227 - - 3,186,227 23,108,773 0.12

2.4

Travelling costs staff + consultants (effective costs)


Travel to/from Field (Bus,Taxi,Train,Van,Launch,Rickshaw,Boat, Speed Boat,etc)

1,987,200 R/Tri

p 130

794,880 412,947 381,933 52%

412,947 - - 412,947 1,574,253 0.21

Airfare for Domestic Flights 225,000

R/Trip

15

75,000 49,350 25,650 66%

49,350 - - 49,350 175,650 0.22

Per Diem for field trips 1,050,000

Days

160

336,000 200,733 135,267 60%

200,733 - - 200,733 849,267 0.19

PNGO - 1 2,160,000

Monthly

12

720,000 563,501 156,499 78%

563,501 - - 563,501 1,596,499 0.26

PNGO - 2 1,134,000

Monthly

12

378,000 87,892 290,108 23%

87,892 - - 87,892 1,046,108 0.08

PNGO - 3 684,000

Monthly

12

228,000 15,745 212,255 7%

Travelling cost of

HELVETAS will be spent by next six

months

15,745 - - 15,745 668,255 0.02

Total Travelling costs staff + consultants

7,240,200

2,531,880 1,330,168 1,201,712 53%

1,330,168 - - 1,330,168 5,910,032 0.18

2.5

Purchase of equipment for project office (effective costs)

Office Furniture and Equipment 200,000

piece

1

150,000 154,850 (4,850) 103%

The cost of furniture is

little bit higher from the year-1 budget but within the

limit of 10%

154,850 - - 154,850 45,150 0.77

Computer with licensed software 725,000

pieces

5

725,000 400,050 324,950 55%

400,050 - - 400,050 324,950 0.55

Printer 60,000 No 2

60,000 - 60,000 0%

Items will be purchased by next quarter

- - - - 60,000 -

Modem 12,000 No 6

12,000 - 12,000 0%


- - - - 12,000 -

Photo copier with scanner 200,000 No 1

200,000 - 200,000 0%


- - - - 200,000 -

Digital camera 50,000 No 1

50,000 46,000 4,000 92%

46,000 - - 46,000 4,000 0.92

Air Cooler - Split 75,000 No 1

75,000 - 75,000 0%


- - - - 75,000 -

PNGO - 1 103,000 No 1

103,000 95,000 8,000 92%

95,000 - - 95,000 8,000 0.92


PNGO - 2 100,000 No 1

100,000 - 100,000 0%

CNRS will be purchased

the mentioned

items by next quarter

- - - - 100,000 -

PNGO - 3 149,000 No 1

149,000 80,715 68,285 54%

80,715 - - 80,715 68,285 0.54

Total Purchase of equipment for project office

1,674,000

1,624,000 776,615 847,385 48%

776,615 - - 776,615 897,385 0.46

2.6

Running costs project office (effective costs)

Office Rental (Sunamgonj) 1,152,000

months

12

384,000 192,000 192,000 50%

192,000 - - 192,000 960,000 0.17

Office Rental (Tahirpur/TH) 288,000

months

12

96,000 27,500 68,500 29%

27,500 - - 27,500 260,500 0.10

Utilities 360,000

months

12

120,000 24,818 95,182 21%

24,818 - - 24,818 335,182 0.07

Stationery & office supplies 360,000

months

12

120,000 88,195 31,805 73%

88,195 - - 88,195 271,805 0.24

Office Printing 126,000

months

12

42,000 41,947 53 100%

41,947 - - 41,947 84,053 0.33

Service procurement (security guard)

252,000 mont

hs 12

84,000 42,000 42,000 50%

42,000 - - 42,000 210,000 0.17

Bank Charges 90,000

months

12

30,000 17,947 12,053 60%

17,947 - - 17,947 72,053 0.20

Telephone 108,000

months

12

36,000 9,274 26,726 26%

9,274 - - 9,274 98,726 0.09

Motor parts/Fuel 90,000 year 1

30,000 4,922 25,078 16%

4,922 - - 4,922 85,078 0.05

Mobile Phone Expenses 504,000

months

12

168,000 42,900 125,100 26%

42,900 - - 42,900 461,100 0.09

Internet 216,000

months

12

72,000 34,122 37,878 47%

34,122 - - 34,122 181,878 0.16

R & M Equipment /Furniture 144,000

months

12

48,000 29,666 18,334 62%

29,666 - - 29,666 114,334 0.21

Postage 18,000

months

12

6,000 1,750 4,250 29%

1,750 - - 1,750 16,250 0.10

PNGO - 1 1,777,600

months

12

592,533 311,725 280,808 53%

311,725 - - 311,725 1,465,875 0.18

PNGO - 2 2,125,000

months

12

708,333 313,546 394,787 44%

313,546 - - 313,546 1,811,454 0.15

PNGO - 3 2,020,200

months

12

673,400 183,508 489,892 27%

183,508 - - 183,508 1,836,692 0.09

Total Running costs project office

9,630,800

3,210,267 1,365,820 1,844,447 43%

1,365,820 - - 1,365,820 8,264,980 0.14


TOTAL Part 2: Project implementation

82,325,000

28,626,147

11,294,830 17,331,31

7 39%

11,294,83

0 - -

11,294,830

71,030,170 0.14

Total Part 1 + 2: Services 89,964,650

31,064,54

1 12,322,732

18,741,809

40%

12,322,732

- - 12,322,73

2 77,641,918 0.14

Part 3:

Part 3: Administered Project funds


Output 1.1: Institutional co-management structures are strengthened

1.1.1 Continue community mobilization activities in 81 villages

Facilitate functioning of central co-management committee

450,000 No. 1

150,000 - 150,000 0%

- - - - 450,000 -

Central committee monthly EC meetings

324,000 No. 12

108,000 13,180 94,820 12%

13,180 - - 13,180 310,820 0.04

Central committee general body meetings-Quarterly

432,000 No. 4

144,000 85,350 58,650 59%

85,350 - - 85,350 346,650 0.20

Weekly meetings of UCC-EC 156,000 No. 52

52,000 25,722 26,278 49%

25,722 - - 25,722 130,278 0.16

Quarterly general meetings of UCC-Genral body

360,000 No. 12

120,000 62,978 57,022 52%

62,978 - - 62,978 297,022 0.17

Weekly VCC meetings 342,000

VCC/Yr

120

114,000 61,440 52,560 54%

61,440 - - 61,440 280,560 0.18

Annual social gatherings at union level

360,000 No. 4

120,000 25,110 94,890 21%

25,110 - - 25,110 334,890 0.07

Day celebration events (2/yr) (Central Level)

300,000 No. 2

100,000 - 100,000 0%

- - - - 300,000 -

1.1.2 Facilitate continuity of representation of under-privileged and women in co-management structures

Quarterly updating of village profiles and village outlooks

304,000 VCC/Yr

101

101,000 - 101,000 0%

- - - - 304,000 -

Develop gender sensitive awareness materials

450,000 Year

ly 1

150,000 - 150,000 0%

- - - - 450,000 -

1.1.3 Provide facilities for effective functioning of the co-management structures and providing assistance to communities

Providing Multi-purpose office 1,800,000 Mont 12

600,000 6,487 593,513 1%

6,487 - - 6,487 1,793,513 0.00


space (rent/construction) for CCC hly

Operation of CCC office (Computer Operator, Accountant and Office running cost)

540,000 Monthly

12

180,000 66,120 113,880 37%

66,120 - - 66,120 473,880 0.12

Equipment, Computer, furniture and solar panel for CCC office

250,000 No. 1

200,000 - 200,000 0%

- - - - 250,000 -

Computer, equipment and furniture for UCC Offices

600,000 No. 1

600,000 197,400 402,600 33%

197,400 - - 197,400 402,600 0.33

Operations of the UCC offices (Computer Operator, Accountant and Office running cost)

2,592,000 Monthly

12

864,000 289,161 574,839 33%

289,161 - - 289,161 2,302,839 0.11

Financial monitoring of UCCs and CCC

600,000 Year

ly 1

200,000 - 200,000 0%

- - - - 600,000 -

Strengthening mobility of UCCs/CCC

120,000 offic

e 1

30,000 3,800 26,200 13%

3,800 - - 3,800 116,200 0.03

Providing matching funds for OD 1,500,000 No. 1

- - -

- - - - 1,500,000 -

Miscellaneous expenses for Community organization

180,000 Monthly

12

60,000 18,750 41,250 31%

18,750 - - 18,750 161,250 0.10

1.1.4 Provide facilities for effective operation of community enforcing and guarding

Mobility capacity improvement for community patrolling

1,000,000 No. 1

1,000,000 - 1,000,000 0%

- - - - 1,000,000 -

Operation of petrol boats 720,000

Monthly

12

240,000 2,600 237,400 1%

2,600 - - 2,600 717,400 0.00

Provide enforcement logistics (uniforms, light arms, torchlight, rain protection, umbrella, mobile, etc.)

300,000 Year

ly 1

100,000 14,600 85,400 15%

14,600 - - 14,600 285,400 0.05

1.1.5 Establish community-led monitoring and evaluation of organization (VCCs and UCCs)

Quarterly monitoring and evaluation of VCCs and grading

182,400 Quarterly

4

60,800 - 60,800 0%

- - - - 182,400 -

Need assessment for capacity buildings of VCCs (Six monthly Consultations at union level)

60,000 Six

monthly

8

20,000 - 20,000 0%

- - - - 60,000 -

Provide assistance to community led regular monitoring (resource management and others)

600,000 Year

ly 1

200,000 - 200,000 0%

- - - - 600,000 -

Travel (including boat), per diem and other expenses

120,000 Quarterly

4

40,000 - 40,000 0%

- - - - 120,000 -


1.1.6 Continue PRMPs in all villages and review every year with active participation of both man & women members of the community

Annual participatory updating of existing PRMP

456,000 Year

ly 1

152,000 96,648 55,352 64%

96,648 - - 96,648 359,352 0.21

Capacity building/skill development following capacity needs assessment study findings (TOT)

150,000 No. 1

51,000 - 51,000 0%

- - - - 150,000 -

Production of a PRMP focused calendar based on Bangla year

360,000 Year

ly 1

120,000 - 120,000 0%

- - - - 360,000 -

1.1.7 Continue legal support to facilitating governance mechanisms of TH community organization.

Legalizing resource use and sharing mechanisms in practice and agreed upon e.g. Institutional, forest, land, fish, reeds and other resources

800,000 nos 1

400,000 - 400,000 0%

- - - - 800,000 -

Legalize enforcing of community guards

200,000 nos 1

100,000 - 100,000 0%

- - - - 200,000 -

Preparation of operational and management guidelines for execution of CCC and UCC office (service rule, HR, financial)

100,000 nos 1

100,000 - 100,000 0%

- - - - 100,000 -

Travel (including boat), per diem and other expenses (1.1.6-1.1.7)

72,000 Mont

hs 8

36,000 - 36,000 0%

- - - - 72,000 -

1.1.8 Provide leadership development training and mentoring to VCC, UCC and CCC members for their participation in THMC

Leadership training 912,000

Yearly

1

304,000 - 304,000 0%

- - - - 912,000 -

Awareness and motivation at village level through dissemination of productive materials (Children books)

678,000 Year

ly 1

452,000 - 452,000 0%

- - - - 678,000 -

Facilitate and establish youth education center in TH for future leadership development

150,000 Year

ly 1

50,000 - 50,000 0%

- - - - 150,000 -

Cross visits (exposure) 1,300,000 No. 1

429,000 - 429,000 0%

- - - - 1,300,000 -


1.1.9 Raise awareness of administration, partners, civil society members and leaders

Conduct awareness campaigns 300,000

Yearly

1

100,000 37,923 62,077 38%

37,923 - - 37,923 262,077 0.13

Travel (including boat), per diem and other expenses for community (1.2.1-1.2.5)

150,000 No. 1

51,000 1,500 49,500 3%

1,500 - - 1,500 148,500 0.01

Output 1.2: A monitoring system for environmental and economic parameters is established and applied

1.2.1 Facilitate establishment of community-based participatory monitoring of TH ecosystem

Community consultation 80,000 No. 1

26,800 - 26,800 0%

- - - - 80,000 -

Preparation of Community-based M&E Protocol for natural resources (Forest, fish, reeds, wildlife, hydrological and ecological)

100,000 No. 1

34,000 22,070 11,930 65%

22,070 - - 22,070 77,930 0.22

Capacity building of communities 60,000 No. 1

19,800 - 19,800 0%

- - - - 60,000 -

Continue year round sustainable harvest of fish, reeds and forest

300,000 Year

ly 1

100,000 9,338 90,662 9%

9,338 - - 9,338 290,662 0.03

1.2.2 Commissioning of studies to support ecosystem monitoring

Assessment of sustainable exploitation levels for fish, reeds and forest

1,200,000 No. 1

400,000 - 400,000 0%

- - - - 1,200,000 -

Detail hydrological data collection for monitoring (gauge establishment) and community training

750,000 Year

ly 1

250,000 - 250,000 0%

- - - - 750,000 -

Data analysis and Publications 600,000

Yearly

1

200,000 - 200,000 0%

- - - - 600,000 -

1.2.3 District and National level awareness and consensus building on the concepts

Operations of the Information Centre (Curator, support staff, chemicals and equipments)

300,000 Year

ly 1

100,000 24,000 76,000 24%

24,000 - - 24,000 276,000 0.08

Conducting theatres, drama, exhibitions, fairs etc for highlighting the concepts of co-management

300,000 Year

ly 1

100,000 29,150 70,850 29%

29,150 - - 29,150 270,850 0.10


Producing a documentary and telecasting nationally

1,000,000 No. 1

- - -

- - - - 1,000,000 -

1.2.4 Improve community capacity in reducing disaster risks

Ecosystem based village protection measures

600,000 No.

- - -

- - - - 600,000 -

Social afforestation 450,000

Yearly

- - -

- - - - 450,000 -

Output 2.1 Total

Output 1.3: The TH Management Committee is capable to take decisions, and the updated Management Plan is endorsed

1.3.1 Facilitate different bodies to support co-management of TH and TH management plan

Facilitate functional civil society platform at TH

450,000 Year

ly 1

150,000 - 150,000 0%

- - - - 450,000 -

Facilitate functional National Scientific Body for TH

450,000 Year

ly 1

150,000 - 150,000 0%

- - - - 450,000 -

Facilitate functional national wetlands network of Ramsar site management

600,000 Year

ly 1

200,000 - 200,000 0%

- - - - 600,000 -

Annual work plan and partner's capacity building

1,500,000 Year

ly 1

500,000 435,643 64,357 87%

435,643 - - 435,643 1,064,357 0.29

1.3.2 Facilitate dialogue on upstream and downstream interventions affecting TH

Community awareness programmes in upstream and downstream areas

150,000 Year

ly 1

50,000 - 50,000 0%

- - - - 150,000 -

1.3.3 Continue development of a comprehensive knowledge management framework

Production of explanatory information materials in Bangla / English

600,000 Year

ly 1

200,000 - 200,000 0%

- - - - 600,000 -

Video documentary on life, livelihoods and biodiversity (Published in CD series)

800,000 No. 1

- - -

- - - - 800,000 -

Facilitate dialogue on TH among national level stakeholders (Stakeholder assessment and

300,000 No. 1

300,000 - 300,000 0%

- - - - 300,000 -


consultation workshop)

1.3.4 Zoning of Common Property Resources (Tanguar Haor for resource sharing; TH boundary delineation)

Zoning of common property resources and consensus building

1,000,000 No. 1

1,000,000 53,832 946,168 5%

53,832 - - 53,832 946,168 0.05

Prepare a participatory plan for implementation of zoning

300,000 No.

- - -

- - - - 300,000 -

Execute participatory zoning 200,000 No.

- - -

- - - - 200,000 -

1.3.5 Update Tanguar Haor Management Plan

Codification of consultative and decision making procedures for co-management partnership between government and communities through the THMC

600,000 Year

ly 1

200,000 44,079 155,921 22%

44,079 - - 44,079 555,921 0.07

Compiling all relevant policy and administrative decisions and regulations relevant to the status and management of Tanguar Haor

300,000 Year

ly 1

100,000 - 100,000 0%

- - - - 300,000 -

Preparation of updated TH Management Plan

500,000 No. 1

- - -

- - - - 500,000 -

Output 2.4 Total

Outcomes 2 Total

Output 1.4: Ecological protection and restoration is strengthened

1.4.1 Protection and Habitat restoration for both terrestrial and aquatic species

Habitat protection measures 300,000 No. 1

100,000 1,650 98,350 2%

1,650 - - 1,650 298,350 0.01

Habitat improvement (Bamboo/Katha piling)

1,500,000 Year 1

500,000 4,500 495,500 1%

4,500 - - 4,500 1,495,500 0.00

Afforestation 1,500,000 Year 1

500,000 - 500,000 0%

- - - - 1,500,000 -

Assisted regeneration of reeds and swamp forest

750,000 Year 1

250,000 - 250,000 0%

- - - - 750,000 -

Operation of natural resources and ecosystem integrity protection

2,400,000 Year 1

800,000 - 800,000 0%

- - - - 2,400,000 -


Special measures of habitat creation for vulnerable species (e.g. Pallas's FE, Turtle, Frog, others)

600,000 Year 1

200,000 - 200,000 0%

- - - - 600,000 -

1.4.2 Biodiversity conservation

Awareness activities including Non-formal school education (Linking with activity 1.2.1 Children books)

300,000 Year

ly 1

100,000 - 100,000 0%

- - - - 300,000 -

Restocking/enriching 600,000

Yearly

1

200,000 1,950 198,050 1%

1,950 - - 1,950 598,050 0.00

Sanctuary design and establishment (fish, reeds, bird, wildlife) as per scientific methods

300,000 Year

ly 1

100,000 - 100,000 0%

- - - - 300,000 -

Output 2.3 Total


Output 2.1: The communities have improved knowledge and skills to develop and diversify their livelihoods

2.1.1 Provide support and assistance in lean seasons

Provide support LSP, BADC-crop seeds, irrigation;

150,000 Year

ly 1

50,000 13,265 36,735 27%

13,265 - - 13,265 136,735 0.09

2.1.2 Monitoring of HHBP (Loan Recovery Plan/ small scale loan initiative / personal loan assistant) and disseminate best practice lessons (including but not limited to the five areas already identified)

ToT for leaders on monitoring HHBP

90,000 Year

ly 1

30,000 - 30,000 0%

- - - - 90,000 -

Quarterly monitoring of HHBP 120,000

Quarter

4

40,000 - 40,000 0%

- - - - 120,000 -


225,000 Year

ly 1

75,000 - 75,000 0%

- - - - 225,000 -

2.1.3 Provide skill development training on different livelihood categories under five professions

Need assessment of IGA trainings

60,000 Year

ly 1

20,000 - 20,000 0%

- - - - 60,000 -


ToT on different livelihood activities

600,000 Year

ly 1

200,000 - 200,000 0%

- - - - 600,000 -

Training for members on different IGAs

900,000 Year

ly 1

300,000 - 300,000 0%

- - - - 900,000 -

Posters, manuals, leaflets on selected IGAs

750,000 Year

ly 1

250,000 - 250,000 0%

- - - - 750,000 -

Annual study tours 600,000

Yearly

1

- - -

- - - - 600,000 -

Output 2.2: The communities have increased incomes

2.2.1 Prepare 3 years HHs livelihood improvement plan (LIP) with emphasis on underprivileged and women headed members

Assessment of the potential members received financial assistances from SCM operation (Link to HHBP monitoring)

Socio-economic survey of the selected HHs

150,000 Year

ly 1

50,000 - 50,000 0%

- - - - 150,000 -

Prepare 3 years livelihood plan for selected HHs

150,000 Year

ly 1

50,000 - 50,000 0%

- - - - 150,000 -

Provide support and assistance to the HHs for implement LIP

3,500,000 No. 225

1,335,000 - 1,335,000 0%

- - - - 3,500,000 -

half yearly monitoring of LIP 150,000 No. 2

50,000 - 50,000 0%

- - - - 150,000 -

Income and economic growth assessment of the HHs under LIP assistance

50,000 No. 1

- - -

- - - - 50,000 -

2.2.2 Market exploration and specific measures for extension (fish, agriculture products, handicrafts)

Value chain analysis for fish, selected agriculture and handicraft products

375,000 No. 1

150,000 - 150,000 0%

- - - - 375,000 -

Market extension assessment of different products

375,000 No. 1

150,000 - 150,000 0%

- - - - 375,000 -

Training on production and marketing

150,000 No. 2

75,000 - 75,000 0%

- - - - 150,000 -

Facilitate linking with existing reputed agencies (buyers)

150,000 Year

ly 1

50,000 21,445 28,555 43%

21,445 - - 21,445 128,555 0.14

Provide extension services and support (Technical solution, storage, transport and equipments)

300,000 Year

ly 1

100,000 - 100,000 0%

- - - - 300,000 -


Facilitate access to government and private sector services regarding branding products

100,000 No. 1

50,000 - 50,000 0%

- - - - 100,000 -

Arrange and attend fair, exhibition and showcasing the products

150,000 Year

ly 1

50,000 - 50,000 0%

- - - - 150,000 -

2.2.3 Facilitating establishment of resource sharing mechanisms

Develop resource sharing mechanisms for other resources (esp. reeds, forest and others, if any)

150,000 Year

ly 1

50,000 - 50,000 0%

- - - - 150,000 -

Documenting the experiences and dissemination

225,000 Year

ly 1

75,000 59,519 15,481 79%

59,519 - - 59,519 165,481 0.26

2.2.4 Facilitating eco-tourism in TH

Ecotourism plan 200,000 No. 1

200,000 - 200,000 0%

- - - - 200,000 -

Training to LSP (Local service providers) on tourism service

600,000 Year

ly 1

200,000 - 200,000 0%

- - - - 600,000 -

Infrastructure (Tower, walkway, site seeing, information board)

1,000,000 No. 1

340,000 2,500 337,500 1%

2,500 - - 2,500 997,500 0.00

Communication materials and publicity

300,000 Year

ly 1

100,000 - 100,000 0%

- - - - 300,000 -

Operation and linkage (linking to tour operators)

150,000 Year

ly 1

50,000 - 50,000 0%

- - - - 150,000 -

Output 1.3 Total

Output 2.3: The savings and loan scheme is transferred to a competent microfinance agent

2.3.1 Enhance organizational capacity of UCCs for managing savings schemes independently

Support operation of SCM accounts at VCC level (Community Facilitators)

2,304,000 Monthly

12

768,000 362,800 405,200 47%

362,800 - - 362,800 1,941,200 0.16

Support operation of SCM at UCC level (Field Facilitators)

2,304,000 Monthly

12

768,000 360,662 407,338 47%

360,662 - - 360,662 1,943,338 0.16

Yearly updating of VCC and UCCs Social Capital

300,000 Year

ly 1

100,000 - 100,000 0%

- - - - 300,000 -

Facilitate SCM data entry, reporting, troubleshooting and maintenance at UCC offices (ToT)

120,000 Year

ly 1

40,000 - 40,000 0%

- - - - 120,000 -


Web portal, updating SCM to make it accessible online through internet and server rent

600,000 No. 1

480,000 - 480,000 0%

- - - - 600,000 -

Training of trainers (leaders only) on SCM

90,000 Year

ly 1

30,000 - 30,000 0%

- - - - 90,000 -

Skill development on SCM for VCC and UCC leaders and staff

228,000 No. 1

136,800 96,394 40,406 70%

96,394 - - 96,394 131,606 0.42

SCM materials (books, landen sheets, forms-HHBP, admission, FA, profession, receipts, stationeries, etc)

270,000 Year

ly 1

90,000 19,670 70,330 22%

19,670 - - 19,670 250,330 0.07

2.3.2 Develop skill on CCC fund operation and management

Training on accounting and management

90,000 Year

ly 1

30,000 - 30,000 0%

- - - - 90,000 -

Endorsement of guidelines on CCC fund operation

100,000 No. 1

100,000 - 100,000 0%

- - - - 100,000 -

2.3.3 Consequential capacity building and consensus building

Training events, as needed (on but not limited to fish harvest, guarding, legal issues, community based monitoring, institutional issues, forest resource sharing, etc.)

600,000 Year

ly 1

400,000 - 400,000 0%

- - - - 600,000 -

Output 1.2 Total

Outcome 3 Total


Output 3.1 A long-term organizational and financing concept is developed and implemented

3.1.1 IUCN / PSC / NPD / THMC and Stakeholders consultations on phase out plan

300,000 No. 1

150,000 - 150,000 0%

- - - - 300,000 -

3.1.2 Designing the framework of phase out plan

200,000 No. 1

- - -

- - - - 200,000 -

3.1.3 Obtain legislative support for establishment phase out plan

500,000 No. 1

- -

- - - - 500,000 -

Output 3.1 Total


Output 3.2 The commitment of relevant stakeholders is mobilized and expressed

3.2.1 Support to make the phase out plan functional

500,000 No. 1

- - -

- - - - 500,000 -

3.2.2. Support to mobilize commitments of phase out plan from stakeholders

300,000 Year

ly - - -

- - - - 300,000 -

Output 3.2 Total

Outcome 3 total

TOTAL Part 3: Administered Project Funds

62,536,400

21,912,200 2,571,236 19,340,964 12%

2,571,236 - - 2,571,236 59,965,164 0.04

GRAND TOTAL: 152,501,050

52,976,741 14,893,968 38,082,773 28%

14,893,968 - - 14,893,968 137,607,082 0.10


A.3.2: Significant Budget Variance (10%) as per budget line

Code

Particulars Phase Budget Current reporting period

Annual budget Actual expense Balance Burn rate Variance note

Periods Jul'12 to

Jun'15 Jul'12 to Jun'13 Jul'12 to Dec'12

Jul'12 to Jun'13

Jul'12 to Dec'12

1 2 3 4=2-3 5=3/2 6

Part-1 Managerial costs of implementing organisation (IO)

1.2 Travel to/from Field (Bus, Taxi, Train, Van, Launch, Rickshaw, Boat, Speed Boat, etc)

132,000.00 44,000.00 35,882.00 8,118.00 82% A number of field visit has been conducted from Dhaka Office during first six months

Airfare for Domestic Flights 119,682.00 39,894.00 4,800.00 35,094.00 12% Airfare will be spent in the second six months

- -

Part-2 Project implementation

2.1 Project Manager (P2)-1 7,245,000.00 2,415,000.00 460,000.00 1,955,000.00 19% PM has joined from November 2012

2.3 PNGO - 3 3,705,000.00 1,235,000.00 80,000.00 1,155,000.00 6% HELVETAS has committed that they will complete the recruitment process by next six months

2.4 PNGO - 3 684,000.00 228,000.00 15,745.00 212,255.00 7% Travelling cost of HELVETAS will be spent by next six months

2.5 Office Furniture and Equipment 200,000.00 150,000.00 154,850.00 (4,850.00) 103% The cost of furniture is little bit higher from the year-1 budget but within the limit of 10%

2.5 Printer 60,000.00 60,000.00 - 60,000.00 0% Items will be purchased by next quarter

2.5 Modem 12,000.00 12,000.00 - 12,000.00 0% Items will be purchased by next quarter

2.5 Photo copier with scanner 200,000.00 200,000.00 - 200,000.00 0% Items will be purchased by next quarter

2.5 Air Cooler - Split 75,000.00 75,000.00 - 75,000.00 0% Items will be purchased by next quarter

2.5 PNGO - 2 100,000.00 100,000.00 - 100,000.00 0% CNRS will be purchased the mentioned items by next quarter

- -

Part-3 Administered Project funds


450,000.00 150,000.00 - 150,000.00 0% 0

Central committee monthly EC meetings 324,000.00 108,000.00 13,180.00 94,820.00 12% 0

Day celebration events (2/yr) (Central 300,000.00 100,000.00 - 100,000.00 0% 0


Level)


304,000.00 101,000.00 - 101,000.00 0% 0

Develop gender sensitive awareness materials

450,000.00 150,000.00 - 150,000.00 0% 0

Providing Multi-purpose office space (rent/construction) for CCC

1,800,000.00 600,000.00 6,487.00 593,513.00 1% 0


250,000.00 200,000.00 - 200,000.00 0% 0

Financial monitoring of UCCs and CCC 600,000.00 200,000.00 - 200,000.00 0% 0


1,000,000.00 1,000,000.00 - 1,000,000.00 0% 0

Operation of petrol boats 720,000.00 240,000.00 2,600.00 237,400.00 1% 0


182,400.00 60,800.00 - 60,800.00 0% 0


60,000.00 20,000.00 - 20,000.00 0% 0


600,000.00 200,000.00 - 200,000.00 0% 0

Travel (including boat), per diem and other expenses

120,000.00 40,000.00 - 40,000.00 0% 0


150,000.00 51,000.00 - 51,000.00 0% 0


360,000.00 120,000.00 - 120,000.00 0% 0


800,000.00 400,000.00 - 400,000.00 0% 0

Legalize enforcing of community guards 200,000.00 100,000.00 - 100,000.00 0% 0


100,000.00 100,000.00 - 100,000.00 0% 0


72,000.00 36,000.00 - 36,000.00 0% 0

Leadership training 912,000.00 304,000.00 - 304,000.00 0% 0


678,000.00 452,000.00 - 452,000.00 0% 0

Facilitate and establish youth education 150,000.00 50,000.00 - 50,000.00 0% 0


canter in TH for future leadership development

Cross visits (exposure) 1,300,000.00 429,000.00 - 429,000.00 0% 0


150,000.00 51,000.00 1,500.00 49,500.00 3% 0

Community consultation 80,000.00 26,800.00 - 26,800.00 0% 0

Capacity building of communities 60,000.00 19,800.00 - 19,800.00 0% 0


300,000.00 100,000.00 9,338.00 90,662.00 9% 0


1,200,000.00 400,000.00 - 400,000.00 0% 0


750,000.00 250,000.00 - 250,000.00 0% 0

Data analysis and Publications 600,000.00 200,000.00 - 200,000.00 0% 0

Facilitate functional civil society platform at TH

450,000.00 150,000.00 - 150,000.00 0% 0

Facilitate functional National Scientific Body for TH

450,000.00 150,000.00 - 150,000.00 0% 0


600,000.00 200,000.00 - 200,000.00 0% 0

Community awareness programmes in upstream and downstream areas

150,000.00 50,000.00 - 50,000.00 0% 0


600,000.00 200,000.00 - 200,000.00 0% 0

Facilitate dialogue on TH among national level stakeholders (Stakeholder assessment and consultation workshop)

300,000.00 300,000.00 - 300,000.00 0% 0


1,000,000.00 1,000,000.00 53,832.00 946,168.00 5% 0


300,000.00 100,000.00 - 100,000.00 0% 0

Habitat protection measures 300,000.00 100,000.00 1,650.00 98,350.00 2% 0

Habitat improvement (Bamboo/Katha piling)

1,500,000.00 500,000.00 4,500.00 495,500.00 1% 0

Afforestation 1,500,000.00 500,000.00 - 500,000.00 0% 0

Assisted regeneration of reeds and swamp forest

750,000.00 250,000.00 - 250,000.00 0% 0


2,400,000.00 800,000.00 - 800,000.00 0% 0

Special measures of habitat creation for vulnerable species (e.g. Pallas's FE, Turtle,

600,000.00 200,000.00 - 200,000.00 0% 0


Frog, others)


300,000.00 100,000.00 - 100,000.00 0% 0

Restocking/enriching 600,000.00 200,000.00 1,950.00 198,050.00 1% 0


300,000.00 100,000.00 - 100,000.00 0% 0

ToT for leaders on monitoring HHBP 90,000.00 30,000.00 - 30,000.00 0% 0

Quarterly monitoring of HHBP 120,000.00 40,000.00 - 40,000.00 0% 0


225,000.00 75,000.00 - 75,000.00 0% 0

Need assessment of IGA trainings 60,000.00 20,000.00 - 20,000.00 0% 0

ToT on different livelihood activities 600,000.00 200,000.00 - 200,000.00 0% 0

Training for members on different IGAs 900,000.00 300,000.00 - 300,000.00 0% 0

Posters, manuals, leaflets on selected IGAs 750,000.00 250,000.00 - 250,000.00 0% 0

Socio-economic survey of the selected HHs 150,000.00 50,000.00 - 50,000.00 0% 0

Prepare 3 years livelihood plan for selected HHs

150,000.00 50,000.00 - 50,000.00 0% 0


3,500,000.00 1,335,000.00 - 1,335,000.00 0% 0

half yearly monitoring of LIP 150,000.00 50,000.00 - 50,000.00 0% 0


375,000.00 150,000.00 - 150,000.00 0% 0

Market extension assessment of different products

375,000.00 150,000.00 - 150,000.00 0% 0

Training on production and marketing 150,000.00 75,000.00 - 75,000.00 0% 0


300,000.00 100,000.00 - 100,000.00 0% 0


100,000.00 50,000.00 - 50,000.00 0% 0


150,000.00 50,000.00 - 50,000.00 0% 0


150,000.00 50,000.00 - 50,000.00 0% 0

Ecotourism plan 200,000.00 200,000.00 - 200,000.00 0% 0

Training to LSP (Local service providers) on tourism service

600,000.00 200,000.00 - 200,000.00 0% 0


1,000,000.00 340,000.00 2,500.00 337,500.00 1% 0

Communication materials and publicity 300,000.00 100,000.00 - 100,000.00 0% 0

Operation and linkage (linking to tour operators) 150,000.00 50,000.00 - 50,000.00 0% 0

Yearly updating of VCC and UCCs Social Capital 300,000.00 100,000.00 - 100,000.00 0% 0



120,000.00 40,000.00 - 40,000.00 0% 0


600,000.00 480,000.00 - 480,000.00 0% 0

Training of trainers (leaders only) on SCM 90,000.00 30,000.00 - 30,000.00 0% 0

Training on accounting and management 90,000.00 30,000.00 - 30,000.00 0% 0

Endorsement of guidelines on CCC fund operation 100,000.00 100,000.00 - 100,000.00 0% 0


600,000.00 400,000.00 - 400,000.00 0% 0


300,000.00 150,000.00 - 150,000.00 0% 0

- #DIV/0!

4 Total project cost (1+2+3) 52,400,082.00 20,963,294.00 848,814.00 20,114,480.00 4%

5 Partner contribution - - - -

6 GRAND TOTAL: (SDC) 52,400,082.00 20,963,294.00 848,814.00 20,114,480.00 4%


A.3.3 Cash Flow Report

Sl Particulars Cash flow forecast for next 6 months

January to June 2013 Remarks

Part 1 & 2

Costs of the Services provided by the Implementing Organization (Contractor)

Part 1 Managerial costs of implementing organization (IO)

1.1 Implementing Organization (IO): Staff

Managerial and technical staff (consultant services)

Institutional Supervisor -

Programme Development Advisor -

County Representative 530,000.00

Programme Coordinator 792,000.00

-

Administrative staff (project relevant admin. services)

-

Administrative staff: -

Finance Manager 30,000.00

-

Total Staff (IO) 1,352,000.00

1.2 Direct costs (effective costs)

travel and expenses

Travel to/from Field (Bus, Taxi, Train, Van, Launch, Rickshaw, Boat, Speed Boat, etc)

8,118.00

Airfare for Domestic Flights 35,094.00

Per Diem for field trips 15,280.00

Airfare for Dhaka mission from BKK -

Per Diem for Dhaka mission from BKK -

Total Direct costs 58,492.00

TOTAL Part 1: Managerial costs of IO 1,410,492.00

Part 2: Part 2: Project implementation

2.1 Project staff operational (consultant services)

Policy and Institutional Support Coordinator (P2)-1 1,260,000.00

1 Project Manager (P2)-1 1,380,000.00

3

Thematic Coordinator (Ecosystem improvement and governance-1; Livelihood, capacity building and market extension-1; Institutional development and legal support-1; Monitoring & evaluation and knowledge management-1) (P1)-4

2,835,000.00

2 Assistant Project Officer (A3)-2 1,080,000.00

Total Project staff (Operational) 6,555,000.00

2.2 International + local consultants (consultant services)

Consultant 1 -

-

Total International + local consultants -

2.3 Remuneration of local admin. staff (effective


costs)

Senior Finance Officer (P1)-1 420,000.00

1 Associates (A2)-1 437,144.08

Field Assistant (A1) 207,598.70

IT & Database Administrator (A3)-1 450,839.60

Finance/Administrative Officer (A3)-1 409,524.12

Office Peon (O)-1 (Sunamganj-1; Tahirpur-1) 359,237.45

PNGO - 1 1,077,341.00

PNGO - 2 1,062,088.00

PNGO - 3 1,155,000.00

Total Remuneration of local admin. staff 5,578,772.95

Traveling costs staff + consultants (effective costs)

Travel to/from Field (Bus,Taxi,Train,Van,Launch,Rickshaw,Boat, Speed Boat,etc)

381,933.00

Airfare for Domestic Flights 25,650.00

Per Diem for field trips 135,267.00

PNGO - 1 156,499.00

PNGO - 2 290,108.00

PNGO - 3 212,255.00

Total Traveling costs staff + consultants 1,201,712.00

2.5 Purchase of equipment for project office (effective costs)

Office Furniture and Equipment -

Computer with licensed software 324,950.00

Printer 60,000.00

Modem 12,000.00

Photo copier with scanner 200,000.00

Digital camera 4,000.00

Air Cooler - Split 75,000.00

PNGO - 1 8,000.00

PNGO - 2 100,000.00

PNGO - 3 68,285.00

Total Purchase of equipment for project office 852,235.00

2.6 Running costs project office (effective costs)

Office Rental (Sunamgonj) 192,000.00

Office Rental (Tahirpur/TH) 68,500.00

Utilities 95,182.00

Stationery & office supplies 31,805.00

Office Printing 53.00

Service procurement (security guard) 42,000.00

Bank Charges 12,053.40

Telephone 26,726.00

Motor parts/Fuel 25,078.00

Mobile Phone Expenses 125,100.00

Internet 37,878.00

R & M Equipment /Furniture 18,334.00

Postage 4,250.00

PNGO - 1 280,808.33

PNGO - 2 394,787.33

PNGO - 3 489,891.88

Total Running costs project office 1,844,446.95

TOTAL Part 2: Project implementation 16,032,166.90


Total Part 1 + 2: Services 17,442,658.90

Part 3: Part 3: Administered Project funds


Output 1.1: Institutional co-management structures are strengthened

1.1.1 Continue community mobilization activities in 81 villages


150,000.00

Central committee monthly EC meetings 94,820.00

Central committee general body meetings-Quarterly 58,650.00

Weekly meetings of UCC-EC 26,278.00

Quarterly general meetings of UCC-General body 57,022.00

Weekly VCC meetings 52,560.00

Annual social gatherings at union level 94,890.00

Day celebration events (2/yr) (Central Level) 100,000.00

1.1.2 Facilitate continuity of representation of under-privileged and women in co-management structures


101,000.00

Develop gender sensitive awareness materials 150,000.00

1.1.3 Provide facilities for effective functioning of the co-management structures and providing assistance to communities

Providing Multi-purpose office space (rent/construction) for CCC

593,513.00

Operation of CCC office (Computer Operator, Accountant and Office running cost)

113,880.00


200,000.00

Computer, equipment and furniture for UCC Offices 402,600.00

Operations of the UCC offices (Computer Operator, Accountant and Office running cost)

574,839.00

Financial monitoring of UCCs and CCC 200,000.00

Strengthening mobility of UCCs/CCC 26,200.00

Providing matching funds for OD -

Miscellaneous expenses for Community organization 41,250.00

1.1.4 Provide facilities for effective operation of community enforcing and guarding


1,000,000.00

Operation of petrol boats 237,400.00

Provide enforcement logistics (uniforms, light arms, torchlight, rain protection, umbrella, mobile, etc.)

85,400.00

1.1.5 Establish community-led monitoring and evaluation of organization (VCCs and UCCs)


60,800.00


20,000.00


200,000.00

Travel (including boat), per diem and other expenses 40,000.00

1.1.6 Continue PRMPs in all villages and review every year with active participation of both man & women members of the community

Annual participatory updating of existing PRMP 55,352.00


51,000.00


120,000.00

1.1.7 Continue legal support to facilitating governance mechanisms of TH community organization.



400,000.00

Legalize enforcing of community guards 100,000.00


100,000.00


36,000.00

1.1.8 Provide leadership development training and mentoring to VCC, UCC and CCC members for their participation in THMC

Leadership training 304,000.00


452,000.00

Facilitate and establish youth education center in TH for future leadership development

50,000.00

Cross visits (exposure) 429,000.00

1.1.9 Raise awareness of administration, partners, civil society members and leaders

Conduct awareness campaigns 62,077.00


49,500.00

Output 1.2: A monitoring system for environmental and economic parameters is established and applied

1.2.1 Facilitate establishment of community-based participatory monitoring of TH ecosystem

Community consultation 26,800.00

Preparation of Community-based M&E Protocol for natural resources (Forest, fish, reeds, wildlife, hydrological and ecological)

11,930.00

Capacity building of communities 19,800.00


90,662.00

1.2.2 Commissioning of studies to support ecosystem monitoring


400,000.00


250,000.00

Data analysis and Publications 200,000.00

1.2.3 District and National level awareness and consensus building on the concepts

Operations of the Information Centre (Curator, support staff, chemicals and equipments)

76,000.00

Conducting theatres, drama, exhibitions, fairs etc for highlighting the concepts of co-management

70,850.00

Producing a documentary and telecasting nationally -

1.2.4 Improve community capacity in reducing disaster risks

Ecosystem based village protection measures -

Social afforestation -

Output 2.1 Total

Output 1.3: The TH Management Committee is capable to take decisions, and the updated Management Plan is endorsed

1.3.1 Facilitate different bodies to support co-management of TH and TH management plan

Facilitate functional civil society platform at TH 150,000.00

Facilitate functional National Scientific Body for TH 150,000.00


200,000.00

Annual work plan and partner's capacity building 64,357.00

1.3.2 Facilitate dialogue on upstream and downstream interventions affecting TH


Community awareness programme in upstream and downstream areas

50,000.00

1.3.3 Continue development of a comprehensive knowledge management framework


200,000.00

Video documentary on life, livelihoods and biodiversity (Published in CD series)

-

Facilitate dialogue on TH among national level stakeholders (Stakeholder assessment and consultation workshop)

300,000.00

1.3.4 Zoning of Common Property Resources (Tanguar Haor for resource sharing; TH boundary delineation)


946,168.00

Prepare a participatory plan for implementation of zoning

-

Execute participatory zoning -

1.3.5 Update Tanguar Haor Management Plan

Codification of consultative and decision making procedures for co-management partnership between government and communities through the THMC

155,921.00


100,000.00

Preparation of updated TH Management Plan -

Output 2.4 Total

Outcomes 2 Total

Output 1.4: Ecological protection and restoration is strengthened

1.4.1 Protection and Habitat restoration for both terrestrial and aquatic species

Habitat protection measures 98,350.00

Habitat improvement (Bamboo/Katha piling) 495,500.00

Afforestation 500,000.00

Assisted regeneration of reeds and swamp forest 250,000.00


800,000.00

Special measures of habitat creation for vulnerable species (e.g. Pallas's FE, Turtle, Frog, others)

200,000.00

1.4.2 Biodiversity conservation


100,000.00

Restocking/enriching 198,050.00


100,000.00

Output 2.3 Total


Output 2.1: The communities have improved knowledge and skills to develop and diversify their livelihoods

2.1.1 Provide support and assistance in lean seasons

Provide support LSP, BADC-crop seeds, irrigation; 36,735.00

2.1.2 Monitoring of HHBP (Loan Recovery Plan/ small scale loan initiative / personal loan assistant) and disseminate best practice lessons (including but not limited to the five areas already identified)

ToT for leaders on monitoring HHBP 30,000.00

Quarterly monitoring of HHBP 40,000.00


75,000.00

2.1.3 Provide skill development training on different livelihood categories under five professions

Need assessment of IGA trainings 20,000.00


ToT on different livelihood activities 200,000.00

Training for members on different IGAs 300,000.00

Posters, manuals, leaflets on selected IGAs 250,000.00

Annual study tours -

Output 2.2: The communities have increased incomes

2.2.1 Prepare 3 years HHs livelihood improvement plan (LIP) with emphasis on underprivileged and women headed members

Assessment of the potential members received financial assistances from SCM operation (Link to HHBP monitoring)

Socio-economic survey of the selected HHs 50,000.00

Prepare 3 years livelihood plan for selected HHs 50,000.00


1,335,000.00

half yearly monitoring of LIP 50,000.00

Income and economic growth assessment of the HHs under LIP assistance

-

2.2.2 Market exploration and specific measures for extension (fish, agriculture products, handicrafts)


150,000.00

Market extension assessment of different products 150,000.00

Training on production and marketing 75,000.00

Facilitate linking with existing reputed agencies (buyers)

28,555.00


100,000.00


50,000.00


50,000.00

2.2.3 Facilitating establishment of resource sharing mechanisms


50,000.00

Documenting the experiences and dissemination 15,481.00

2.2.4 Facilitating eco-tourism in TH

Ecotourism plan 200,000.00

Training to LSP (Local service providers) on toursim service

200,000.00


337,500.00

Communication materials and publicity 100,000.00

Operation and linkage (linking to tour operators) 50,000.00

Output 1.3 Total

Output 2.3: The savings and loan scheme is transferred to a competent microfinance agent

2.3.1 Enhance organizational capacity of UCCs for managing savings schemes independently

Support operation of SCM accounts at VCC level (Community Facilitators)

405,200.00

Support operation of SCM at UCC level (Field Facilitators)

407,338.00

Yearly updating of VCC and UCCs Social Capital 100,000.00


40,000.00


480,000.00

Training of trainers (leaders only) on SCM 30,000.00

Skill development on SCM for VCC and UCC leaders and staff

40,406.00

SCM materials (books, landen sheets, forms-HHBP, admission, FA, profession, receipts, stationeries, etc)

70,330.00

2.3.2 Develop skill on CCC fund operation and


management

Training on accounting and management 30,000.00

Endorsement of guidelines on CCC fund operation 100,000.00

2.3.3 Consequential capacity building and consensus building


400,000.00

Output 1.2 Total

Outcome 3 Total


Output 3.1 A long-term organizational and financing concept is developed and implemented


150,000.00

3.1.2 Designing the framework of phase out plan -

3.1.3 Obtain legislative support for establishment phase out plan

-

Output 3.1 Total

Output 3.2 The commitment of relevant stakeholders is mobilized and expressed

3.2.1 Support to make the phase out plan functional -

3.2.2. Support to mobilize commitments of phase out plan from stakeholders

-

Output 3.2 Total

Outcome 3 total

TOTAL Part 3: Administered Project Funds 19,340,964.00

4 Total project cost (1+2+3) 36,783,622.90

5 Fund received

SDC 25,000,000.00

Other Donors -

Other Donors -

Partner contribution -

Bank interest 73,402.78

Others -

Total grants receipt 25,073,402.78

6 Cash flow surplus / deficit (5-4) (11,710,220.12)

7 Opening cash balance -

8 Closing cash balance (6+7) (11,710,220.12)


A.3.4 Reconciliation of funds received by SDC and others donors (If applicable)

Sl. No.

Fund received

Expense occurred Fund available Remarks

Date of receipt Period Amount Date of

submission Period Amount

Grants from SDC

1 7/8/2012 July to Dec'12 25,000,000.00 28/02/2013 July to Dec'12 14,893,967.77 10,106,032.23

2

3

4

Bank interest received

1 31/12/2012 July to Dec'12 73,402.78 73,402.78

2

3

Sub total 10,179,435.01

Grants from other Donor

1 -

2 -

3 -

4 -

Bank interest received

1 -

2 -

3 -

Sub total -

Total 10,179,435.01

Fund available SDC Partner Other Donor Other Donor Total

Cash in hand - - - - -

Cash at bank 8,595,083.61 - - - 8,595,083.61

Advances 1,584,351.40 - - - 1,584,351.40

Others - - - - -

Total 10,179,435.01 - - - 10,179,435.01


Annex – Four

Annex - 4.1: A case study

PREETY’s DREAMS TO PROTECTION AND CONSERVATION OF TH RESOURCES

PREETY RANY SARKAR lives in Moazzampur village under the Uttar Shreepur union of

Taherpur Upazila in Sunamganj district. She is thirty five years old. She got married before 18

years ago. She has two daughters and a son.

Her husband was a poor fisherman living from hand-to-mouth; who would catch fish from

Tanguar Haor and others open water bodies as livelihood. Preety disliked catching fish and

collecting reeds and plants in illegal ways from Tanguar Haor. She migrated to Dhaka with her

family in August 2009. But she came back in the village due to lack of suitable sources of income

in Dhaka for her husband and herself. Preey‟s husband had no valuable assets or capital except

only 1.5 decimal lands for homestead as living. They live in a small house which is made of

bamboo and straw or thatching materials.

They always suffered for food crisis and

most of the days passed without food or

shortage of daily meals. At last she enrolled

in Moazzampur Tanguar Haor Co-

management Committee on 11/11/2019 with

the vision of livelihood development and

conservation of Tanguar Haor resources.

PREETY Rani enrolled in Moazzempur VCC

according to procedure through paid taka 44

in November 2009. She deposited weekly

savings regularly. She took 1st loan taka

3000 on 11/11/2010 for a tiny “TEA STALL”

at the Lamagoan Bazaar for livelihood development. She ensured the hygienic aspect in the

shop and customers became gratified. Her sale goes increase day by day. She took further loan

from VCC taka 15,000 after repaid the 1st loan. Thereafter, she took special loan taka 30,000 at

26/4/2011 from CCC and extended the space of business shop with varieties of product. She

starts diversified products sales in her shop beside “TEA-BISCUIT” and “Betel Leaf with Betel-

Nut”. Her business growth consecutively increased and she took 4th time loan taka 30,000 on

December 2012.

During her business period, she purchased a cow with the price of taka 15,000. Now she has

three cows which market values are around taka 40,000. In-addition; she took 100 decimal land

as lease by invested taka 15,000 towards paddy cultivation for ensuring food-security of her

family. In this time, she gave capital to her husband for fish business in the local market. At

present; she is owner of capital taka 75,000 and daily income more than taka 350. Now-a-days,

her husband does not catch fish and collect others resources from Tanguar Haor in illegally

process. She also sends her children in school. They are happy with the involvement in Tanguar

Haor Co-Management Committee.

PREETY is always industrious, creative and visionary. She has dream to win as CCC leader

towards protect and conservation of Tanguar Haor resources for up-coming generation. She has

planned to make a standard house with the corrugated iron- sheet (C.I. sheet), educates her

children as well as safe sanitation for her family. She has dream to become self-reliance in the

society and mobilize the people towards conservation and sustainable use of Tanguar Haor

Resources in her residential surrounding territories.


Annex- 4.2: Strength of Co-management Organizations

Table - 1: Co-management organizational strength

SL # Description Cumulative Status by June’12

Achievement July-Dec, 2012

Cumulative Status by

Dec’12

1 No. of VCC 73 0 73

2 No. of Members enrolled 6,040 142 6182

3 No. of Households 4,518 61 4579

4 Percentage of household‟s coverage (%)

44% 1% 45%

5 %of female member 23% 0.34% 23.34%

6 Average no of member per village 83 1.68 84.68

7 Percent of women leadership 31% 0 31%

Table -2: Union wise membership of community organization up to December 2012

Union

Membership disaggregated by gender up to December 2012

Female Male Total

Enrolment

Dropped out

Current membe

rs

Enrolment

Dropped out

Current membe

rs

Enrolment

Dropped out

Current membe

rs

Daxkhin Bangshikunda

310 25 285 1,284 189 1,095 1,594 214 1,380

Daxkhin Sreepur

522 55 467 1,421 225 1,196 1,943 280 1,663

Uttar Bangshikunda

327 73 254 1,068 250 818 1,395 323 1,072

Uttar Sreepur

284 31 253 966 118 848 1,250 149 1,101

Total TH 1,,443 184 1,259 4,739 782 3,957 6,182 966 5,216

Table - 3: Status of underprivileged HHs and Female members in Community organization

SL # Description Cumulative Status by June’12

Achievement July-Dec 2012


Dec’12

1 No. of underprivileged households involved with co-management organizations

3,123 43 3166

2 No. of members enrolled from underprivileged households

4,240 98 4338

3 No. of female members attached from underprivileged households

961 51 1012

4 Percentage of female members in UPV HHs

23% 52% 23%


Table - 4: Progress in accumulation of social capital of Community organization

SL #

Description Status up to June

2012 Achievement July-Dec’12

Cumulative Status

Up to 2012

1 Total nos. of members received financial assistance

2,867 480 (17%) 3,347

2 % of female members received

financial assistance 19% 19% 19%

3 Collection of admission fee (in taka) 123,100 2,605 125,705

4 Collection of Subscription (in taka) 1,273,369 176,283 1,449,652

5 Collection of Savings (in taka) 6,778,510 1,023,959 7,802,469

6 Collection of Interest (in Taka) 2,170,580 823,003 2,993,583

7 Collection of Service charge and

sales of SCM materials (in Taka) 120,458 12,403 132,861

8 Collection of Insurance premium (in

Taka) 275,590 65,790 341,380

9 Total Collection 10,741,607 2,107,390 12,848,997

10

Average capital accumulation per

member 1,778 300 (17%) 2,078

11 Savings withdrawal ( Partial or full) 2,245,253 646,242 2,891,495

12 Capital of community organization

(after withdrawal) 8,496,354 1,461,148 9,957,502

13 Savings Balance after withdrawal 4,533,257 377,717 4,910,974

14 Average balance of accumulated

social capital per member 1,681 228 1,909

15 Savings per member 1,122 140 1,262

16 Savings balance member (after

withdrawal) 868 942

17 Average of accumulated social

capital per VCC (Excluding profit) 147,145 28,869 176,014

18

Average balance of accumulated

social capital per VCC (Excluding

profit and after withdrawal of

savings)

116,326 20,078 (17%) 136,404


Table - 5: Progress in providing financial assistance under SCM

SL Description Cumulative Status by June’12

Achievement July-Dec, 2012


Dec’12

1 Total amount of financial assistance to all members in BDT

27,200,000 6,171,000 33,371,000

2 Amount of financial assistance to female members BDT

6,325,000 1,760,000 8,085,000

3 Share of female members in financial assistance (%)

19% 19% 19%

4 % of Members received financial assistance

48% 6% 54%

Table - 6: Union wise distribution of financial assistance to the members in July- Dec’ 2012

Union

Financial Assistance Status up to December 2012

Female Male Total

Amount Numbers % Amount Numbers % Amount Numbers

Dakshin Bangshikunda

222,000 36 19.78 915,000 146 80.22 1,137,000 182

Dakshin Sreepur 857,000 94 26.93 1,792,000 255 13.07 2,649,000 349

Uttar Bangshikunda

321,000 44 28.21 755,000 112 71.79 1,076,000 156

Uttar Sreepur 360,000 49 24.02 949,000 155 75.98 1,309,000 204

Total TH 1,760,000 223 25 4,411,000 668 75 6,171,000 891

Table - 7: Union wise financial assistance was received by members for income generating activity

up to December 2012

Union

Financial Assistance Status up to December 2012

Female Male Total

Amount Numbers (times)

% Amount Numbers (times)

% Amount Numbers (times)

Dakshin Bangshikunda

1,661,000 278 17 6,809,000 1,357 83 8,470,000 1,635

Dakshin Sreepur 3,614,000 436 22 8,795,000 1,546 78 12,409,000 1,982

Uttar Bangshikunda

1,370,000 229 18.68 4,784,000 977 81.32 6,154,000 1,206

Uttar Sreepur 1,440,000 312 21.78 4,898,000 1,120 78.22 6,338,000 1,432

Total TH 8,085,000 1255 20 25,286,000 5,000 80 33,371,000 6,255

Note: One member received financial assistant one or more times


Table -8: Capacity building training programme and awareness campaign organized and facilitated.

Sl No.

Description

Achievement July-Dec, 2012 Cumulative Status of phase-III

No. of

events

No. of Participants No. of

events

No. of Participants

Total Female Male Total Female Male

1

Skill development on SCM to Community Leaders (VCC and UCC) and Staff

2 46 9 37 2 46 9 37

1 Leadership training to the community leaders

20 507 132

(26%) 375

(74%) 20 507

132 (26%)

375 (74%)

3

Awareness building (Event) with civil society and co-management members

2 688 40 (6%) 648

(94%) 2 688 40 (6%)

648 (94%)

4 Professional members gatherings (Event)/ Fishermen gathering

1 164 0 164

(100%) 1 164 0

164 (100%)

5 Youth clubs formation with the secondary school level students

4 250 100

(40%) 150

(60%) 4 250

100 (40%)

150 (60%)

6

Expert level

consultation meeting

for establishment of

community-based

participatory monitoring

of TH ecosystem

3 150 50

(33%) 100

(67%) 3 150

50 (33%)

100 (67%%)

7

Community level

consultation meeting for

establishment of

community-based


of TH ecosystem

3 60 20

(33%) 40

(67%) 3 60

20 (33%)

40 (67%)

8

Capacity building of

communities to

facilitate and

establishment of

community-based


of TH ecosystem

3 24 4 (17%) 20

(83%) 3 24 4 (17%)

20 (83%)


Table -9 : Community actions against fish poachers and protection of others resources in TH

Sl. No.

Description Cumulative

Status by June 2012

July-Dec‟2012 Status up to Dec‟

2012

1. Nos. of actions against fish poaching independently by community

105 15 120

2. No of actions against fish poaching by community jointly with project staff

111 12 123

3. Nos. of actions against fish poaching by community jointly with Magistrate

89 16 105

4. No. Of action against fish poaching by ANSAR and community guard jointly

698 50 748

5. Tentative price of illegal gears captured

during action 69,20,000 5,60,000

7,480,000

6.

Person-days orientation on fish harvest modality to the members of law enforcing agencies working in Tanguar Haor.

136 70 206

7. Person-days orientation on fish harvest modality to the members of district administration working in Tanguar Haor.

71 24 95

Table - 10: Aforestation and conservation of reeds and swamp forest during July-December 2012

SL #

Name species

Cumulative Status by June‟12 Achievement July-Dec, 2012

Cumulative Status by Dec‟12

No. of

plants

planted

Average

survival

rate up to

June 2013

(Average

of Phase-I

and

phase-II)

No. of

plants

planted

Survival

rate

Area/ lands

coverage (in

hectareshectar

e)

No. of

plants

plante

d

Survival

rate

Area/

lands

coverag

e (in

hectares

)

1 Hijol 27,508 66% 0 0 0 0 0 0

2 Koroch 39,505 77% 5,500

Yet

under

observ

ation

2 hectares 5500

Yet under

observatio

n

2

hectare

s

3 Nal 35,000 90% 0 0 0 0 0 0

4

Protection of Kandas (Banks of depressions) for regeneration of plants , reeds and swamp forest

0 0 40 hectares 0 0

40

hectare

s

Total 101,713 76% 5,500 0 42 hectares 5,500 0

42

hectares


Table -11: Community actions against fish poachers and protection of others resources in TH

SL No.

Description Cumulative

Status by June 2012

July-Dec‟2012 Status up to Dec‟

2012

1. Nos. of actions against fish poaching independently by community

105 15 120

2. No of actions against fish poaching by community jointly with project staff

111 12 123

3. Nos. of actions against fish poaching by community jointly with Magistrate

89 16 105

4. No. Of action against fish poaching by ANSAR and community guard jointly

698 50 748

5. Tentative price of illegal gears captured during action

69,20,000 5,60,000

7,480,000

6. Person-days orientation on fish harvest modality to the members of law enforcing agencies working in Tanguar Haor.

136 70 206

7. Person-days orientation on fish harvest modality to the members of district administration working in Tanguar Haor.

71 24 95

Table -12: Information on fishing in Remote Beels for conservation of aquatic biodiversity and sustainable fish

harvesting.

Sl. No.

Name of Beel (Depression)

Contribution of Fishermen to Govt. and Community organization

in lieu of permission for fishing in remote beels

No. Of Fishermen involved directly

Fishing Duration/ Time Union

1. Aina and Paglakona Beel

200,500

88 17.12.2012 to 30.3.2013 DS

2. Arilyakona Beel 80,100 13 17.12.2012 to 30.3.2013 US

3. Baan Beel 29,599 6 1.12.2012 to 30.3.2013 DB

4. Bagmarar Goap 136,110 6 1.12.2012 to 30.3.2013 US

5. Chunkhola Beel 27,000 7 1.12.2012 to 30.3.2013 US

6. Dighirpar Beel 4,000 5 1.12.2012 to 30.3.2013 DB

7. Goainakuri Beel 115,000 23 17.12.2012 to 30.3.2013 US

8. Goldoba (Baashkhali) Beel 45,200 9 8.1.2013 to 30.3.2013 DS

9. Goldoba (Rongchi) Beel 11,000 11 17.12.2012 to 30.3.2013 DB

10. Gol-goila Beel 40,200 4 17.12.2012 to 30.3.2013 DS

11. Hatimara Beel 11,000 11 1.12.2012 to 30.3.2013 DS

12. Kaiuyar Khal Beel 85,000 10 1.12.2012 to 30.3.2013 DS

13. Kalir Khao Beel 9,010 3 1.12.2012 to 30.3.2013 DS

14. Khaijauri Beel 149,200 36 1.12.2012 to 30.3.2013 US

15. Lamar Beel 10,000 8 1.12.2012 to 30.3.2013 DB


Sl. No.






16. Nayhal Beel 260,000 33 1.12.2012 to 30.3.2013 DS

17. Panaikordair Beel 12,500 6 1.12.2012 to 30.3.2013 DS

18. Rajair-dair Beel 60,200 45 17.12.2012 to 30.3.2013 DS

19. Raj-nagar Beel 86,000 5 1.12.2012 to 30.3.2013 DS

20. Ranga-maita Beel 40,000 13 1.12.2012 to 30.3.2013 US

21. Samsagar Beel 151,000 11 17.12.2012 to 30.3.2013 UB

22. Sattar Beel 41,000 23 1.12.2012 to 30.3.2013 DS

23. Sonadobi Beel 151,000 20 1.12.2012 to 30.3.2013 DB

24. Sorabeel 20,000 4 8.1.2013 to 30.3.2013 UB

Total 1,774,619 400

Note: DS = Dakshin Shreepur, US = Uttar Shreepur, DB = Dakshin Bangshikunda, US = Uttar Bangshikunda

Table -13: Information on Fishing with special gear namely CHAI towards aquatic biodiversity and sustainable fish harvesting.

Sl. No.






1. Amsarer Beel 32,000 7 28.11.2012 to 30.3.2013 UB

2. Munshi Ali Beel 20,160 7 28.11.2012 to 30.3.2013 DS

3. Chattainaa Beel 12,000 9 17.12.2012 to 30.3.2013 US

4. Hazong Khali (Sonaboi) Beel

5,000 6 17.12.2012 to 30.3.2013 US

5. Moheshergatha (surrounding areas) Beel

1,000 4 28.11.2012 to 30.3.2013 US

6. Barbari Beel (surrounding areas)

28,000 83 28.11.2012 to 30.3.2013 UB

7. Hatirgatha Beel (surrounding areas)

5,010 6 28.11.2012 to 30.3.2013 US

8. Puranbagerdoba Beel 40,206 10 28.11.2012 to 30.3.2013 US

9. Khoilar Beel 1,000 3 28.11.2012 to 30.3.2013 US

10. Nal-khathi Beel ( South Side)

10,000 12 17.12.2012 to 30.3.2013 DB

11. Uttorear Dair 2,500 11 17.12.2012 to 30.3.2013 US

12. Lach-chya-mara Beel 55,100 8 28.11.2012 to 30.3.2013 US

Note: DS = Dakshin Shreepur, US = Uttar Shreepur, DB = Dakshin Bangshikunda, US = Uttar Bangshikunda


Table – 14 Status of Different Union Co-management Committee meeting

(July- Dec '2012): N

am

e o

f U

nio

n

Type of Meeting

Schedule of Meeting

Targeted No. of Meeting

Total Meeting Held

Member of

Committee (No.

Meeting X No of

Member)

Member Attendanc

e (No. Meeting X

No of Member)

% of Attendanc

e

No. of Decision Taken (No. Meeting X No of Decision)

No. of Decision

s Impleme

nted

% of Decision

s Impleme

nted

Total

Female

Total

Female

Total

Female

Dakshin

Bo

nshik

un

da

Executive Committee Meeting -Union Co-management Committee

Once in a Week

27 24 216

72 176

44 81 61.1 123 104 84.6

General body Meeting -Union Co-management Committee

Once in a Quarter

2 1 120

36 95 26 79 72.2 12 8 66.7

Special Meeting of EC committee

If needed

1 9 3 6 2 67 66.7 6 0.0

Daksh

in S

ree

pur


Once in a Week

27 21 189

63 152

38 80 60.3 103 99 96.1

General body Meeting -Union Co-management Committ

Once in a Quarter

2 1 160

60 111

25 69 41.7 10 8 80.0


Nam

e o

f U

nio

n

Type of Meeting

Schedule of Meeting

Targeted No. of Meeting

Total Meeting Held

Member of

Committee (No.

Meeting X No of

Member)

Member Attendanc

e (No. Meeting X

No of Member)

% of Attendanc

e

No. of Decision Taken (No. Meeting X No of Decision)

No. of Decision

s Impleme

nted

% of Decision

s Impleme

nted

Total

Female

Total

Female

Total

Female

ee

Uttar

Sre

epur


Once in a Week

27 23 207

69 174

40 84 58.0 110 75 68.2


Once in a Quarter

2 1 130

39 81 23 62 59.0 7 5 71.4

Uttar

Bonsh

ikund

a


Once in a Week

27 23 207

69 154

30 74 43.5 112 86 76.8


Once in a Quarter

2 1 107

87 27 13 25 14.9 15 12 80.0

Total EC

(04 UCC)

108 91 81

9

273 65

6

152 80 55.7 448 364 81.3

Total GB

(04 UCC)

8 4 51

7

222 31

4

87 61 39.2 44 33 75.0


Table for Baseline Study of CBSMTH Project Phase-III

Table 15: Total household surveyed for baseline

Unions Total surveyed

Household

Male headed

households

Female headed

households

No. % No. % No. %

Dakshin Bangshikunda 89 27% 58 93.5 4 6.5

Uttar Bangshikunda 65 20% 102 92.7 8 7.3

Dakshin Shreepur 110 34% 61 93.8 4 6.2

Uttar Shreepur 62 19% 85 95.5 4 4.5

Total 326 100% 306 93.9 20 6.1

Table- 16: Average Monthly Household Income by Union (In Taka)

Monthly income

range

Uttar

Shreepur

Dakshin

Shreepur

Uttar

Bongshikunda

Dakshin

Bongshikunda

All

n % n % n % n % n %

Below 5000 taka 12 19.4 25 22.7 27 41.5 24 27.0 88 27.0

5001-7000 taka 15 24.2 29 26.4 17 26.2 31 34.8 92 28.2

7001-9000 taka 16 25.8 23 20.9 10 15.4 13 14.6 62 19.0

9001-12000 taka 14 22.6 20 18.2 8 12.3 11 12.4 53 16.3

12000 taka + 5 8.1 13 11.8 3 4.6 10 11.2 31 9.5

All HHs 62 100.0 110 100.0 65 100.0 89 100.0 326 100.0

Average

monthly income

of surveyed HHs

7,770 7,510 6,391 7,399 7,306


Table -17: Household size of surveyed-households

Union All surveyed HHs Male Female Total

surveyed

HHs Average

HH size

Population

of

surveyed

HHs

Average Total

male in

surveyed

HHs

Average Total

male in

surveyed

HHs

Uttar Shreepur 6.9 427 3.6 221 3.3 206 62

Dakshin Shreepur 5.7 622 2.9 315 2.8 307 110

Uttar Bongshikunda 5.7 369 2.8 185 2.8 184 65

Dakshin

Bongshikunda

5.7 508 3.2 281 2.6 227 89

Total (All surveyed

HHs)

5.9 1926 3.1 1002 2.8 924 326

Table 18 – Per-capita income of surveyed households

Union

Per Capita Income Range of HHs in US$

Total

surveyed

HHs

Avera

ge per

capita

incom

e in

US$

US$

0.10 -

0.25

US$

0.26 -

0.50

US$

0.51 - 0.75

US$

0.76 – 1.00

US$

1.01 to

above

n % n % n % n % n % n %

Uttar

Shreepur 3 4.84 28

45.1

6 26

41.9

4 5 8.06 0 - 62

100.

0

$

0.464

Dakshin

Shreepur 7 6.36 35

31.8

2 44

40.0

0 18

16.3

6 6 5.45

11

0

100.

0 $ 0.55

Uttar

Bongshikun

da

6 9.23 33 50.7

7 20

30.7

7 5 7.69 1 1.54 65

100.

0

$

0.463

Dakshin

Bongshikun

da

7 7.87 36 40.4

5 29

32.5

8 9

10.1

1 8 8.99 89

100.

0 $ 0.53

All HHs 2

3 7.06

13

2

40.4

9 119

36.5

0 37

11.3

5 15 4.60

32

6

100.

0 $ 0.51

Table -19: Percentage of literate under surveyed household members

Education

Uttar

Shreepur

Dakshin

Shreepur

Uttar

Bongshikunda

Dakshin

Bongshikunda All

n % n % n % n % n %

Literate 150 43 277 55 178 60 259 60 864 55

Illiterate 199 57 229 45 118 40 170 40 716 45

Total 349 100 506 100 296 100 429 100 1,580 100


List of Acronyms

AIGs Alternative Income Generation

ADP Annual Development Program

BUET Bangladesh University of Engineering and Technologies

BWDB Bangladesh Water Development Board

CCC Central Co-management Committee, previous Central Adhoc Committee

(CAC)

CNRS Centre for Natural Resource Studies - A local partner NGO of Bangladesh

CR Country Representative, IUCN-B

DFO District Fisheries Officer

ECA Ecologically Critical Area

ERA Efforts for Rural Advancement – A local Partner NGO in Bangladesh

FD Bangladesh Forest Department

GoB Government of Bangladesh

HHs Households

HSI HELVETAS Swiss Inter co-operation - a technical partner organization

IGA(s) Income Generating Activity

IMED Implementation Monitoring and Evaluation Division

IUCN-B International Union for Conservation of Nature, Bangladesh Country Office

LGED Local Government Engineering Department

LSP Local Service Provider

MoEF Ministry of Environment and Forest

MoFL Ministry of Fisheries and Livestock

MoRW Ministry of Water resources

NCSIP-1 National Conservation Strategy Implementation Project Phase-1

NPD National Project Director

PNGO Partner Non-Governmental Organization

PSMU Programme Support Management Unit

RADP Revised Annual Development Program

PRMP Participatory Resource Management Planning

PSMU Programme Support and Management Unit

SCM Social Capital Management

SDC Swiss Agency for Development and Cooperation

TH Tanguar Haor

THMC Tanguar Haor Management Committee

ToT Training of Trainers

UCC Union Co-management Committee (s), previous Union Adhoc Committee

(UAC)

UP Union Parishad

Upazila Literally, „sub-district‟, unit of administration below the district level

VCC Village Co-Management Committee

VGF Vulnerable Group Feeding

DB Dakshin Bangshikunda

DS Dakshin Shreepur

UB Uttar Bangshikunda

US Uttar Shreepur


Some photographs of CBSMTH Project’s Activities under phase-III

Tanguar Haor Management Committee (THMC) Meeting

Awareness Raising Campaign

Tangua Prokriti Shonggho,

BAGLI HIGH SCHOOL

Community Guards Captured illegal

Fishing Net from Fish Poachers

december 2012 bangladesh country office - tanguar haor · 5.60 in tanguar haor. almost more than...

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