評価調査結果要約表 (英文)I.

Outline of the Project
Project Title ： Capacity Development Project for
Participatory Water Resources Management throughIntegrated Rural Development
Agricultural/ Rural Development-Rural Cooperation scheme：Technical Cooperation

Country: People's Republic of Bangladesh

Issue/Sector:
Development
Division in charge： JICA Bangladesh OfficeTotal cost：397 million Yen
Periodof (R/D):October 16, 2012 to October 15, Partner Country’s Implementing Organization： Local
Cooperation 2017 (5 years)
Government Engineering Department (LGED)(After Extension): October 16, 2012 to Supporting Organizations in Japan： Rural Development
May 31, 2018 (5 years and 7.5 months)
Bureau, Ministry of agriculture, Forestry and Fisheries(MAFF)
Related Cooperation ： Small Scale Water Resources
Development Project, Small Scale Water Resources
Development Project (Phase 2)
1. Background of the Project
The Executing Agency of the SSWRD Project is the Local Government Engineering Department (LGED) andthe Integrated Water Resources Management Unit (IWRMU) had been set up in charge of this Project. However,
the technical officials who are familiar with the SSWRD Project are not sufficient since LGED had been
conducted mainly with rural road construction. Also, since the project management of SSWRD Project has been
largely depending on expertise of project consultants employed by the project, it did not lead to the technicalcapacity improvement of LGED officials. In response to the request from the GOB to tackle with thesechallenges, JICA and LGED is implementing the Technical Cooperation Project named as “Capacity
Development Project for Participatory Water Resources Management through Integrated Rural Development”
since the middle of October 2012.
Before the Project completion scheduled in May 2018, JICA and LGED conduct a Joint Terminal Evaluation
Study in September 2017 with the objectives of verifying and analyzing the achievements of Project Purpose andOutputs, the implementation process, evaluating the Project in terms of five evaluation criteria and compiling a
set of recommendations and lessons learned based on the study results.
2. Project Overview
The Project aims to strengthen four (4) areas, i.e. (i) Capacity of LGED to manage SSWRD Project, (ii)
Capacity of LGED to plan and implement SSWRD subproject integrated with rural road and market
development, (iii) Capacity of Union level stakeholders to support WMCA, (iv) Capacity of LGED to conduct
O&M of facilities, and, subsequently, to establish the Participatory Small Scale Water Resource Management
Model based on the four (4) Outputs.
(1) Overall Goal
Participatory Small Scale Water Resources Management (hereinafter referred to as “PSSWRM”) Model iswidely implemented toward poverty reduction(2) Project Purpose
PSSWRM Model and its implementation mechanism are established(3) Outputs
Output1: Capacity of LGED to manage project cycle of PSSWRD is strengthened.
Output2: Capacity of LGED to plan and implement SSWRD subprojects integrated with other rural
infrastructure (such as rural roads, rural market, etc.) is strengthened.
Output3: Capacity of stakeholder at union level (union chairman, secretary, staffs from local agencies of thecentral government, etc.) to support WMCA in planning and maintaining SSWRD subprojects isstrengthened.
Output4: Capacity of WMCA to maintain facilities for SSWRD is strengthened.
Output5: PSSWRM Model is established based on 1) – 4) outputs as an applicable model for other than model
areas.
(4) Inputs
Japanese side：Total cost 397 million Yen
Experts
10 Experts
Local cost
175.2 million Yen
Lao side：Total cost
89.12 million Yen
Counterparts (C/Ps)
64 C/Ps
Local Cost
89.12 million Yen*

Equipment
Trainees

11.4million Yen
24 officers

Office environment for JICA Expert Team office*With the exchange rate of 1.360620 BDT/JPY (JICA Monthly exchange
rate as of September 2017)

II. Evaluation Team
Members of Japanese side
Mr. Hitoshi ARA
Evaluation
Mr. Ryuichi KATSUKI
Team
Mr. Akira OGASAWARA
Bangladeshi Side
Mr. A K M Sahadat Hossain
Mr. Hasan Hahmud
Mr. Md. Mizanur Rahman

LeaderCooperation Planning
Evaluation and Analysis

Senior Representative, JICA Bangladesh Office

LeaderMemberMemberSuperintending Engineer (O&M), LGED
Executive Engineer (P&D), LGED
Executive Engineer (M&E), LGED

Periodof September 9 to September 29, 2017
Evaluation

Program Advisor, JICA Bangladesh OfficeConsultant, VSOC Co., Ltd.

Type of Evaluation：Terminal Evaluation

III. Results of Evaluation
3.1. Measurement of Results(1) The Project Purpose- The Project Purpose has been achieved to a certain extent based on the observation that the PSSWRM Model
has been established, while capacity development activities such as training program for LGED officials andthe strategy are not implemented as they are scheduled.
- (Indicator 1) Data is not obtained as of the Terminal Evaluation. The training program on project managementof SSWRD project including the concept of the Model will be started from September to October 2017.
(2) Output 1- Output 1 has been achieved to a certain extent as of the Terminal Evaluation Study according to the fulfillmentof the indicators and implemented activities. For the remaining period, training program on SSWRD project
management needs to be conducted and training results need to be appropriately analyzed.
- (Indicator 1-1) The set of new guidelines were approved and endorsed at working group meeting on September
7, 2017. After that, LGED will start official procedures for approval of the guidelines.
- (Indicator 1-2) Data is not obtained as of the Terminal Evaluation. The training program on SSWRD project
management will be conducted during the remaining implementation period.
- (Indicator 1-3) Data is not obtained as of the Terminal Evaluation. The training program on SSWRD project
management will be conducted during the remaining implementation period.
- (Indicator 1-4) A total of 59 out of 61 district offices (97%) in 2015/16 updated the IWRM-MIS database and62 out of 60 district offices (97%) in 2016/17 updated the database.
- (Indicator 1-5) The monitoring system for completed subproject utilizing IWRM-MIS is already included in the
Monitoring and Evaluation Guideline officially approved in September 2017.
(3) Output 2- Output 2 has been achieved to a certain extent as of the Terminal Evaluation Study according to the fulfilmentof the indicators and implemented activities. For the remaining period, the synergistic effect study on integrated
approach in subproject sites needs to be conducted and study results need to be analysed.
- However, so as to attain the higher-level achievement of Output 2, a few unimplemented/ uncompleted
activities need to be completed within the Project implementation period.
- (Indicator 2-1) Survey on synergistic effects at Bajail Barochala will be conducted in September 2017 during
remaining Project implementation period. Since construction works are delayed due to unseasonable weather
conditions, it would take more time to exert synergistic effects in pilot sites.
- (Indicator 2-2) According the results of questionnaire survey, interview and site visits, most of LGED officials
who are engaged with pilot sites at the central and local levels well understand the concept and possiblesynergistic effects of integrated development between SSWRD infrastructure and agri-market accessinfrastructure.
(4) Output 3- Output 3 has been almost achieved according to the fulfillment of the indicators and summary of implemented
activities as of the Terminal Evaluation study. However, LGED needs to continue to monitor Union level
stakeholders’ activities to support WMCAs by visiting subproject pilot sites more frequently.
- (Indicator 3-1) Training material for stakeholders at union level which outlines SSWRD project and possible
support for WMCA by UDCC is developed: “Training Handbook on Basic Management for Small Scale Water
Resources Development (in Bengali)” and “WMCA Support Guide for Union Level Stakeholder (in Bengali)”.
- (Indicator 3-2) A total of 34 union stakeholders out of 36 (99.4%) who participated in “Workshop on Possible
Support for WMCA by Union Level Stakeholders obtained 60% or more scores in the post test in the workshop
even though post test scores from one Union was not conducted.

(5) Output 4- Output 4 has been achieved to a certain extent according to the fulfillment of the indicators and implemented
activities as of the Terminal Evaluation.
- However, so as to attain the higher-level achievement of Output 4, a few unimplemented/ uncompleted
activities need to be completed within the Project implementation period.
- (Indicator 4-1) Training material for WMCA committee members for O&M of SSWRD facilities is developed:“Training Handbook on Basic Management for Small Scale Water Resources Development (in Bengali)” and“Easy Guideline on Operation & Maintenance of Water Resources Structure (in Bengali).
- (Indicator 4-2) A total of 32 union stakeholders out of 36 (88.9%) who participated in “Workshop on Possible
Support for WMCA by Union Level Stakeholders” obtained 60% or more scores in the post test in theworkshop.
- (Indicator 4-3) Data is not obtained as of the Terminal Evaluation since the construction work has notcompleted yet at the three pilot sites (Korial Beel, Chamta and Bajail Barochala).
(6) Output 5- Output 5 has been achieved to a certain extent according to the fulfillment of the indicators and summary of
implemented activities and achievement of other Outputs as of the Terminal Evaluation Study as describedabove. For the remaining implementation period, Strategy and Operational Plan of IWRM Unit including asustainable dissemination plan of the Model needs to be developed.
- (Indicator 5-1) The PSSWRM Model elements to deserve as a model have been concretized are (i) assuring
more effective project management through i) new set of guidelines for SSWRD infrastructure Project which
guide effective and efficient way on project management including “In-depth/Village-wise” Approach, ii)
Training Program on SSWRD Project Management and iii) Using Upgraded MIS, (ii) Integrated Development
Approach between SSWRD infrastructure and Rural Road/Market Development, iii) More proactive
involvement of Union stakeholders including UDCC to support WMCA’s O&M activity, and iv) Enhancefunctioning of O&M by WMCA through i) In-depth/Village-wise Approach and ii) Interactive Approach.
- (Indicator 5-2) Workshop on PSSWRM Model is held on September 11, 2017, where the officials in other
LGED Units and lined ministries shared the concept of the Model and welcomed it.
3.2. Summary of Evaluation Results(1) Relevance- The relevance of the Project is high since the government policy/strategies of Bangladesh and Japan regarding
the project support area (SSWRD) has not been changed since the project was designed and since thedevelopment needs of SSWRD by the Bangladeshi side still remains high within the country.
- The 7th Five Year Plan (FY2016-FY2020) indicates “focus on issues related to increasing local production,
solving energy problems, reducing poverty through undertaking programmes on agriculture”, Agriculture is oneof the “Water management will emphasize the sustained and balanced use of water resources for irrigation,
drinking water and water transport.” Therefore, the Project focusing on rural development as well as
agricultural development through balanced use of water resources is consistent with the development strategyof the country.
- “Japan’s Country Assistance Program for Bangladesh” puts priority (priority areas) in “Accelerating inclusive
economic growth” with the program indicates (4) four priority areas; (i) human development, (ii) ruraldevelopment, (iii) administrative capacity improvement, and (iv) disaster management/ climate change.
Furthermore, JICA Country Analytical Work obviously indicates that “accelerating economic growth” and“overcoming social vulnerability” as priority areas of support for Bangladesh.
- The Project is consistent with the needs of the country under the current circumstance since the Project is
intended to utilize surface water rather than ground water, implementing SSWRD projects.
(2) Effectiveness- The effectiveness of the Project is medium as of the Terminal Evaluation Study because of some
unimplemented activities regarding training program implementation even though capacity of projectstakeholders such as LGED, union stakeholders and WMCAs has been developed to a certain extent and thePSSWRM Model has been developed.
- However, the effectiveness of the Project is judged to be assured at a higher level of achievement at thetermination of the Project through implementing the training program successfully and conducting analysis ofsynergetic effects in pilot sites.
- Achievement levels of Outputs 1 and 2 are medium but not sufficient yet since activities regarding training
program implementation have not been developed (Output 1) and civil works in pilot sites have not been
completed (Output 2) while those of Outputs 3 and 4 are sufficient. For Output 5, it should be sufficient to meetthe conditions to achieve. Because the set of new guidelines is almost finalized through the achievement ofother outputs although the training program on SSWRD project management is not yet implemented. In
addition, the project approach was clear and effective as each output such as capacity development for the
stakeholders related to SSWRD projects (Output 1&2), Union stakeholders (Output3), WMCA members

(Output4) was clearly connected to achieve output5 which is establishment of PSSWRM Model andimplementation of the SSWRD projects based on this model through clarifying each role of those stakeholders.
(3) Efficiency- The overall efficiency of the Project is medium in spite of delays in selection of pilot sites and construction
works during the implementation up to now, which lowers the efficiency.
- With regards to quality and quantity of inputs, inputs from the Bangladeshi and Japanese sides such as
allocation of C/Ps, allocation of Japanese experts, provided equipment, overseas training, offices and facilities
are appropriate.
- Moreover, national staff in MIS development, institutional development and water resources development haveappropriately complemented day-to-day technical project activities.
- With regards to timing, there is substantial delay observed in implementing project activities such as pilot site
subproject development process, etc. because of unavoidable circumstances, which lowered the efficiency.
Consequently, it was determined to extend the implementation period for seven (7) and half month until May
2018 in March 2017, to compensate for delays in project activities.
(4) Impact- It is expected that the Overall Goal of the Project can be achieved in three (3) to five (5) years after thetermination of the Project based on the observation of the three (3) indicators as described below.
- (Indicator 1) The new set of guidelines are to be authorized and to be utilized to the JICA-2 and GOB-funded
SSWRD Projects which will have 244 (JICA-2) and 200 (GOB) subprojects respectively.
- (Indicator 2) "Integrated" approach will be implemented in at least nine (9) subprojects implemented by
JICA-2.
- (Indicator 3) WMCA scores (average score of 135 WMCAs for the past three (3) years), through guiding
monitoring activities for WMCA done by LGED officials as instructed in the O&M guideline, gathered in the
IWRM-MIS indicate that the average scores in 2014/15 are 39 points, 49 in 2015/16 and 57 in 2016/17, which
increased the average by 46% for two (2) years from 2014/15 to 2016/17.
- Based on the outcomes of the Project, it is expected that the PSSWRM Model characterized as “integrated
approach”, “in-depth/village-wise approach” and “interactive approach” will be followed to other SSWRD
projects.
- As of the Terminal Evaluation, “Integrated Approach”, which is one of the prominent components of theModel, has been followed to JICA-2, the incoming JICA ODA loan project where the ODA project plans as
many as nine (9) integrated approach-adopted flagship subprojects.
- No negative impact brought about by the Project.
(5) Sustainability- Overall sustainability of the Project is expected to be relatively high.
- Institutional sustainability is relatively high since the establishment of PSSWRM Model is highly consistent
with the Bangladeshi development plans/strategies- Organizational sustainability is relatively high. LGED is the only institution that is in charge of implementing
SSWRD projects all over the country so as to reduce poverty in rural areas. Even though after the terminationof the Project, LGED will surely continue SSWRD activities by implementing similar kinds of projects.
- Allocation of LGED budget and maintenance budget for IWRM Unit, which obviously indicates their budget
allocation is increasing annually. Therefore, financial sustainability of LGED is highly expected.
- Technical sustainability is medium. LGED engineers at the central and local levels accepted project outcomessuch as guidelines, new concepts and capacity development of Union stakeholders and WMCAs.
- A series of guidelines developed will certainly be disseminated to other projects, in particular, JICA 2 and some
GoB-funded new projects. Based on the outcomes of the Project, “Integrated Approach” will be followed to
JICA-2 in which the ODA project plans as many as nine (9) integrated approach-adopted flagship subprojects.
- At the time of the Terminal Evaluation, it is expected that WMCAs in pilot sites will collect O&M fees as they
are well aware of the importance. It would be necessary to take a certain period of time for the WMCAs to
implement O&M activities on their own.
3.3. Factors that promoted realization of effects(1) Factors concerning to Planning- Nil(2) Factors concerning to the Implementation Process- Development of guidelines through working group organized by stakeholders
3.4. Factors that impeded realization of effects(1) Factors concerning to Planning- Construction of subprojects in pilot sites as demonstration purposes in the planning stage(2) Factors concerning to the Implementation Process- Delay in construction work in pilot sites

3.5. Conclusion- Despite delay in subproject set-ups including construction works in pilot sites due to unavoidable
circumstances, the Project has been implemented with high relevance, medium effectiveness, medium
efficiency, medium impact, and relatively high sustainability.
- Moreover, in the latter half of the Project implementation, the PSSWRM Model and new relevant approaches
were successfully introduced and established with developing new guidelines. In addition, IWRM-MIS was
also revised by the Project intervention. Monitoring and implementation structure of SSWRD projects isensured based on those achievements even though the Project was confronted with unavoidable circumstances.
- To ensure the achievement of the Project Purpose, it is necessary to conduct the training program on SSWRD
project management and to analyze training results by the time of termination of the Project. LGED certainly
continues SSWRD projects across the country, which is expected to be relatively high sustainability.
- Accordingly, the Joint Terminal Evaluation Team concluded that it is appropriate to terminate the Project in
May 2018 as scheduled.
3.6. Recommendations(1) Recommendations after the Termination of the Project(i) Implementation of Training Program on Project Management.
- Under this project, the training will be conducted approximately 17times for 737 LGED officials from
Headquarter level to Upazila Office level. And as mentioned in (iii) (iv) below, the new set of guidelines will be
formulated based on the review of pilot projects. Therefore, based on the review of pilot projects, LGED needs
to implement training program on project management on their own as a regular training program, taking over
the training program by the Project.
(ii) Dissemination of PSSWRM Model- The model components such as integrated approach, in-depth approach/village-wise approach and interactive
approach will be utilized by JICA-2 and GoB projects so as to incorporate them into SSWRD projects.
Therefore whenever LGED implements similar type of SSWRD projects funded by GoB or even other donors,
it is recommended to disseminate this model into the project proactively.
(iii) Review of Pilot Site
- Due to significant delay on the construction of pilot projects, synergistic effect study in pilot sites will be
partially conducted during the project period. Under this project, though the training materials and guidelines
were formulated based the review of pilot projects, it is expected that LGED should conduct review survey ofpilot projects and reflect the review result into the guideline in order to utilize the project achievement .
(iv) Review of O&M activities of WMCA
- As mentioned in (iii) above, due to significant delay on the construction of pilot projects, the review of O&M
activities of WMCA in pilot sites was not conducted during the project period. Therefore, LGED should reflect
the review result of O&M activities of WMCA into guidelines and training manuals
3.7 Lessons learned(1) Appropriate schedule for pilot project- In this project, unavoidable circumstances significantly affected the progress of pilot projects implementationand full synergetic effect survey in pilot sites and review of O&M activities of WMCA cannot be conductedduring the project period as expected at the time of project formulation. The initial idea of pilot projects was toverify the PSSWRM Model and to obtain lessons learned through pilot activities and it was necessary to consider
implementation schedule of pilot projects and activities after the project period based on the objective of the pilot
projects. However, it was not realistic to revise the implementation schedule of pilot projects as it was observedthat the pilot projects would be delayed after mutual consent for pilot projects with local stakeholders such as
candidates of WMCA members. Therefore, whenever any pilot project seems to be delayed due to unavoidable
circumstances such as external reasons, it is necessary to consider flexibly revising the content of pilot project,taking into consideration of the objective of pilot project and activities after project period.
(End)