DRAFT PROGRAMME DOCUMENT - United Nations …€¦ · programmes, development of local government...

CONTENTS Page A. Background ..................................................................................................................4 B. Justification for UNDP Assistance..............................................................................5 C. Programme Strategy....................................................................................................6 D. Expected End-of-Programme Situation.....................................................................7 E. Target Beneficiaries .....................................................................................................8 F. Purpose, Development and Immediate Objectives, Outputs, Activities, and Input Budgets......................................................................8

• Immediate Objective # 1: Build Capacity and Enhance the Roles of CHT Institutions in Support of Grassroots and Multi- Community Development......................................................................................9

Outcome 1.1: CHT Development Vision and

Strategy Outcome 1.2: Institutional Self-Assessment and

Management Systems Reform Outcome 1.3: Human Resources Strengthened Outcome 1.4: Technical and Logistical Support to

CHT Institutions Outcome 1.5: Regional/Multi-Community Planning

and Programming Outcome 1.6: Information & Communication

Technology (ICT) Infrastructure Outcome 1.7: Community Outreach and Support

Systems Outcome 1.8: Institutional Research and Policy

• Immediate Objective # 2: Programme and Implement Regional/Cross-Community Development Initiatives:.....................................10

Outcome 2.1: Youth Productively Employed Outcome 2.2: Marketing Systems and Rural

Infrastructure for CHT Products Outcome 2.3: Private Sector Investment Augmented

in CHT Outcome 2.4: Environmental Protection and Management Outcome 2.5: Disaster Preparedness & Management Outcome 2.6: Critical Health Interventions Outcome 2.7: Support to Basic Education

• Immediate Objective # 3: Community Empowerment Process For Self-Reliant Development Enhanced, Expanded, and Institutionalized To Support Para

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Community Small Projects Across the CHT.....................................................12

Outcome 3.1: Community Empowerment Process and Quick Impact Fund (QIF) Operations

Outcome 3.2: Community Management and Technical Capacities

Outcome 3.3: CHT ‘Best Practices’ for Small Project Development

Outcome 3.4: NGO/Community Facilitator/UNV Capacities

Outcome 3.5: Development Role of Traditional and Elected CHT Leaders

• Immediate Objective # 4: Facilitate Confidence Building to Solve Long-Standing Problems to Development and Sustainability in the CHT ............................................................................13

Outcome 4.1: Dialogue and Partnership for

Joint Action Outcome 4.2: Study Tours on Innovative Development

& Confidence-Building Experiences Outcome 4.3: Exchange Visits Across the CHT Outcome 4.4: GoB Initiatives to Resolve Land Disputes Outcome 4.5: Community-Managed Forestry Piloted Outcome 4.6: Police Force Working in CHT Enhanced Outcome 4.7: GoB Initiatives For Holding HDC Elections Outcome 4.8: Minority Interests and Cultural Diversity

Promoted Outcome 4.9: Incentive Programmes Outcome 4.10: GoB Initiatives for Returned Refugees/People

Internally Displaced/Ex-Combatants

• Immediate Objective # 5: UNDP Operational Infrastructure and Capacities to Support CHT Development, Confidence Building and Donor Coordination Are Enhanced ...................................................................15

Outcome 5.1: UNDP Infrastructure and Capacities Outcome 5.2: Technical Services Outcome 5.3: Donor Coordination

G. SUMMARY OF INPUT BUDGETS .................................................................16 H. Management and Institutional Arrangements..................................................17 I. Risks and Prerequisites .......................................................................................20 J. Programme Review and Reporting....................................................................20 K. Legal Context .......................................................................................................20 ANNEX 1: Indicative Work Plan 21 –61

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Joint GoB/UN/Donor Programme for

Promotion of Development and Confidence-Building in the CHT

Phase II & III

(January 2005 – September 2009) A. Background The Chittagong Hill Tracts, located in the south-east corner of Bangladesh with a population of 1.3 million, has remained more or less outside the mainstream of development exacerbated by geo-physical characteristics. In the past significant development efforts were made to develop CHT and its peoples by GOB and donor agencies. Establishment of CHTDB in 1976, implementation of special five year plan for CHT, establishment of three Hill District Councils were among these developments. But due to the then prevailing situation people could not realize the full benefits of the development efforts. Now the situation is more favorable for carrying out development activities. In recent years GOB has taken up initiatives to bridge the gap by allocating more money in the Annual Development Programme (ADP) to gear up development of CHT. Moreover, the Donor communities have stepped up their support for development efforts in the area. The Ministry of Chittagong Hill Tracts Affairs (MoCHTA) along with other Ministries/divisions are engaged in the development activities in CHT area through different organizations. The development of CHT has been given more importance during the last three years. The development allocation for the Ministry (MoCHTA) in the ADP has gradually been increased. The allocations were Tk. 102.43 crore during 2001-2002, Tk. 84.67 crore during 2002-2003 and Tk.109.62 crore during 2003-2004, and Tk.148.40 crore has been allocated for the current fiscal year (2004-2005). With the above allocation this Ministry has implemented programmes for construction of rural infrastructure, poverty alleviation through training and micro-credit programmes, development of local government institutions, electrification, opportunities for the rural people, education, health, sanitation, water resource development etc. CHT development efforts in the period 2004/2005 have been financed through Annual Development programmes. The activities of the MoCHTA are mainly carried out by the following projects/bloc allocations:

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(Tk. in crore)

No Name Cost Duration Allocation for 2004-2005

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Project CHT Integrated Community development project (UNICEF assisted).

58.00 1996-2005 8.60

2 Chittagong Hill Tracts Rural Development Project (ADB assisted).

321.00 2001-2008 30.20

3 Bloc allocation

Bloc allocation for CHTDB. - - 20.00

4 Bloc allocation for CHT development.

- - 50.00

5 Bloc allocation for New project in CHT.

- - 20.00

6 Bloc allocation for Three Hill District Council.

- - 20.00

Donor interest to support development in the region has remained active, and the main concern for restarting assistance was the need to ensure a safe working environment for development work. As chair of the LCG Sub-Group on the CHT, the UNDP was encouraged to take up these concerns with the Government of Bangladesh. As a result, UNDP and the Government agreed in May 2002 to undertake a risk assessment in the region and to explore the possibilities for renewed development assistance. Accordingly, a Joint GoB/Donor Risk Assessment Mission was fielded in June 2002, and the Mission Report concluded that there was a sufficient level of safety throughout the Hill Tracts to enable development assistance to restart. The Mission also set forward a proposed framework for this development assistance. It concluded that the overriding development challenge in the CHT was the profound and pervasive poverty that affects the people of the CHT., and concluded that this poverty was rooted in and exacerbated by factors such as: the scarcity of cultivable land; low levels of education and health; weak development institutions; high under- and un-employment; and low incomes. The institutions responsible for addressing these issues—viz., the Ministry of Chittagong Hill Tracts Affairs; the CHT Regional Council, the Hill District Councils, the traditional Circle Chiefs system, and the CHT Development Board—are all currently challenged with low development capacities, and with a considerable degree of ambiguity as to their respective authorities and mandates. In spite of these difficulties and impediments to development, there is a strong common commitment of both the people and the institutions of the CHT to see a resumption of development assistance and to participate in a reinvigorated development effort in the region. There is also a clear consensus that poverty reduction is the overarching goal of development, and that it can be best pursued through small-scale, community-initiated

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development activities that are supported by effective development institutions, all for the purpose of reducing poverty. With this background, and following the recommendations of the Joint Mission, the UNDP formulated a one-year Preparatory Assistance project totaling US $ 2 million that was approved by the Government on 14 April 2003. The project targeted 500 ‘Para’ communities to participate in an empowerment process, and to receive micro-grants averaging Tk. 300,000 (approximately US $ 5,000) for small projects across a wide spectrum of development activities identified by the communities themselves. The project also provided for assessment and capacity building of the CHT institutions to support development, and for various confidence-building measures to promote ethnic harmony and address long-standing issues that are critical to future development and sustainable peace. Based on this preparatory strategy, the UNDP has consulted and worked closely with the CHT institutions to develop a 5-year programme that will take forward the principles and practices of the preparatory stage, and expand these broad development opportunities for all peoples and communities throughout the CHT. It will also address region-wide opportunities that will be based on effective regional planning, programming and initiatives with multi-community participation. B. Justification for UNDP Assistance The UNDP has played a central coordinating and facilitating role among the donor community, and in interaction with the Government and CHT institutions, to promote development since the signing of the 1997 Peace Accord. In early 1998, the Government of Bangladesh requested UNDP to field a multi-disciplinary needs assessment mission to the CHT and subsequently to organize an “International Conference on Peace and the Chittagong Hill Tracts” on 20-21 June 1998 in Dhaka. In the wake of these events, the donor community entrusted UNDP with the role of convenor and chair of the LCG Sub-Group on the CHT mentioned above, a task the UNDP has continued to perform up till now. UNDP’s role in coordinating with Government a Joint Risk Assessment Mission was viewed positively by the donor community, and served to refocus their attention on the possibilities of development assistance. UNDP’s Preparatory Assistance project was intended to catalyze this interest by initiating a model of small-scale, community-based development. The new UNDP 5-year programme has been formulated as a multi-donor programme, and UNDP is expected to continue to coordinate and serve the donor interests through this initiative, with funding support from many of them.

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C. Programme Strategy The overall strategy of the programme is to open new opportunities for development in the CHT through the promotion of self-reliant development of communities and the effective support of their development efforts by all concerned development institutions. The 5-year programme will build on the experiences of the one-year Preparatory Assistance phase, will take these to a greater scale to cover the entire CHT, and will further expand the scope of development activity to include the pursuit of region-wide and multi-community development opportunities. The operational strategy of the programme will therefore include the following key components:

(a) capacity building of the institutions of the CHT to effectively plan and technically support the bottom-up community initiatives;

(b) special region-wide initiatives that address cross-cutting development priorities and peace-building opportunities;

(c) empowerment of up to 2,500 Para communities for self-reliant development based on self-assessment of development opportunities, and an undertaking and management of small-scale development activities supported by a Quick Impact Fund;

(d) confidence building discussion and activities among and between communities, CHT leaders from all communities, Government, and Donors, to address and seek practical and alternative solutions to issues that have impeded development;

(e) a further strengthening of the UNDP capacities, especially at the field level, to coordinate, facilitate and support the above initiatives through a partnership approach.

Through this strategy, the programme will enable a much needed human and institutional infrastructure and capacity to emerge in the CHT to undertake development and confidence building measures in a sustainable manner. This will enable active involvement of a wide range of Government machineries, with support of UNDP as an active development partner. It will include the establishment and/or strengthening of:

• A Ministry of Chittagong Hill Tracts Affairs (MoCHTA) that is fully enabled to provide overall policy guidance and to facilitate institutional collaboration for development and confidence building activities;

• The programme will support CHT Regional Council (RC) to carry out its

“coordination and supervision” role for development in the CHT, and to undertake regional planning and initiatives.

• Hill District Councils (HDCs) that will have the operational capacities to work

and support community development initiatives;

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• Chittagong Hill Tracts Development Board (CHTDB) that is fully enabled to undertake development initiatives across the CHT;

• Traditional institutions of Circle Chiefs, including Headmen and Karbaries, who

will provide leadership, facilitatin and support to local development activities.

• Government-registered Partner NGOs (registered by either of the two government bodies authorized to register NGOs)

• Para Development Committees (PDCs) that will serve as the principal mechanism

for communities to manage and finance their own small development initiatives; • A model of decentralized development resource allocation, through the

management of a Quick Impact Fund for micro-grants to communities, that will be gradually absorbed and managed by the HDCs under coordination and supervision of the RC.

• A UNDP established Chittagong Hill Tracts Development Facility (CHTDF) that

is staffed by competent CHT professionals and ancillary personnel, to effectively support and manage the testing and demonstration of empowerment and capacity building processes, both at community and institutional levels, and to gradually turn over these responsibilities and roles to CHT institutions.

• The GoB normal administrative set-up will be actively involved in the process of

implementation.

D. Expected End-of-Programme Situation At the end of the 5-year programme period, it is expected that feasible small-scale development and realistic confidence building measures, will have been catalyzed and demonstrated throughout the CHT region, and that people and institutions will have realized concrete benefits in terms of both enhanced development capacities and early socio-economic results. This improved environment for development and peace will in turn continuously attract donor interest, involvement and support of this multi-donor development programme. It is expected that several donors will co-fund the current programme, and they and other donor/UN Agency partners will initiate other complementary development projects on a bi-lateral basis. As a result, a new sense of optimism and hope for future development of the CHT will emerge among all the communities, along with practical opportunities for individual economic and social gain. This new optimism and opportunity will in turn contribute considerably to a more stable and prosperous Hill Tracts.

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E. Target Beneficiaries The primary direct beneficiaries of the programme are twofold:

(a) Peoples of CHT who will participate in and manage their own small-scale development, and continue to initiate and pursue other development opportunities and resources;

(b) the CHT institutions which will gain new capacities for development policy and planning, community outreach, technical support, and development resource management.

The indirect beneficiaries of the programme will be the various partners who join and support the programme, including the NGOs, the private sector, the local government officials and technical staff, and who will benefit from increased roles and development opportunities in the CHT. F. Purpose, Development and Immediate Objectives, And Outcomes Purpose: Building on the strategy and field experience of the UNDP-supported Preparatory Assistance project, a 5-year Programme will further strengthen CHT institutional capacities and expand support to community small-scale development, while also targeting confidence-building measures and the pursuit of region-wide, multi-community opportunities. Development Objective: The overall development objective of BGD/02/006/G/01/34 is to support the Government of Bangladesh, and to further enable the institutions of the CHT and the communities, to pursue accelerated and sustainable socio-economic development based on the principles of self-reliance and decentralized development initiative, in order to reduce poverty across the region. This objective will be complemented and reinforced by the creation of a conducive development environment based on (a) the resumption of a significant scale of international development assistance to the CHT; and (b) confidence-building measures among the people and institutions of the CHT that promote long-term peace.

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Immediate Objective # 1: Build Capacity and Enhance the Roles of CHT Institutions in Support of Grassroots and Multi-Community Development The CHT has a decentralized institutional structure and system that is entirely unique in Bangladesh. It is the only region in the country with its own ministry (Ministry of Chittagong Hill Tracts Affairs), and its own regional authority (CHT Regional Council). It is also the only region that has (Hill) District Councils that are empowered by Parliamentary Act to assume operational responsibility for delivery of a wide range of “subject area” services taken over from Government Line Departments. Overall, therefore, the CHT institutions have a broad and significant mandate for development policy, planning, implementation and support services. The CHT institutions have a special opportunity to realize these unique roles and responsibilities only if they are able to effectively enhance their capacities to fulfill them. The joint programme will support these goals especially by facilitating the introduction and adoption of modern development strategies, management practices, ICT systems, planning techniques, research and policy capacities, logistical support, and staff training across all of these disciplines. In enhancing these institutional capacities, the programme will place high priority on enabling the CHT institutions to serve directly the needs and interests of the people of the CHT through support of community-initiated development and special region-wide opportunities. This objective will be achieved through the following specific outcomes: Outcome 1.1: CHT Development Vision and Strategy Formulated: A common development agenda for the CHT is articulated to facilitate institutional cooperation in pursuit of common goals. Outcome 1.2: Institutional Self-Assessment and Reform of Management Systems: CHT institutions undertake internal assessments of their management systems, and on this basis, initiate appropriate reforms that enhance the most effective use of human, financial and technological resources. Outcome 1.3: Human Resources Strengthened: Development skills and competencies of CHT institutional staff are enhanced in line with the new development goals agreed. Outcome 1.4: Technical and Logistical Support to CHT Institutions Provided: CHT institutions, both permanent institutions and those established for temporary periods to resolve specific issues (e.g. CHT Land Commission, CHT Refugees Task Force), gain optimal capacity to pursue newly defined common development

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strategies and enhanced management systems, through support of timely technical advice and logistical facilities. Outcome 1.5: Regional/Multi-Community Planning and Programming Capacities Enhanced: Institutional capacities to capture development opportunities on a broader geographical plane involving multiple communities and administrative structures are strengthened. Outcome 1.6: Information & Communication Technology (ICT) Infrastructure Established: Modern ICT facilities and networks, essential tools for development planning and management, are introduced and operationalized within and between all GoB and Local Government institutions in CHT. However, the procured and licensed VSAT of UNDP will be used for UNDP official communication only and not for any other purpose. The same VSAT will not be shared for the purpose of public/private or any other agencies working in Bangladesh and the activity of the present component will be implemented at later stage with prior clearance from MoCHTA. Outcome 1.7: Community Outreach and Support Systems Strengthened: CHT institutions gain specific capacities to facilitate and support participatory, bottom-up, community-driven development. Outcome 1.8: Institutional Research, Policy, and Advocacy Capacities Developed: Professional capacities of the CHT institutions are applied to thoroughly research socio-economic and confidence building issues of unique importance in the CHT, and to present these subjects/policies for internal review and channeling to national levels.

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Immediate Objective # 2: Regional/Cross-Community Development Initiatives Programmed and Implemented: CHT institutions have broad development mandates that go beyond support to community-based initiatives. There are several high potential development opportunities in the CHT that cannot be realized at the community level alone, but can only be pursued on a cross-area basis. These mostly region-wide opportunities will require and take advantage of the newly acquired regional strategy and planning capacities of the CHT institutions. These regional initiatives will need a high degree of partnership building within and outside the CHT, in order to bring to bear the diverse talents and resources essential to the achieving what are clearly ambitious economic and social undertakings. In some cases, it will necessitate an infusion of capital investments from both Government and private sectors, and catalytic resources from donor partners. Facilitating and managing a close collaboration of all such partners will be an important role and responsibility of the CHT institutions. Outcome 2.1: Youth Productively Employed: Young people of all communities in the CHT are employed through both the formal and informal sectors, thereby addressing and diffusing problems emanating from a nearly 50% unemployment rate, high frustration, drug abuse, and illegal activities. Outcome 2.2: Marketing Systems and Rural Infrastructure for CHT Products Enhanced: Currently limited and/or distorted marketing systems and related infrastructures that create major bottlenecks to CHT economic development improved. Outcome 2.3: Private Sector Investment Augmented in CHT: Private sector investment is made in high economic potentials of the CHT (including community-tourism, large-scale horticulture and fruit, spice, and other high-value crop production). Outcome 2.4: Environmental Protection and Management: The deteriorating CHT environment is mitigated through improved protection and management practices. Outcome 2.5: Disaster Preparedness & Management Capacities Strengthened: CHT institutions gain capacities to respond rapidly and in a self-reliant manner to natural or man-made disasters, and to take measures to adequately prepare for local disasters. Outcome 2.6: Critical Health Interventions (Subject to Available Funding): Some of the worst health conditions and mortality rates in all of Bangladesh are mitigated through improved preventative and curative services in critical

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intervention areas promising highest impact: Safe Motherhood Initiative; Malaria Prevention and Treatment; Health Education, Hygiene, and Sanitation. Outcome 2.7: Support to Basic Education (Subject to Available Funding): Half of the primary school age group in the CHT drop out before completing their schooling, and those remaining receive low-quality education due to poor facilities and non-attendance of teachers in remote areas. These deficiencies are addressed through a range of community-based and managed ‘basic education initiatives’, in both formal and non-formal school settings, where curriculum, teaching methodology, incentives and language are tailored to the local needs and potentials, and piloted as quality education opportunities.

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Immediate Objective # 3: Community Empowerment Process For Self-Reliant Development To Support Para Community Small Projects Across the CHT Institutionalized There is broad consensus among CHT institutions and people that the heart of the development vision and strategy for the CHT is small-scale self-reliant development at community level. The clear priority is for development programmes and activities that empower the people of the CHT, and enable them to take charge of their own development. This will include a process of consciousness-raising among the people about such opportunities, as well as their responsibilities and rights in assuming pro-active development roles. It will involve a process of building capacities for community organization and representation, and the requisite technical and management skills essential to effective development work. The process of community empowerment will also require early support of the build up of community self-reliance by a wide range of partners and facilitators. The UNDP will initiate such support through the fielding of front-line workers, including NGOs, community mobilizers, and UN Volunteers. It will also build the capacities of local and traditional leaders to become more active development agents, primarily as facilitators of the empowerment process. The programme will also enable a broad sharing of development experience among the peoples of the CHT. Initially, this will concentrate on identifying what development practices are already working well in the CHT, and how these may be adopted by others. It will gradually enable all communities to visit each others’ development efforts, and to assist each other both technically and organizationally, thereby also serving as a means for expanding the programme to more and more communities. Finally, the UNDP will provide catalytic funding for small project development through a continuation and expansion of the Quick Impact Fund (QIF) established in the preparatory phase. While the QIF will enable communities to immediately start up small scale development, it will also introduce the skills for sourcing and managing such resources from other public and private contributors and investors, thereby initiating a self-reliant approach of community-managed resource generation. The programme will at the same time build the capacities of the CHT institutions to gradually assume the management of QIF as a model of decentralized resource allocation, and to provide essential technical support services to the communities through active engagement of regular Line Departments. Outcome 3.1: Community Empowerment Process and Quick Impact Fund (QIF) Operations Expanded: The experience of the initial preparatory phase in introducing and implementing the community empowerment process and community micro-grants through the QIF funding mechanism is taken to scale throughout the CHT, and gradually institutionalized for sustainability.

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Outcome 3.2: Community Management and Technical Capacities Strengthened: The process of capacity building of communities for self-reliant development in the expansion phase is fine tuned and deepened on the basis of experiences and ‘lessons learned’ among the pilot communities. Outcome 3.3: CHT ‘Best Practices’ Shared Among Communities as Basis for Small Project Development: The process initiated in the ‘preparatory phase’ programme of identifying small community projects that have worked successfully in the CHT and that can serve as models for other communities is continued and completed. Outcome 3.4: NGO/Community Facilitator/UNV Capacities Enhanced: A further strengthening of the skills of the front-line NGOs, their CFs, and the UNVs to coordinate, manage and support the community empowerment process throughout the CHT is accomplished as a priority and prerequisite for programme expansion. Outcome 3.5: Development Role of Traditional and Elected CHT Leaders Activated: The potential facilitative and support roles of local leaders as a new force for development is tapped and applied under the programme. Immediate Objective # 4: Confidence Building to Solve Long-Standing Problems to Development and Sustainability in the CHT Facilitated The signing of the CHT Peace Accord in December 1997 was a watershed moment for Bangladesh and has paved the way for undertaking genuine development and confidence building initiatives in the CHT. The present UNDP programme will actively support the GoB initiatives for development and confidence buildings in the region and will seek to build and strengthen the gains of the Accord. This facilitative role of the UNDP will enable the concerned organizations/sectors in the Government and in the CHT institutions, and very importantly among the people and local leaders of the CHT from all communities, to explore and work together toward new understanding and practical modalities for confidence building and joint action. This will involve a considerable amount of open discussion and dialogue and wide consultation involving all communities, institutions, GoB, and other stakeholders, at various levels on the key issues. It will also involve joining together to witness and experience first hand the ways and means by which similar impasses have been overcome in other countries that are in post-conflict periods of reconciliation and peace building.

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The confidence-building process will test and demonstrate fresh alternative approaches to resolving problems and dispute, and will introduce strategies, procedures and operational modalities that have worked elsewhere to enable elections and representative government to take place in an equitable, free and fair atmosphere, to address the residual security issues, and to build a democratic system of governance that includes the active participation of all people across the Hill Tracts in sharing their rich cultures and managing their own resources. Outcome 4.1: Dialogue and Partnership for Joint Action Implemented: People of all communities, GoB, and institutions work together to exchange ideas/concerns, identify shared priorities, and organize joint efforts to find solutions to issues/problems critical to them . Outcome 4.2: Study Tours on Innovative Development & Confidence-Building Experiences Conducted: Representatives and officials of all institutions, organizations and groups involved in and relevant to CHT development at all levels gain broad exposure to experiences of other countries that have introduced development innovations and addressed similar confidence building issues. Outcome 4.3: Exchange Visits Across the CHT Facilitated: Community people across and outside the Hill Tracts share experience and expertise on self-reliant development. Outcome 4.4: GoB Initiatives for Land Dispute Resolution through Land Commission Supported: With full knowledge, consultation and concurrence of GoB, issues of land ownership that have direct impact on development opportunities are addressed through effective work of CHT Land Commission and complementary modalities. GoB measures to reinstate and activate the CHT Land Commission will be supported by the programme as needed, including technical advisory services, training of staff, and logistical support. Outcome 4.5: Community-Managed Forestry Piloted: Under the guidance and policies of GoB, a piloting of participatory management system of forest lands in the CHT, directly benefiting the CHT populations of all communities, undertaken. An Analysis of Forestry Land/Resource Utilization will be undertaken based on available studies and data, recommendations will be made regarding opportunities and strategies for co-management of the forests, and study tours to neighboring countries (e.g. Nepal, Bhutan) will be made under Output 3.2 to witness community-managed forestry programmes in action.

A Pilot Community Forestry Initiative will be implemented in 6 Upazilas to provide training to local communities, and to test and demonstrate effective approaches and benefits to all communities in the CHT and to the environment.

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Outcome 4.6: Enhancement of the Police Force Working in the CHT Supported: Under guidance and coordination of the Ministry of Home Affairs, and in fulfillment of the findings and recommendations of the Joint GoB/Donor Risk Assessment Report, the Police Force working in the CHT capacities are strengthened. Technical assistance will be provided through the Ministry of Home Affairs, in collaboration with MoCHTA to develop an optimal human resource plan, drawing on available standard models, for the police force in the CHT. A Training Programme for the police force working in the CHT will be designed and implemented with support of the programme, with emphasis on modern policing and investigative techniques and police management. A CHT Police Logistics Support Plan will be developed and funded on a phased basis, with priority to those resources required to ensure safety of UN/development staff working in the CHT. Outcome 4.7: GoB Electoral Initiatives Advised and Supported: At the request and under the guidance of GoB, UN electoral advisory services and experience are shared with the GoB to explore relevant issues and possible modalities for the CHT. If and as needed, world-wide UN electoral technical experience, expertise and assistance will be made available to GoB, including MoCHTA, to advise on electoral rules, procedures and systems, and to explore and facilitate a consensus and way forward on these matters. Technical and logistical assistance in organizing and conducting the elections will also be made available if and as required. Outcome 4.8: Minority Interests and Cultural Diversity Promoted: Cultural interests and opportunities of tribal minorities in the CHT are safeguarded and promoted, and clear and positive profiles of the tribal culture are developed and presented. Outcome 4.9: Incentive Programmes Introduced: CHT people of all communities receive special recognition for excellent performance and contributions in new development roles, and youth are provided special encouragement and incentive through sports. Outcome 4.10: GoB Initiatives for Returned Refugees/People Internally Displaced/Ex-Combatants Complemented: People uprooted and/or displaced by infrastructural development and internal conflict will reestablish their lives in the CHT.

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Immediate Objective # 5: UNDP Operational Infrastructure and Capacities to Support CHT Development, Confidence Building and Donor Coordination Are Enhanced The 5-year programme for Promotion of Development and Confidence Building in the Chittagong Hill Tracts is a unique opportunity for the UNDP to serve Bangladesh as a facilitator of peace and development in a post-conflict setting. In order to assume this important role, and the diverse responsibilities for field-based operations, institutional capacity building, and facilitation of confidence building that this entails, the UNDP must ensure its own strong physical, technical and managerial capacities to meet these challenges. UNDP will therefore continue to expand and enrich its human resources and logistical support systems in all of its offices throughout the CHT and in the Dhaka office. This will require phased hiring of additional staff, especially to work at the field levels, and continuous training for such staff in relevant facilitative and management roles. Recruitment will be done in a manner to ensure representation of diversity among all people. It will also require the UNDP to continue to partner with experienced international and national development partners, and to subcontract technical and coordinating/supervisory roles to them. The UNDP will maintain as part of its core mandate the important role of serving, facilitating and coordinating the interests and active involvement of the donor community in the CHT. This will include UNDP’s continued Chairmanship of the Local Consultative Group’s Sub-Group on the CHT, and the building of a strong Government, UN and Donor partnership for this 5-year programme. Outcome 5.1: UNDP Infrastructure and Capacities: UNDP’s Chittagong Hill Tracts Development Facility (CHTDF) support operations, with head office in Dhaka, Field Office in Rangamati, and two Sub-Offices in Bandarban and Khagrachari, are maintained and further strengthened. Outcome 5.2: Technical Services: International and national advisory and service subcontracts provide quality backstopping of the programme. Outcome 5.3: Donor Coordination: Donor collaboration and coordination in support of development and confidence building in the CHT is achieved through an active facilitation of UNDP/CHTDF.

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G. SUMMARY OF INPUT BUDGETS PER OUTCOME-COMPONENTS

Component 1.1: USD $ 5,000 Component 1.2: 93,000 Component 1.3: 197,000 Component 1.4: 744,700 Component 1.5: 180,700 Component 1.6: 1,222,500 Component 1.7: 24,000 Component 1.8: 241,100 Component 2.1: 574,000 Component 2.2: 560,000 Component 2.3: 421,600 Component 2.4: 584,000 Component 2.5: 436,500 Component 3.1: 22,669,400 Component 3.2: 134,000 Component 3.3: 230,400 Component 3.4: 5,486,800 Component 3.5: 1,022,160 Component 4.1: 430,000 Component 4.2: 480,000 Component 4.3: 140,000 Component 4.4: 234,100 Component 4.5: 448,000 Component 4.6: 208,400 Component 4.7: 173,000 Component 4.8: 448,000 Component 4.9: 432,450 Component 4.10: 834,000 Component 5.1: 8,659,744 Component 5.2: 575,000 Component 5.3: 25,000

Total (Phase II & III): US $ 47,914,554 Total (Phase I: Preparatory): US $ 2,085,446 Project Total (Phase I, II & III): US $ 50,000,000

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H. Management and Institutional Arrangements 1. United Nations Development Programme (Chittagong Hill Tracts Development

Facility—CHTDF) Continuing the arrangements under the Preparatory Assistance phase, the UNDP/CHTDF will consult and be guided by the relevant Government bodies in assuming its direct responsibility for managing the project under UNDP's 'Direct Execution' procedures. As such, UNDP/Bangladesh will assume the role of Executing Agency, and CHTDF will assume the role of Implementing Agency. Under the ‘Direct Execution’ procedures, UNDP/CHTDF will directly contract all consultants, NGOs, national organizations, and international institutions to provide coordination/facilitation and management services, technical assistance, research, and training during the full 5-year programme. UNDP/Bangladesh will also directly recruit and contract project staff, and assume financial accountability responsibilities for the project. The Secretary in the Ministry of CHT Affairs will serve as counterpart to the CHTDF Director throughout the implementation of this project and will, within the overall framework of UNDP's policy on Direct Execution, provide policy guidance and support functions similar to those of a National Project Director (NPD) in UNDP-funded projects under national execution (NEX). 2. Central Government The Government of Bangladesh will be fully engaged and consulted in the programme at national level and will assume the following specific responsibilities:

• Ministry of Chittagong Hill Tracts Affairs (MoCHTA): will assume responsibility as the Co-operating Agency to the Implementing Agency of the programme. Overall, The MoCHTA will also take responsibility to convene and chair the:

National Steering Committee (NSC) of the programme which will convene on an annual basis and consist of the following members: Minister/State Minister/Deputy Minister of MoCHTA (Chairperson); Secretary of MoCHTA; Joint/Deputy Secretary (Development) MOCHTA (Member Secretary); Chairman/representative of the Regional Council; 1 Chairperson of the CHT Hill District Councils (based on annual rotation among the 3 HDC Chairpersons); Chairman/representative of the CHTDB; 1 CHT Circle Chief (based on annual rotation among the 3 Circle Chiefs); representative of Prime Minister’s Office; Representative of the Ministry of Home Affairs; Divisional Commissioner; Representative of Planning Commission; Representative of Economic Relation Division; Conservator of Forests; UNDP Resident Representative; and two representatives of CHTDF. The NSC will be responsible for overall policy guidance and advice to the programme.

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3. Local Government Local government institutions at Regional, District, Upazila and Union levels will also assume active roles in the programme and will have the following responsibilities:

• CHT Regional Council: will assume responsibility as the chair of the:

Regional Coordination Committee (RCC) of the programme which will be convened at least once in every 4 months, and consist of the following members: Chairman of the Regional Council (as Chairperson); RC Chief Executive Officer (Member Secretary); representative/focal point of MoCHTA; 3 Chairpersons of the Hill District Councils; 3 Circle Chiefs; 1 RC Member from each District; 1 Woman RC Member; representative of CHTDB; representative of the Association of Union Parishad Chairmen; representative of Headmen’s Association; two representatives of Civil Society/Women’s/Business Community (elites of the society who have reputation and social recognition); Divisional Forest Officers (3); Superintendents of Police (3, as observers only); and two representatives of UNDP/CHTDF; and three Deputy Commissioners of the three hill districts. The RCC will be responsible for operational guidance to the programme.

• Hill District Councils: will assume responsibility as chair of the:

District Project Facilitation Committee (DPFC) of the programme which will be convened on a quarterly basis and consist of the following members: Hill District Council Chairman (as Chairperson); HDC Chief Executive Officer (Member Secretary); Deputy Commissioner or his/her representative; 3 HDC Section in charge; 1 HDC Member; 2 representatives of the Regional Council; concerned Circle Chief/representative; 4 representatives of the Line Departments of Government; representative of UP Chairmen Association; representative of Headmen’s Association; representative of Women’s Association; 2 representatives of Civil Society (elites of the society who have reputation and social recognition) and Private Sector (they will be selected by the concerned authority); 3 representatives of UNDP/CHTDF. The DPFC will be responsible for selection of pilot Upazilas and over-viewing/monitoring the field operations.

• Upazila Nirbahi Officer (UNO): will assume responsibility as chair of the:

Upazila Advisory Committee (UAC) of the programme which will be convened on a quarterly basis and consist of the following members: UNO (as Chairperson); the NGO Coordinator for the CHTDF programme in the Upazila (Member Secretary); all Union Parishad Chairmen in the Upazila; 5 representatives of Headmen’s Association; 2 representatives of local entrepreneurs/craftsmen; 1-3 Opinion/Civil Society Leaders; representative Women’s organization; all Line Departments based in the Upazila; and the national UNVs working in the Upazila. The UAC will be responsible for facilitation of all concerned stakeholders in the Upazila participating in the programme. The committee will review the selection of Para communities and

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send their comments to the Union Facilitation Committee (UFC) for necessary action.

• Union Parishad Chairman: will assume responsibility as chair of the:

Union Facilitation Committee (UFC) of the programme which will be convened on a monthly basis, or more frequently as required, and consist of the following members: Union Parishad Chairman (as Chairperson); 2 Community Facilitators (one to serve as Member Secretary); 1 UP Ward Member; 1 Woman Ward Member; 2 representatives of Headmen’s Association; 2 representatives of Para Development Committees (PDCs); 1 local entrepreneur/craftsman; 1 school/college teacher; 1 Opinion Leader; 1 national UNV. The UFC will be responsible for selection of the participating Para communities under the programme, and for screening/review and approval of small projects submitted by Para Development Committees (PDCs). Soon after the selection of Para communities, the UFC will send it to the UAC for review and comments.

4. NGOs and Communities Non-governmental and community entities will assume responsibilities under the programme as follows:

• Upazila Support Teams (USTs): The 5-year programme will gradually expand to all Upazilas of the CHT. UNDP/CHTDF will contract at least one local NGO per Upazila to coordinate and facilitate the ‘community empowerment’ and QIF process and activities with an average of 120 Para Development Committees (PDCs) in each Upazila. The NGOs will also coordinate a technical ‘support system’ to the communities, through the formation and day-to-day operation of an Upazila Support Team, consisting of: the lead NGO Coordinator; the concerned Line Department technical staff based in the Upazila; the Community Facilitators hired by the NGOs (one CF per 10 PDCs); and the national UNVs assigned to the respective Upazilas. The role of the USTs will be to facilitate the empowerment and QIF process, and to provide/arrange technical backstopping to the small projects that emerge. The UST will brief the Upazila Advisory Committee (UAC) at least once a month.

• Para Development Committees (PDCs): The PDC will be elected by the

respective community people, and will consist of 1/3 women, 1/3 poorest of the poor in the community, and 1/3 from the remainder of the community. The PDCs will continuously consult and involve the wider community people, will decide on the type of small project to be undertaken (with reference to the CHT Best Practice Handbook), and will organize and manage implementation of the projects with assistance of the UST.

5. Advisory Panel

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An Advisory Panel will be established under the programme. The Advisory Panel will consist of one representative each from: Ministry of Chittagong Hill Tracts Affairs (MoCHTA), the Regional Council (RC), and a representative of Traditional Leadership/Civil Society. The Advisory Panel will have a non-executive advisory role to: advise the management of UNDP/CHTDF on issues, operational approaches and policy implications relevant to the programme, and prepare concept/issue papers as necessary. The Advisory Panel will convene and meet with UNDP/CHTDF management as and when necessary or when requested by CHTDF. I. Risks and Prerequisites Effective and smooth implementation of the UNDP/Donor-funded 5-year programme in the CHT will depend on a stable and peaceful environment for development work to take place. The implementation of the programme will therefore require a steady progress in the socio-economic and political environment in the CHT, and a reconciliation of all parties concerned. The programme is based on a partnership approach of national, regional, local, and UN/Donor partners working together, and as such, will require a continuous commitment and practice of active and open collaboration and cooperation between these partners. J. Programme Review and Reporting BGD/02/006 will be subject to the same review and reporting requirements as all other UNDP-funded projects and will in addition be subjected to the same kind of joint GoB/donor monitoring which is foreseen more broadly for Bangladesh’s recently approved Poverty Reduction Strategy Paper (PRSP). To assist this process, the project will produce Triennial Progress Reports prepared by the CHTDF management. These Progress Reports will be shared and discussed at the meetings of the Regional Coordination Committees (RCC), and will be presented and discussed at the annual National Steering Committee. Guidance and feedback from these meetings and discussions will be taken into account in the further implementation of the programme. K. Legal Context This programme document shall be the instrument referred to as such in Article 1 of the Standard Basic Assistance Agreement (SBAA) between the Government of Bangladesh and the United Nations Development Programme, signed between the parties on 25 November 1986. The host country implementing agency shall, for the purpose of the Standard Basic Assistance Agreement, refer to the government cooperating agency described in that Agreement. The following types of revisions may be made in this programme document with the signature of the UNDP Resident Representative only, provided he/she is assured that the other stakeholders in this project have no objection to the proposed changes:

a) revisions in, or addition of, any of the annexes of the programme document;

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b) revisions which do not involve significant changes in the immediate objectives, outputs or activities of the programme, but are caused by the rearrangement of inputs already agreed to, or by cost increases due to inflation.

In line with the requirements of Direct Execution (DEX), UNDP’s rules and regulations will be applied to all procurement funded by this programme. A waiver to that effect has already been issued by the relevant authorities of the Government in line with the Public Procurement Regulations 2003 which states as follows :

“To the extent that these Regulations conflict with an obligation of the Government under or arising out of an agreement with one or more other countries or with international organization(s), the provisions of that agreement shall prevail provided that prior concurrence of the Cabinet Division and IMED shall be obtained before entering into any obligation necessitating non-application of the Regulations in whole or in part.”

Finally, the CHTDF will – in the interest of transparency and operational efficiency – formulate various “Operational Guidelines/Manuals” to provide detailed guidance, where required, for the implementation of particular components of the programme.

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ANNEX - I:

INDICATIVE WORK PLAN

(January 2005 – September 2009)

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IMMEDIATE OBJECTIVE #1: Build Capacity and Enhance the Roles of CHT Institutions in Support of Grassroots and Multi-Community Development Proposed Funding Level: US $ 2,708,000--Share of Project Grand Total: 5.6% COMPONENT 1.1: CHT Development Vision and Strategy Formulated Activity 1.1.1: One on one consultation with each CHT institution will be held concerning development objectives and priorities for the CHT; and relevant study tours to countries that have developed such Vision/Strategies will be arranged under Output 3.2. Activity 1.1.2: Interactive workshops (technical level drafting and senior level endorsement) will be organized including all CHT institutions (MoCHTA, RC, HDCs, DCs, Traditional systems, UP Chairpersons, Women representatives, NGOs, and CHTDB) to draft a CHT Development Strategy that will guide the development work of institutions, peoples of CHT, and donors. Input Budget:

• Workshops

o Joint Institutional & Traditional Workshop USD 3,000 (100 technical participants—RC, HDCs, DCs, CHTDB, Traditional & Elected Leader — X USD 30)

o Senior Management Workshop USD 2,000

(50 senior participants same institutions X USD 40)

Sub-Total Component 1.1: USD 5,000

COMPONENT 1.2: Institutional Self-Assessment and Reform of Management Systems Activity 1.2.1: Consultations within each CHT institution are facilitated to review respective management systems and human resources and to initiate recommended changes based on a Management Plan.

Activity 1.2.2: Inter-institutional workshops are conducted involving all CHT institutions (MoCHTA, RC, HDCs, DCs, Traditional systems, UP Chairpersons, Women representatives, NGOs, and CHTDB) in collaboration with relevant national institutions, to review, share and formulate approaches for enhancing management systems within and between these institutions, including: an assessment and streamlining of overlapping mandates and institutional structures, enactment of appropriate legal/administrative rules of business, communication bottlenecks, coordination mechanisms, ICT linkages, and operational cooperation. A CHT Institutional Collaboration Plan will be formulated on this basis. Input Budget: • Sub-contract

o International Facilitation Consultant 6 PM—USD 60,000

o National Consultants on Technical Topics 12 PM—USD 24,000 (assessment and streamlining of overlapping mandates and institutional structures, enactment of appropriate legal/administrative rules of business, communication bottlenecks, coordination mechanisms, ICT linkages, and operational cooperation)

• Workshops

o 10 Joint Workshops on: USD 9,000 (30 participants each X USD 30)

Management Plans CHT Institutional

Collaboration Plan Technical Topic (as above)

Sub-Total Component 1.2: USD 93,000 COMPONENT 1.3: Human Resources Strengthened Activity 1.3.1: A Human Resource Development Plan will be drafted for each CHT institution (e.g. MoCHTA, RC, HDCs, CHTDB, etc.) based on a further detailed assessment of staffing numbers, competencies, new recruitments, assignments, and performance, and on this basis, staffing tables will be revised (and additional staffing requested through formal Government channels as needed), and reassignments/job descriptions/personal development plans arranged in line with new mandates, development plans and strategies.

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Activity 1.3.2: A multi-institutional Staff Training Plan will be developed setting out all fresh and periodic training that is required by CHT institutions, both individually and jointly, to raise skills and competencies in line with new development strategies. Activity 1.3.3: A sub-contract(s) will be developed and entered into with appropriate training institution (s) to plan and carry out a comprehensive training programme for the CHT institutions. Activity 1.3.4: Training Units will be established/strengthened in the MoCHTA, RC, CHTDB, etc., to coordinate the planning and facilitate the training activities. Activity 1.3.5: Skills for development strategies of the CHT institutions will be enhanced through training and attachment programmes (including outside Bangladesh). Input Budget:

Sub-contract

o National Institution (s): 96 PM USD 192,000 Services of an appropriate Training institution (s) retained to: Prepare a detailed multi-

institutional Staff Training Plan (based on each institutions Human Development Plan) Develop relevant curriculum

and training materials Conduct series of training

courses, individually and jointly for CHT institutions, on a wide range of subject matter

• Non Expendable Equipment

o Computer packages for the USD 5,000 Training Units in the MoCHTA and RC (USD 2,500 per package)

Sub-Total Component1.3: USD 197,000

COMPONENT 1.4: Technical and Logistical Support to CHT Institutions Provided

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Activity 1.4.1: Periodic consultations will be held with each CHT institution to determine their evolving needs for external technical advice and assistance, a TA Action Plan for each institution will be prepared and updated regularly for this purpose, and timely assignment of advisers/consultants (national or international) will be arranged by CHTDF accordingly. Activity 1.4.2: A review and assessment of the logistical infrastructure of each CHT institution will be made and a Logistical Support Plan will be drafted, updated and followed up with provision of minimal equipment essential to carry out plans and achieve goals. Input Budget:

• Personnel o International Consultant on

Institution Capacity Building (already funded in the budget)

• Non-Expendable Equipment

o Field Vehicles ( 4 X 4s) and Vehicles USD 500,000 Motorbikes: Motorbikes USD 50,000

(USD 25,000 per vehicle and USD 2,500 per motorbike)

especially for use by Community Support Officers and other Field Support Personnel One Unit consists of one vehicle and One motorbike: Units

RC (including Mini-Bus) 5 HDCs (4 X 3 Districts) 12 Other 3

o Boats for RC (one small and one flat-bottomed) USD 25,000 o Computers/Software (Brand) Computers USD 39,000 (including UPS, Keyboard, Mouse, Scanner, etc)

Cost per Computer Unit: USD 1300 Cost per Printer (one per Printers USD 10,000 3 computers): USD 1000 Cost per Scanner (one per Scanners USD 1,400 3 computers): USD 140 Laptop Compute: USD 2500 Laptops USD 25,000

Computers / Laptops / Printers / Scanners RC 6 4 2 2 HDCs (6 X 3 Districts) 18 3 6 6 Other 6 3 2 2

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o Photocopiers (heavy duty with sorter) USD 32,500

(USD 3,250 per unit)

RC 2 HDCs (2 X 3 Districts) 6 Other 2

o Media Equipment RC / HDCs / Others USD 37,800

Digital Cameras 1 3 2 Digital Video Cameras 1 3 2 Muliti-Media Projectors 1 3 2 Overhead Projectors 1 3 2 Screens 1 3 2

o Radio Equipment RC / HDCs

HF Radio Base Stations 1 3 USD 24,000

Sub-Total Component 1.4: USD 744,700 COMPONENT 1.5: Regional/Multi-Community Planning and Programming Capacities Enhanced Activity 1.5.1: Staff of the MoCHTA, RC, HDCs and CHTDB are trained in Regional and Sub-regional planning and programming technical skills, including:

o Spatial and resource planning o Socio-Economic planning o Revenue Generation o Poverty Analysis (root causes) o Database management o Socio-Economic Mapping Skills o Multi-institutional planning

Activity 1.5.2: Inter-institutional workshops (technical and management levels) are conducted to formulate relevant regional/sub-regional plans in the CHT to address needs and opportunities that cut across districts, Upazilas, unions and peoples of CHT, and require common development approaches. Activity 1.5.3: Planning Cells/Units will be set up/strengthened within the MoCHTA, RC, HDCs, and CHTDB respectively, and existing and/or new staff/consultants recruited and assigned for this purpose. Professional computerized planning equipment and software will be provided.

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Input Budget:

• Sub-contracts

o International Consultant (s) 12 PM USD 120,000 Specialist in Regional/Sub- Regional Planning to train and facilitate planning

• Workshops

o 6 multi-institutional workshops USD 1,800 (30 participants each X USD 10 X 3 days each)

(teas and lunch USD 150 X 6 workshops)

• Non-Expendable Equipment (for Planning Cells)

o Computers/Software (Brand) Computers USD 13,000 (including UPS, Keyboard, Mouse, Scanner, etc)

Cost per Computer Unit: USD 1300 Cost per Printer (one per Printers USD 5,000 3 computers): USD 1000 Cost per Scanner (one per Scanners USD 900 3 computers): USD 140

Computers / Printers / Scanners RC 2 1 1 HDCs (2 X 3 Districts) 6 2 2 Other 2 1 1

o Resource Libraries (Planning Cells) USD 40,000 (Professional literature, documents, reports)

(4 Full Resource Libraries)

Sub-Total Component 1.5: USD 180,700 COMPONENT 1.6: Information & Communication Technology (ICT) Infrastructure Established

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Activity 1.6.1: An assessment will be undertaken of existing and future ICT requirements within each CHT institution, and a CHT-wide ICT Development Plan will be formulated, including the necessary training to ensure skills are in place to match the new infrastructure. This will include basic computer courses and ‘Internet Cafe’ facilities in suitable locations. Activity 1.6.2: Website Development and Management for each CHT institution will be facilitated through technical advice and assistance. Activity 1.6.3: A VSAT system will be installed and operated, on approval by MoCHTA, through CHTDF to provide Internet connectivity among relevant CHT institutions Activity 1.6.4: Piloting in the use of VSAT/internet in various GoB and Local Government institutions at District, Upazila, Union levels will be undertaken initially in all 3 Districts, and the usefulness of this technology will be demonstrated in terms of creating information databases, tools for planning, updated market data and analysis, educational forums, etc. Input Budget:

• Sub-contract

o National Consultant/ Institutions(s) 50 PM USD100,000 to assist in planning and training for ICT skills and roles, the use of internet, Website Development, and to backstop the Pilot for internet Community Access (see below)


o VSAT Technology installed in CHTDF Rangamati, Bandarban and Khagrachari .

Basic VSAT is USD 50,000 USD 150,000

Large capacity UPS Units for VSAT USD 15,000

Systems X 3

Annual Bandwidth Fee of USD 144,000 USD 12,000 after 1st year)

Point-to-Point Radio Link USD 25,000 Connectivity to Regional Council 3 HDC, and 3 DCs, and 3 SPs (USD 2,500 per link)

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LAN and Network Systems (for total USD 17,500

7 CHT institutions)

o Pilot VSAT/Internet for Community Access (Pilot in all 3 Districts)

6 Point-to-Point Radio Links from USD 108,000

District CHTDF Office to each of 6 Upazila Hubs (USD 6000 per link)

6 Point-to-Point Radio Links from USD 270,000 Upazila Hubs to 6 Union level Sub- Hubs (e.g. Secondary Schools) each (total 36 Sub-Hubs X 3 Districts X USD 2,500)

6 Additional Point-to-Point Radio USD 15,000 Links serving as ‘Repeaters’ in difficult Terrain (X USD 2,500)

36 Power Source Units at each Sub-Hub USD 108,000 (USD 1000 each Unit) X 3 Districts

36 Computer Packages (including USD 270,000 printers, scanners, etc.) X 3 Districts X USD 2,500

Sub-Total Component 1.6: USD 1,222,500 COMPONENT 1.7: Community Outreach and Support Systems Strengthened Activity 1.7.1: Based on the institutional self-assessments (Output 2.2), an in-depth analysis will be made of the existing staff experience and the new skills and capacities required to make each institution effective in over-viewing, technically-logistically supporting and/or monitoring the community empowerment process under the programme.

Activity 1.7.2: Each CHT institution will determine on the above basis the need for strengthening their community outreach capacities, develop Community Outreach Strategies accordingly, and explore and determine appropriate outreach staff requirements, who will be provided training under Output 2.3.

Activity 1.7.3: Given the critical importance of logistical support for community outreach, special preference will be given within the Logistical Support Plan (2.4.2) to the provision of motorbikes

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for any outreach work, and a detailed assessment of these needs will be made and included in the Logistical Support Plan. Each institution will also commit within their respective internal budgets adequate resources to meet operational and maintenance costs.

Input Budget:

• Sub-contract

o National Consultant (s) 12 pm USD 24,000 Assist each institution to develop

Community Outreach Strategy Provide individual and joint

training to the institutions

• Training

o Training in Community Outreach/Support will be arranged and funded under Output 3. Sub-Total Component 1.7: USD 24,000

COMPONENT 1.8: Institutional Research and Policy Developed Activity 1.8.1: Research and Policy Sections will be established within the MoCHTA and the RC, staffed by qualified existing or newly recruited professionals, and equipped with comprehensive Resource Libraries/Documentation Centres, and computerized equipment. Activity 1.8.2: A Research-Policy Fund will be established to enable the Research and Policy Sections of the MoCHTA and RC to each carry out research and develop Policy Papers for a minimum of 2 priority subjects, as decided by their respective managements, each 6-month period. Activity 1.8.3: All Policy Proposals approved by management, and in the case of the regional level vetted by the Regional Coordination Committee (see below), will be submitted to the National Steering Committee of the programme for review, discussion and approval. Input Budget: • Sub-Contracts

o Research-Policy Fund USD 50,000 (4 research/policy papers X 5 years)


o Resource Library/Documentation Centres USD 20,000 A comprehensive research library will be provided to MoCHTA and RC respectively

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for use by the newly established Research and Policy Sections

o Computers/Software USD 11,100 Each Research and Policy Section will be provided with: 2 Computers (USD 1300 each) 1 Printer (USD 1000 each) 1 Photocopier (USD 3250 each)

• Study Tours

o Attachment programmes USD 160,000 for institutional research and policy development

(4 attachments of 4 Staff for 2 months X USD 40,000)

Sub-Total Component 1.8: USD 241,100 IMMEDIATE OBJECTIVE # 2: Regional/Cross-Community Development Initiatives Programmed and Implemented Proposed Funding Level: US $ 2,576,100–Share of Project Grand Total: 5.4% COMPONENT 2.1: Youth Productively Employed Activity 2.1.1: A multi-donor ‘CHT Youth Employment Initiative’ will be coordinated by the MoCHTA in collaboration with RC and HDCs, District Administration, and Ministry of Youth and Sports, and programmed and implemented to focus on: (i) job creation in cooperation with the private sector, and (ii) self-employment for income-generation through micro-enterprise. Activity 2.1.2: A special Youth Employment Fund, available to youth of all communities of the CHT, will be established and administered by UNDP/CHTDF under the operational guidance of a ‘Fund Management Committee’ consisting of the MoCHTA, RC, and CHTDF, and representatives of local entrepreneurs and civil society, will be established largely through private sector and donor contributions, in order to fund training programmes, job placement systems, and access to credit. Input Budget: • Sub-Contract

o UN Agency (ies) and an appropriate NGO (12 PM = USD 24,000) in USD 24,000 collaboration with the HDCs will technically

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backstop a ‘CHT Youth Employment Initiative’, by: developing a project document

Piloting the Youth Employment Initiative USD 500,000

systems and capacity building throughout the CHT to test/demonstrate effective:

*Job creation through private sector *Self-employment through micro-enterprise

Establishing a Unit within the Regional USD 50,000

Council to manage a ‘Youth Employment Fund’ dedicated to pursuing donor and

Government funding of an expanded employment scheme based on the Pilot experience.

Sub-Total Component 2.1: USD 574,000 COMPONENT 2.2: Marketing Systems and Rural Infrastructure for CHT Products Enhanced Activity 2.2.1: A Comprehensive Marketing Survey and Analytical Study will be undertaken, building on the work carried out under the RDD ‘Best Practices’ assessment on this issue, to examine the main marketing constraints and most practical and feasible actions to improve market access and fair prices for CHT existing and new products. Activity 2.2.2: Pilot Marketing Systems Scheme will be facilitated by the Regional Council, HDCs and local entrepreneurs and developed based on the above findings and recommendations, and feasible innovative/alternative/ streamlined marketing infrastructures and channels (including cooperative systems) will be tested and demonstrated with emphasis on high value crops and linkages to agro-processing facilities. Activity 2.2.3: Village Road & Trail Networks will be assessed in the participating multi-community areas of the programme, and improvements will be undertaken through on-going ‘Food for Work’ schemes particularly to enhance market assess in these areas. Electronic communication systems will also be introduced in these same areas as these systems, mainly Internet connectivity, are installed and activated under Output 2.6 to facilitate rapid and timely access to market information and sales opportunities.

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Input Budget:

• Sub-Contract

o UN Agency Consultant 6 PM USD 60,000 To continue work under RDD and to Develop Comprehensive Marketing Survey and Analytical Study

o Pilot Marketing Systems scheme USD 500,000 implemented in selected areas to demonstrate innovations and improvements

Sub-Total Component 2.2: USD 560,000 COMPONENT 2.3: Private Sector Investment Augmented in CHT

Activity 2.3.1: A CHT Private Sector Partnership will be facilitated by the Regional Council and local entrepreneurs through consultative and dialogue meetings and managed networking, consisting of business community and institutional/traditional leaders within and outside the CHT, to actively plan and pursue investment opportunities that are geared to involve and benefit all people in the CHT. Activity 2.3.2: A CHT Investment Fund will be established and administered by UNDP/CHTDF, deposited and channeled through standard banking arrangements, and jointly managed by a CHT Investment Fund Consortium consisting of the Regional Council, HDC, CHTDB and local entrepreneurs from all communities to analyze and disseminate investment information and opportunities, to conduct pilot feasibility studies of new investment opportunities, to establish linkages with QIF, and to facilitate linkage/access of entrepreneurs to venture capital for people-centred investments, and to support development of business management skills, and mechanisms to back up private sector venture capital investments and bank loans. Input Budget:

• Workshops

o 15 ‘Partnership for CHT Investment’ USD 10,500 Workshops organized in different venues within and outside the CHT (35 participants per workshop X USD 20 X 15 workshops)

• Sub-Contract

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o National Institution/Consultant (s) USD 50,000 Conduct 2 Investment Feasibility Studies per year X USD 5,000 per Study X 5 years

o Back up support for innovative private sector initiatives USD 350,000


o Computers/Software USD 11,100 A special CHT Investment Office will be based in the RC to maintain an investment database and network, for which it will be provided:

2 Computers (USD 1300 each) 1 Printer (USD 1000 each) 1 Photocopier (USD 3250 each)


COMPONENT 2.4: Environmental Protection and Management Activity 2.4.1: A region-wide Environmental Assessment of the CHT is conducted by competent local consultants and institutions in collaboration with the RC and HDCs, utilizing available secondary sources and primary sources where necessary, to update and determine the region’s environmental status, and to draft a CHT Environmental Action Plan. Activity 2.4.2: A Pilot CHT Environment Protection and Management Initiative is undertaken in 2 Upazilas of all 3 Districts, with priority on: (i) soil erosion and conservation; (ii) watershed management; (iii) development and/or use of alternative energy sources; (iv) community environmental services. Input Budget: • Sub-Contracts

o International Consultant to assist 6 PM USD 60,000 the RC and HDCs to carry out an Environment Assessment of

the CHT and to develop a CHT Environmental Action Plan

o National institution/consultant (s) 12 PM USD 24,000

To assist the International

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Consultant

o Pilot CHT Environmental Protection and USD 500,000 Management Initiative undertaken in total of 6 Upazilas across the 3 CHT Districts, consisting of:

Training in environmental protection and management

In-depth studies Development/procurement and demonstration

of alternative environmental technologies Area management Community participation and management


COMPONENT 2.5: Disaster Preparedness & Management Capacities Strengthened Activity 2.5.1: Disaster Preparedness & Management Training will be organized for personnel of the RC and the HDCs, and the NGO community, to impart skills for management and technical relief operations. Activity 2.5.2: A Disaster Watch & Management Centre will be set up within the Regional Council to maintain a radio network, information/data system, public educational campaign, and to coordinate rapid responses to both chronic and unexpected emergencies. Activity 2.5.3: A Disaster Response Fund will be established and managed by the RC (Disaster Watch & Management Centre) to provide quick response to disasters in the CHT. Input Budget:

• Sub-Contract

o UNDP and Ministry of Disaster Management Project (BGD/03/___) to advise and facilitate training and Disaster Management Action Plan for CHT

o Disaster Response Fund (for 5 years) USD 400,000

• Training

o Workshops in Disaster Management for USD 5,400

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RC, HDCs, DCs, and NGOs (6 workshops X 30 participants X USD 30)


o Computers/Software USD 11,100 A special CHT Disaster Management Unit will be based in the RC to maintain a Disaster database and network, for which it will be provided: 2 Computers (USD 1300 each) 1 Printer (USD 1000 each) 1 Photocopier (USD 3250 each)

o Emergency Relief Boat (Flat-Bottomed) USD 20,000 Sub-Total Component 2.5: USD 436,500 IMMEDIATE OBJECTIVE # 3: Community Empowerment Process For Self-Reliant Development To Support Para Community Small Projects Across the CHT Institutionalized

Proposed Funding Level: US$ 29,542,760–Share of Project Grand Total: 61.7% COMPONENT 3.1: Community Empowerment Process and Quick Impact Fund (QIF) Operations Expanded Activity 3.1.1: Assessment of the pilot phase community empowerment experience, including lessons learned, and implementation on this basis of a graduated community-to-community expansion approach whereby communities at each stage commit to assist new communities to enter the programme. An average of 500 communities will enter the programme each year, and at the end of the project each participating community will partner with one new community to facilitate, train and support their entry and participation in the programme. Successful communities will be eligible for funding of more projects in support of their integrated development and self-reliance goals. Activity 3.1.2: Assessment of the sufficiency, utility and effectiveness of the QIF at community level and determination of the optimal level of funding (compared with the pilot phase average of Tk.300,000) and most appropriate and beneficial uses. Activity 3.1.3: Broaden the scope of QIF to include both developmental and confidence-building small project activities and events.

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Activity 3.1.4: Increase the level of QIF funding up to an average of Tk.400,000 per community (depending on the assessment under 1.2.1), and expand the coverage to a total of 3600 community small projects across the CHT Activity 3.1.5: Provide technical and operational support to the design and implementation of community small projects, coordinated through Upazila Support Teams –USTs ( consisting of the lead facilitating NGO in each Upazila, the Community Facilitators, the UNVs, and the Line Departments, with appropriate backstopping from the Hill District Councils), including small projects undertaken outside the QIF funding through other sources and self-reliant approaches catalyzed by the empowerment process. Activity 3.1.6: Institutionalize the QIF into the RC and HDC framework and operations for long-term management and sustainability by: (i) providing extra financial support to enable each HDC to gradually assume responsibility to directly manage the QIF under overall coordination and supervision of the Regional Council for co-funding 100 projects per year per District (to be operational from the 2nd year of the project to fund a total of 1,200 of the best performing or new communities); (ii) establishing a QIF Administration Unit in each HDC, and training the staff of the new units in programme/financial management, monitoring and accountability. Input Budget: • Sub-contracts:

o National Consultants: Assessment of 1 ½ PM USD 3,500

Community Empowerment Assessment of QIF 1 ½ PM USD 3,500

o Quick Impact Fund

2,400 Community Small Projects (average USD 6,900 per Project) USD 16,560,000

o QIF through HDCs USD 4,140,000 Co-funding of 1200 Community Small Projects

(100 Projects per District X 3 Districts X 4 years) (USD 3,450 per Project)

• Training

o Community-to-Community Expansion Travel and Per Diem USD 215,500

(2,400 Community participants X 10 days each X Tk.500 per day)

o RC/HDC QIF Administration Units USD 2,400

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(3 Staff in each Unit X 3 Districts + 1 RC Unit USD 200) • Non-Expendable Equipment

o Motorbikes for Community Facilitators (276 additional CFs X USD 2,500 per bike) USD 690,000

o Motorbikes for National UNVs (19 additional National UNVs X USD 2,500) USD 47,500

o Vehicles for International UNVs (6 additional District-level International UNVs X USD 25,000 per vehicle) USD 150,000

o Motorbikes for Line Department Personnel (2 per Upazila (50)—to be shared—X USD 2,500) USD 125,000

o Vehicles for HDC Community Support Officers (2 per HDC (6)—to be shared—X USD 25,000) USD 150,000

o Speed Boats for RC and Rangamati HDC USD 22,000 (2 Boats X USD 11,000)

o Vehicles for RC Community Support Officers (1 per District (3)—to be shared—X USD 25,000) USD 75,000

o Computer package for each RC/HDC QIF Administration Units (USD 2500 X 4 Units) USD 10,000

o Vehicles ( 4 X 4 ) ( 20 pick-ups for use USD 400,000 by USTs) o Speed Boats ( 5 boats for USTs) USD 75,000

Sub-Total Component 3.1: USD 22,669,400 COMPONENT 3.2: Community Management and Technical Capacities Strengthened Activity 3.2.1: Assessment of management training process and materials used in pilot communities is carried out and recommendations are made for improving the content, pedagogy and effectiveness of such training Activity 3.2.2: Management training modules and materials relevant and tailored to community requirements are designed/redesigned based on the above assessment in pilot areas, and are translated into Bangla/local languages, covering the following and any other appropriate subjects:

o Organizing community assessments and profiles o Facilitating PDC formation o Project identification, planning, design, processing o Project implementation o Financial, budgetary and administrative management o Coordinating external support and services o Participatory Dispute Resolution

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o Monitoring and reporting o Evaluation

Activity 3.2.3: A special leadership training packages will be developed and training provided for the 1/3 women members of the PDCs, and other women interested to participate in small project development, and for the 1/3 poorest of the poor members of the PDCs. The training will focus on confidence-building, non-literate skills and basic literacy, leadership, organizational, participatory and management skills. Actvity 3.2.4: Assess most common technical skill training needs of communities relevant to small project implementation, identify most relevant trainees, and prepare curriculum modules and training materials on this basis, including for example on subjects such as:

o Community infrastructure construction skills o Crop production o Livestock o Fisheries o Forestry management o Land demarcation o Energy o Community small enterprise o Transport o Marketing o Business skills o Community managed social services o Traditional Medicines

Activity 3.2.5: Arrange and/or sub-contract training services to relevant government and non-government institutions/entities to prepare and provide management and technical training based on the above assessments. Activity 3.2.6: Conduct management and technical training, both inception and periodic refresher courses, in each of the 3000 participating communities, with special focus (but not limited to) Para Development Committees (PDCs) and other sub-committees that may arise or may already exist. Input Budget:

• Sub-contracts

o National Consultant (s)

Assessment of Community 4 PM USD 8,000 Training Process and Materials, and Preparation of New Curriculum/Materials

Needs Assessment for 4 PM USD 8,000

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Women’s and Poorest of Poor Leadership Training, Community Technical Skills, and Preparation of Curriculum/Materials

Reproduction/Printing of USD 10,000 Training Materials

Training Services for Community 24 PM USD 48,000

Management and Technical Skills

• Training

o Incentives (Teas and Lunch X 3000 USD 60,000 Communities X USD 20)

Sub-Total Component 3.2: USD 134,000 COMPONENT 3.3: CHT ‘Best Practices’ Shared Among Communities as Basis for Small Project Development Activity 3.3.1: Resource Database and Directory (RDD) of Best Practices in the CHT will be carried out as a UN-system collaborative exercise in which UN Agencies provide teams of expertise to ensure ‘quality control’, and CHT institutions join in partnership to identify and screen the final ‘best practice’ selection. Activity 3.3.2: Handbook of CHT Best Practices is published on the basis of the RDD work, and distributed to all communities and relevant institutions under the programme. Activity 3.3.3: UN Agencies continue to be engaged in the CHT to provide technical advice and assistance to the community small project initiatives (and to multi-community initiatives that later evolve) under a UN Collaborative Action Plan for CHT that will be drafted and serve as the guide for UN/CHT partnership. Input Budget: • Personnel

o National Consultants for RDD 24PM USD 48,000 o International Consultants for RDD 6PM USD 60,000

• Training

o UN-System Workshops USD 2,400 on CHT collaboration,

45

planning and joint programming (4 Workshops X 30 UN Staff X USD 20)

• Miscellaneous

o Printing of the Handbook of USD 120,000 CHT Best Practices (12,000 copies X USD 10 per copy)

Sub-Total Component 3.3: USD 230,400 COMPONENT 3.4: NGO/Community Facilitator/UNV Capacities Enhanced Activity 3.4.1: Assessment of the performance of the initial NGOs, Community Facilitators (CFs), and 3 International/6 National UNVs participating in the pilot phase will be done, identifying strengths and deficiencies, and on this basis, development of a skills profile and expansion plan for future NGO/CF/UNV involvement in the programme will be made. Activity 3.4.2: Screening, selection and contracting of an additional 19 local NGOs as Upazila-level coordinators of the empowerment process under the expanded programme; a total of 300 Community Facilitators (one per every 10 participating communities); an additional 6 International UNVs (2 more per District); and an additional 19 National UNVs (1 per Upazila). Activity 3.4.3: Development of new curriculum modules and training materials for NGOs/CFs/UNVs, and conducting of initial and refresher training courses to prepare and update the capacities: (i) NGOs—(a) to assume programme-specific management, coordination, operational, and financial accountability responsibilities in their respective assigned Upazilas; and (b) to enhance their overall management and operational skills for other development responsibilities they assume outside the programme; (ii) CFs—to assume facilitation roles and responsibilities for community empowerment; (iii) International UNVs—to assume District-level coordination and support to Upazilas; (iv) National UNVs—to assume Upazila-level facilitation and support. Activity 3.4.4: International NGO is contracted to backstop the Community Empowerment component, including training and supervision of all local NGOs. Input Budget:

• Sub-contract

o National Consultants Performance assessment of 6 PM USD 12,000

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NGOs, CFs, and UNVs, and development of skills profile

and expansion plan Preparation of training materials 12 PM USD 24,000

and conduct of training (for NGOs, CFs, UNVs)

o International NGO to backstop USD 1,000,000 Community Empowerment

o CHT NGOs (25)

Service contracts to assume USD 1,700,000 coordination responsibilities in respective Upazilas (USD 20,000 per annum:

1st Year: 6 = USD 120,000 2nd Year: 12 = 240,000 3rd Year: 18 = 360,000 4th Year: 24 = 480,000 5th Year: 25 = 500,000

Recruitment of Community USD 1,080,000 Facilitators (1 CF per 10 Communities—total 300 CFs X USD 100 per month):

1st Year: 60 = USD 72,000 2nd Year: 120 = 144,000 3rd Year: 180 = 216,000 4th Year: 240 = 288,000 5th Year: 300 = 360,000

• Personnel

o UN Volunteers

International UNVs (3 per District = 9 total) USD 1,050,000 1st Year: 4 = USD 120,000 2nd Year: 4 = 120,000 3rd Year: 9 = 270,000 4th Year: 9 = 270,000 5th Year 9 = 270,000

National UNVs (1 per Upazila = 25 total) USD 510,000 (USD 6,000 per year per UNV) 1st Year: 6 = USD 36,000 2nd Year: 12 = 72,000 3rd Year: 18 = 108,000

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4th Year: 24 = 144,000 5th Year 25 = 150,000

• Training

o NGOs (programme/financial management) USD 50,000 (25 X 2 Training Sessions X USD 1000 pro forma cost)

o Community Facilitators USD 30,000 (300 X 2 Training Sessions X USD 50 pro forma cost)

o International UNVs USD 1,800 (9 X 2 Training Sessions X USD 100 pro forma cost)

o National UNVs USD 5,000 (25 X 2 Training Sessions X USD 100 pro forma cost)

• Miscellaneous

o Printing of Training Materials USD 24,000

Sub-Total Component 3.4: USD 5,486,800 COMPONENT 3.5: Development Role of Traditional and Elected CHT Leaders Activated Activity 3.5.1: Dialogue meetings held with traditional and elected leaders (based on both the Circle Chief and modern administrative systems) to identify their optimal development roles and relevant skills within a community-driven empowerment process, and at later stages, exchange meetings organized to share experiences and self-assess enhancement of their roles Activity 3.5.2: Training modules and materials developed, and training courses conducted for the traditional and elected leaders in relevant areas including:

o Functional skills o Leadership skills o Participation and facilitation skills o Participatory dispute resolution skills o Lobbying and advocacy skills o Partnership building skills o Financial and administrative skills o ICT skills

Activity 3.5.3: Identification and assignment of appropriate roles of the traditional and elected

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leaders in the context and institutional setting of the community empowerment programme, and backstopping of their performance by the international NGO partner. Activity 3.5.4: Logistical and administrative support requirements for effective development work of the traditional and elected leaders identified, and a basic minimal infrastructure provided on this basis. Input Budget:

• Sub-contracts

o National Consultants 6PM USD 12,000

Preparation of Curriculum and Training Materials, and Facilitate

Training below

• Workshops/Training

o Dialogue/Planning Workshops on Roles/Responsibilities

3 Circle Chief Area Workshops USD 5,000

(250 participants—Chiefs, Headmen, Karbaries—X USD 20 per participant)

3 District Workshops of Elected Officials USD 2860

(Total 143: consisting of 3 DCs, 25 UNOs, 115 UP Chairmen X USD 20 per participant)

1 Region-wide Workshop of Traditional USD 4,800

Leaders (160 partipants—Chiefs, Selected Headmen and Karbaries—X 30 per participant)

1 Joint Regional Workshop USD 7,500

(250 participants—consisting of RC, HDCs,Traditional and Elected Leaders X USD 30 per participant)

o Facilitation and Management Training for

Traditional and Elected Leaders

Separate and Mixed Training of USD 90,000 Traditional and Elected Leaders (100 participants per course X 30 courses X USD 30 per participant)

49


o Materials, Supplies and USD 100,000 Furniture to Furbish Offices (250 X USD 400)

o Computers/Software USD 300,000

(251 X USD 1200)

o Motorbikes/ Country Boats USD 500,000 (250 X USD 2500)

Sub-Total Component 3.5: USD 1,022,160 IMMEDIATE OBJECTIVE # 4: Confidence Building to Solve Long-Standing Problems to Development, Confidence Building and Sustainability in the CHT Facilitated Proposed Funding Level: US $ 5,827,950–Share of Project Grand Total: 8.0% COMPONENT 4.1: Dialogue and Partnership for Joint Action Implemented Activity 4.1.1: Series of Dialogue Meetings will be convened at national, regional, district, Upazila, and Union levels, and among all communities throughout the CHT, involving GoB, CHT institutions, Local Government, and other organizations and stakeholders, as appropriate to address and work together on issues that are particularly important to each level, tailored to specific local concerns. These may include:

o Meetings between Peoples of CHT o Meetings between CHT Leadership and Peoples o Meetings between CHT Leadership, Government Officials and Donors

Subject matter for these meetings will be focused on development-oriented issues and opportunities. At national level, topics will be approved by the MoCHTA, and at regional level and below, topics will be approved in consultation with the relevant HDCs and the DCs (and any differences will be submitted to MoCHTA for final decision). Emphasis will be on finding innovative and alternative approaches to dispute resolution. Preparation and support of these meeting will be enriched by the work and outputs of the Research and Policy Sections of the MoCHTA and RC, including distribution of relevant research and policy papers.

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Activity 4.1.2: Confidence Building Initiatives emanating from the above process and proposed by the concerned peoples and/or institutions will be funded and technically supported either as small projects through the Quick Impact Fund (QIF), or on a larger scale through a special multi-donor sponsored CHT Confidence Building Fund. This will include support to in-depth articles and media coverage of CHT-specific issues. Input Budget: • Workshops

o Dialogue Meetings convened USD 180,000 at several levels (national to

community) to identify and work on key confidence-building issues Meetings:

National level (1 per year): 5 Regional level (2 per year): 10 District/Upazila/Union levels: 15

(3 per year) Community levels: 150

(30 per year) Pro-Forma Costing: Average 40 participants per meeting X USD 25

• Sub-Contracts

o CHT Confidence Building Fund to be established with multi-donor funding to support larger initiatives emanating from Dialogue Meetings (smaller initiatives to be funded from QIF as small projects) and media coverage. Initial contribution to be made under the USD 250,000 programme to catalyze process


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COMPONENT 4.2: Study Tours on Innovative Development & Confidence-Building Experiences Conducted Activity 4.2.1: Meetings on a wide range of development and confidence building experiences will be organized involving relevant resource persons from within Bangladesh and drawn from UN networks Activity 4.2.2: Study Tours will be organized, preferably in similar topographical areas of other countries, organized under the programme to take CHT leaders from all communities and GoB officials involved in and relevant to development in the CHT. Input Budget:

• Personnel

o International Consultants 12 PM USD 120,000 drawn from UN Agencies, international institutions, and donors as Guest Speakers

• Study Tours

o 6 Tours organized ( in Asia USD 360,000 Region and to outside Regions) (12 participants each tour X 6 X USD 5,000 per participant)

Sub-Total Component 4.2: USD 480,000 COMPONENT 4.3: Exchange Visits Across the CHT Facilitated Activity 4.3.1: An exchange of RDD ‘Best Practice’ expertise will be facilitated, based primarily on the ‘Directory’, to enable skilled community craftsmen/technicians/managers in one community to orient and assist other communities in the same project model. Activity 4.3.2: An exchange / set of workshops for Para Development Committee (PDCs) leaders/members will be facilitated, including where their experience can assist the expansion of the programme to new pilot Upazilas, and assist in the establishment of new PDCs. Activity 4.3.3: Exchange visits to the CHT of community leaders experienced in innovative development approaches in other parts of Bangladesh will be organized, and vice versa.

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Input Budget:

• Exchange Visits

o A variety of visits will be organized:

To share ‘Best Practice’ expertise USD 20,000 among different districts and

communities (500 village experts provided travel and per diem averaging USD 40 per visit)

PDC leaders/members will assist in the expansion of the programme to new communities (500 visits per USD 75,000 year X USD 30 X 5 years; plus

20 PDC Leader Exchange Workshops USD 25,000 per year X USD 250 per Workshop X 5 Years)

Exchange of community leaders/experts USD 20,000 between CHT and other regions of Bangladesh (20 visits per year X

USD 200 X 5 years) Sub-Total Component 4.3: USD 140,000 COMPONENT 4.4: GoB Initiatives to Resolve Land Disputes Complemented Activity 4.4.1: With full knowledge, consultation and concurrence of GoB, measures to strengthen the CHT Land Commission will be supported by the programme as needed, including technical advisory services, training of staff, and logistical support. A Land Resolution Support Plan and Budget will be developed for this purpose in close cooperation with the Ministry of Land, MoCHTA and RC. Activity 4.4.2: GoB, particularly MoCHTA, will consult, as and when it determines relevant, with UN-HABITAT to explore land resolution experiences in similar post-conflict settings, and the possible appropriateness and timeliness of these modalities. Study tours to the most relevant models will be organized under Output 3.2. Input Budget:

• Non-Expendable Equipment (in support of the Land Commission)

o Computers/Software USD 16,100 The Land Commission will be provided:

53

2 Computers (USD 1300 each) 1 Database Server (USD 5000) 1 Printer (USD 1000 each) 1 Photocopier (USD 3250 each)

o Vehicles USD 50,000

2 Field Vehicles (4 X 4)

• Sub-Contract

o International Consultants 12 PM USD 120,000

UN-HABITAT and other UN/ International institutions will provide Guest Speakers (budgeted under 3.2) and advisory services and training on land dispute resolution and database management to the Land Commission and other institutions/mechanisms.

o National Consultants 24 PM USD 48,000

Sub-Total Component 4.4: USD 234,100 COMPONENT 4.5: Community-Managed Forestry Piloted Activity 4.5.1: Under the guidance and policies of GoB, and in working relation with the Department of Forests, a piloting of participatory management system of forest lands in the CHT, directly benefiting the CHT populations of all communities, will be undertaken. An Analysis of Forestry Land/Resource Utilization will be undertaken based on available studies and data, recommendations will be made regarding opportunities and strategies for co-management of the forests, and study tours to neighboring countries (e.g. Nepal, Bhutan) will be made under Output 3.2 to witness community-managed forestry programmes in action. Activity 4.5.2: A Pilot Community Forestry Initiative will be implemented in 6 Upazilas to provide training to all communities, and to test and demonstrate effective approaches and benefits to these communities and to the environment. Input Budget:

• Sub-Contract

o National Consultants 24 PM USD 48,000 To assist with development of Analysis of Forestry Land/Resource

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Utilization, and to advise and facilitate implementation of Community-Managed Forestry


o Piloting of Community-Managed USD 400,000 Forestry Initiative in 6 Upazilas: 2 dedicated extension Field

Vehicles (4X4) 12 Motorbikes for community

managers Tools and equipment for

community forestry workers Supply of seeds and saplings Training in community management

Sub-Total Component 4.5: USD 448,000 COMPONENT 4.6: Enhancement of the Police Force Working in the CHT Supported Activity 4.6.1: Under guidance and coordination of the Ministry of Home Affairs, technical assistance will be provided, in collaboration with MoCHTA to develop an optimal human resource plan, drawing on available standard models, for the police force in the CHT. Activity 4.6.2: A Training Programme for the police force working in the CHT will be designed and implemented with support of the programme, with emphasis on modern policing and investigative techniques and police management. Activity 4.6.3: A Logistics Support Plan for the Police Force Working in the CHT will be developed and funded on a phased basis, with priority to those resources required to ensure safety of UN/development staff working in the CHT. Input Budget:

• Sub-Contract

o International and national expertise on police reform and training is provided through the UNDP national programme on Police Reform (BGD/04/___)

• Training

o 12 District-level Training Sessions USD 10,800 (30 participants per session X USD

55

30 per participant)


o 6 Field Vehicles (4X4) dedicated to USD 150,000 safety of development workers

o 2 Small Speed Boats (Rangamati SP Office) USD 13,200 o 24 VHF Radio Sets USD 12,000

(USD 500 per set) o 8 HF Radio Sets

(USD 2,800 per set) USD 22,400 Sub-Total Component 4.6: USD 208,400 COMPONENT 4.7: GoB Electoral Initiatives Supported Activity 4.7.1: At the request and under the guidance of GoB, world-wide UN electoral technical experience, expertise and assistance will be made available to GoB, including MoCHTA, if and as needed to advise on electoral rules, procedures and systems most effectively applied in post-conflict situations, and to explore and facilitate a consensus and way forward on these matters. Activity4.7.2: Technical and logistical assistance in organizing and conducting the elections will also be made available if and as required. Input Budget: • Sub-Contract

o International UN Election Advisers USD 90,000 Travel and Per Diem (6 visits X USD 15,000 per visit)

o Preparatory Fund USD 83,000 To enable GoB to explore and gradually build

capacities for relevant electoral approaches in CHT

Sub-Total Component 4.7: USD 173,000 COMPONENT 4.8: Minority Interests and Cultural Diversity Promoted Activity 4.8.1: The RC and HDCs will collaborate with relevant partners to promote cultural diversity and minority interests. An Analysis of Tribal Cultures, and other relevant research, will be made from primary and secondary sources to set out a clear picture of socio-economic and

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cultural distinctions, to facilitate development of Local Tribal Histories, and to identify and implement specific ways in which minority tribes can benefit from affirmative action opportunities within the mainstream of the programme. Activity 4.8.2: Measures for preservation of traditional tribal values and practices in the face of modern development activities will be studied and promoted within the programme context. At the same time, educational and cultural events (including through enhancement of the 3 CHT Cultural Institutes) will be organized to promote better understanding and appreciation of CHT tribal customs, arts, laws and values within CHT and throughout Bangladesh, and media will be used to convey similar positive messages to the public and Government leaders. Activity 4.8.3: School Curriculum will be developed on tribal culture, traditions, histories and values for use in CHT and in the national curriculum; and Schools of Living Traditions will be established for after-school learning and events for students. Input Budget:

• Sub-Contract

o National institution/consultant (s) 24 PM USD 48,000 to prepare Analysis of Tribal Cultures including protection of cultural heritage and recommendations for affirmative actions to promote small tribal culture, local tribal histories, and socio-economic activities; and to develop school curriculum and establish Schools of Living Traditions

o In-depth studies and research USD 100,000

o Cultural events in and outside the CHT USD 100,000

(20 Events X average USD 5000)

o Materials for cultural exhibitions, enhancing USD 75,000 the Cultural Institutes, and supporting community cultural activities

o Media Productions depicting tribal culture USD 75,000 positively for mass audience through TV/ Video, Radio and the News Media

o Documentation and materials on Customary USD 50,000 Laws


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COMPONENT 4.9: Incentive Programmes Introduced Activity 4.9.1: In conjunction with all of the activities of this programme, a system of CHT Public Awards will be applied to recognize outstanding performance of model farmers, students, model community enterprises, good leaders, and other categories of exceptional achievement. Activity 4.9.2: In order to gain interest, confidence and participation of young people in development, RC will coordinate new opportunities for League Sports/Tournaments, including improvement of local facilities and equipment, coaching, roving Sport Ambassadors, formation of league teams, support of the CHT Regional/District Sports Association and tournaments, and sponsorship to national events. Input Budget: • Meetings

o Public Award Ceremonies USD 6,250 (25 Ceremonies X USD 250)

o Award materials (trophies, medals, cash, etc.) USD 20,000 • Personnel

o International Consultant: 12 PM USD 42,000 Sports Coach/Manager (one year)

o Stipend for local league coaches USD 36,000 (12 coaches X USD 125 per month X 2 years)

o Stipend for roving Sports Ambassadors USD 28,800 (7 Ambassadors X 6 months per year X USD 400 per month X 2 years)

• Travel

o Sports Ambassadors (Travel allowance for USD 14,400 6 Ambassadors X USD 10 X 20 days per month X 6 month X 2 years)

o 6 CHT Teams to National Sporting Events USD 60,000 (Travel Allowance USD 2000 per Team X 5 years)

• Sub-Contract

o Support to Regional Sports Association for organizing USD 50,000 sports activities

o Support to District Sports Associations for organizing USD 75,000

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sports activities


o Materials to upgrade sport fields USD 50,000

o Team sports equipment USD 50,000 Sub-Total Component 4.9: USD 432,450 COMPONENT 4.10: GoB Initiatives for Returned Refugees/People Internally Displaced/Ex-Combatants Complemented Activity 4.10.1: An assessment of the situation of these groups, displaced by infrastructural developments and internal conflict, will be made to determine their location, current socio-economic status, and their priority needs for full reintegration. Activity 4.10.2: Activities to improve social services and economic opportunities for these groups and their families will be supported through QIF resources where feasible, and otherwise through a Special Humanitarian Fund to be established and administered by UNDP/CHTDF, under the guidance of a ’Operational Management Committee’ consisting of the MoCHTA, RC, CHT Refugees Task Force, and UNDP/CHTDF. Input Budget:

• Sub-Contract

o International Consultant to 6 PM USD 60,000 collaborate/facilitate the RC to: carry out a situation analysis of all returned refugees, IDPs, and ex-combatants in the CHT, and to draft a programme of support

o National Consultant /local NGOs 12 PM USD 24,000

To work with and assist the International Consultant

o Special Fund established and USD 750,000 managed by the RC for RRs/IDPs/ECs to address immediate needs not covered by QIF, and to solicit further multi-donor fund Sub-Total Component 4.10: USD 834,000

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IMMEDIATE OBJECTIVE # 5: UNDP Operational Infrastructure and Capacities to Support CHT Development, Confidence Building and Donor Coordination Are Enhanced Proposed Funding Level: US $ 9,259,744–Share of Project Grand Total: 19.3% COMPONENT 5.1: UNDP Infrastructure and Capacities Activity 5.1.1: All staffing positions in CHTDF are filled, and budgeted for full 5 years, as follows:

CHTDF Dhaka Sl Title Status 1 Director Filled 2 Socio-Economic Specialist Filled 3 Institution Capacity &

Development Specialist Not Filled

4 Confidence Building & Policy-Advocacy Specialist

Filled

5 Information & Materials Production Officer

Not Filled

6 Finance Officer Filled 7 Administrative/HR Officer Not Filled 8 Finance and Admin Asst. Filled 9 Finance Assistant Not Filled 10 Secretary Not Filled 11 Senior Driver Filled 12 IT/Telecommunications

Technician Not Filled

13 Documentation/Database Specialist

Not Filled

14 Messenger Not Filled 15 Driver Not Filled

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CHTDF Rangamati

1 Field Manager Filled 27 Upazila Driver Not Filled 2 Training Consultant Filled 28 Upazila Driver Not Filled

3 Community Empowerment Facilitator

Not Filled 29 Upazila Driver Not Filled

4 Planning/Monitoring and Evaluation Officer

Filled 30 Upazila Driver Not Filled

5 Gender Programme Officer

Not Filled 31 Upazila Boat Driver Not Filled

6 QIF Administrator Filled 32 Upazila Boat Driver Not Filled

7 QIF Accountant Not Filled 33 Upazila Boat Driver Not Filled

8 ICT Officer Filled 34 Upazila Boat Driver Not Filled 9 ICT Assistant Not Filled 35 Upazila Boat Driver Not Filled

10 Protocol & Logistics Coordinator

Not Filled 36 Speed Boat Driver Filled

11 Safety Management Specialist Filled 37 Speed Boat Driver Filled 12 Deputy Safety Management

Specialist Filled 38 Speed Boat Driver Filled

13 Finance and Admin Officer Not Filled 39 Speed Boat Driver Not Filled

14 Finance Associate Filled 40 Speed Boat Driver Not Filled 15 Admin Assistant Filled 41 International UNV

(Coordinator) Filled

16 Telecommunication Technician

Not Filled 42 International UNV Not Filled

17 Messenger Filled 43 International UNV Not Filled 18 Senior Driver Filled 44 National UNV Field Worker Filled 19 Driver Filled 45 National UNV Field Worker Filled 20 Driver Filled 46 National UNV Field Worker Not Filled 21 Driver Filled 47 National UNV Field Worker Not Filled 22 Driver Filled 48 National UNV Field Worker Not Filled 23 Driver Filled 49 National UNV Field Worker Not Filled 24 Driver Filled 50 National UNV Field Worker Not Filled 25 Driver Filled 51 National UNV Field Worker Not Filled 26 Upazila Driver Not Filled 52 National UNV Field Worker Not Filled

53 National UNV Field Worker Not Filled

61

CHTDF Bandarban 1 International UNV Filled 14 Fin and Admn Associate Not Filled 2 International UNV Not Filled 15 QIF Associate Not Filled 3 International UNV Not Filled 16 Driver Filled 4 Network Administrator Not Filled 17 Driver Filled 5 Telecommunication Assistant Not Filled 18 Upazila Driver Not Filled 6 National UNV Field Worker

(Upazila level) Filled 19 Upazila Driver Not Filled

7 National UNV Field Worker (Upazila level)



Not Filled

21 Upazila Driver Not Filled








Not Filled 25 Messenger Not Filled


Not Filled

CHTDF Khagrachari

1 International UNV Filled 14 Fin and Admn Associate Not Filled 2 International UNV Not Filled 15 QIF Associate Not Filled 3 International UNV Not Filled 16 Driver Filled 4 Network Administrator Not Filled 17 Driver Filled 5 Telecommunication Assistant Not Filled 18 Upazila Driver Not Filled 6 National UNV Field Worker

(Upazila level) Filled 19 Upazila Driver Not Filled








Not Filled

23 Upazila Driver Not Filled






Not Filled 26 Messenger Not Filled

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Activity 5.1.2: Safety Management Unit (SMU) continues to assess and report on safety and security of development workers throughout the CHT. Activity 5.1.3: Additional equipment is procured for the CHTDF offices to match the needs of the expansion programme, and operational/maintenance costs are met as follows:

o Computer packages o Generators o Office Furniture o Office Equipment o Boats o HF and VHF Radios o Operation/maintenance

Activity 5.1.4: Offices premises will be expanded through the lease of land and expansion/construction of facilities, including:

o CHTDF Dhaka Office to relocate to different floor in the UNDP building complex (IDB Bhaban), to be refurbished by project and rent paid.

o CHTDF Rangamati Office

to be expanded in nearby area to provide additional office space, training and conference facilities o CHTDF Bandarban and

Khagrachari Sub-Offices upgraded as required o Upazila Support Team

(UST) small offices in each Upazila, provided by UNOs or leased, are upgraded

Activity 5.1.5: Training courses and attachments will be arranged with various national institutions and universities for the CHTDF staff to enhance knowledge and skills in subject matters relevant to the programme.

o Vehicles ( 4 X 4 )

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Input Budget:

• Personnel:

o International Staff USD 1,200,000 o National Staff 3,345,000 o Monitoring and Evaluation 620,000 o Mission Cost 130,000 o International UNVs (included in 3.4) o National UNVs (included in 3.4)

• Expendable Equipment 80,000 • Non-Expendable Equipment

o Vehicles ( 4 X 4 ) 25,000 (1 land-cruiser for CHTDF, Dhaka) o Computer packages (100 units) 250,000 o Laptops (20 units) 50,000 o Generators 50,000 o Office Furniture 50,000 o Office Equipment 50,000 o Speed Boats (2 boats for CHTDF, Rangamati) 30,000 o Point-to-Point VSAT Radio Links (each UST) 150,000 o HF and VHF Radios 100,000

• Office Premises

o CHTDF Dhaka office renovation & rent 160,000 o Expansion of CHTDF Rangamati office & rent 350,000 o Upgradation of CHTDF Bandarban 90,000 and Khagrachari & rent o Upazila Support Team Small Offices 100,000

• Training

o Training courses and attachments to various 50,000 national and regional institutions

• Report Preparation 10,000

• Sundry

o Operational/maintenance costs 620,000 o Audit Cost 10,000 o Communication & Internet Connection 210,000

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o UNDP Management Cost (on delivery) 471,000 o Contingency / Miscellaneous 458,744

Sub-Total for Output 5.1: USD 8,659,744 COMPONENT 5.2: Technical Services Activity 5.2.1: An international organization is sub-contracted to conduct a comprehensive sample socio-economic household survey of all communities in the CHT; and various national/local NGOs are contracted to backstop various assessments and studies sub-contracted directly by CHTDF. Input Budget: • Sub-Contracts

o Socio-Economic Household Survey of the CHT 250,000

o National/local NGOs/Advisers 325,000

Sub-Total for Output 5.2: USD 575,000 COMPONENT 5.3: Donor Coordination Activity 5.3.1: The donor Local Consultative Group (LCG) Sub-Group on CHT is convened on a periodic basis to bring together guest speakers and CHT and Government leaders with the donor community on topics relevant to development and confidence building, and on this basis to consider support to various policy initiatives. Activity 5.3.2: Donor Field Visits to the CHT are arranged by UNDP/CHTDF, both in conjunction with the above meetings of the LCG Sub-Group on CHT, or separately, to familiarize donors with the development situation and needs in the CHT, and to promote active engagement and support of CHT development and confidence building.

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Input Budget:

• Meetings/Workshops

o LCG Sub-Group on CHT USD 8,000 meetings (4 meetings per year X USD 400 per meeting X 5 years) o Special events (visit to villages, USD 12,000 boat excursion costs, other transport costs, teas and lunches, etc.)

(8 large/small events per year X USD 300 per event X 5 years)

o Report preparation and printing USD 5,000

Sub-Total Output 5.3: USD 25,000

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