Joint Programme Factsheet
Tools for » Joint Local Government Initiative on Climate Change (LoGIC) in Bangladesh
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Overview

This joint project plans to promote local action on climate change adaptation at scale in Bangladesh. It was developed as a concept by the European Union (EU) in consultation with UNDP-UNCDF and Local Government Division (LGD) of the Ministry of Local Government, Rural Development and Cooperatives (MoLGRD&C), Bangladesh. The action was initially designed as a single donor action titled “GCCA+ support for enhancing communities' resilience to climate change and related disasters” which was approved in 2015 by the EU. In 2015, Swedish International Development Agency (SIDA) learned about this project from the EU and subsequently discussed with UNDP and UNCDF to explore possibilities of partnership. Since then the project has evolved as a multi-donor action and aiming to make this project a flagship action for building local resilience, the Government of Bangladesh approved it as "Local Government Initiative on Climate change" (LoGIC) based on the EU approved action document and following UNDG’s Joint Project Document Framework. This project will be implemented by UNDP and UNCDF and executed by LGD.

 

The project will address climate change impact in Bangladesh. The country is ranked sixth among the 10 countries of the world most affected by climate change and disasters[1]. It is experiencing change in rainfall, rise in temperature, and is often battered by extreme weather events like cyclones, floods and rise in sea level which compound into raised salinity of water resources and soil. A government estimate indicates that in five major disasters since 1998, the country suffered a loss of nearly 15% of GDP[2]. These events exacerbate poverty and vulnerability of people on a regular basis.

 

The Government already recognises the severity of climate change and therefore, the related concerns are being gradually mainstreamed in the national development policy planning and financing. The Government has formulated a national climate change strategy and action plan (BCCSAP 2009) that provides core programme direction. However, this sector is served by a number of sectoral policies which also shape the expenditure pattern in the national budget. While the Local Government Institutions (LGIs) are mandated to implement many actions related to climate effects, these actions need to be included in the local plans as climate proofing initiatives.

 

The proposed project will address gaps at local and national levels based on which the results have been designed. At the local level, despite being a repository of local knowledge and information, the LGIs fall short of harnessing the potentials from the local community. The mechanism for formulation of the Local Development Plan (LDP) has the scope to engage the poor and vulnerable groups in a participatory way to reflect their climate-related needs and demands.  Communities and households face difficulties in securing access to the planning and financing mechanism for sustainable development solutions. On the other hand, the Civil Society Organizations (CSOs)[3] and local institutions[4] who have long been functioning at local level for enhanced participation and accountability also shy off the process owing to lack of adequate capacity. An in-depth analysis of the potentials and the gaps was carried out to identify the intervention areas at the local level.

 

The project is designed to support approximately 200,000 of the most vulnerable households in 72 unions in seven districts in Bangladesh. The benefits are expected to come out of climate change adaptation actions at various levels, scaled up through local government institutions incorporating high quality accountability and participation of the most vulnerable people. This concept evolves around six strands: (i) building capacity, awareness and empowerment of the vulnerable people to generate plans; (ii) development of capacity of the local government to integrate climate change into their local development plans; (iii) building capacity and engagement of local actors and government extension workers at local level to work as driver for accountability of climate action; (iv) provide grants to local government as additional resource to climate-proof their investment on community based adaptation work; (v) provide direct support to the vulnerable households to meet their adaptation needs; (vi). promote a local climate financing mechanism through evidence based advocacy for delivering climate finance at scale.

 

The project will enhance the capacity of vulnerable communities, local government institutions and civil society organisations for planning and financing climate change adaptation solutions in selected climate vulnerable areas. By achieving the objectives and results, the project will contribute to the reduction of poverty and vulnerability in Bangladesh.

 

The project is expected to produce the following results:

 

  • Strengthened capacity of vulnerable people and local stakeholders for accountable planning and financing on CCA/DRR actions for building resilience;
  • Enhanced access of LGIs and vulnerable households to climate funds have for climate resilient infrastructures and adaptive livelihoods; and
  • Established evidence based advocacy for a mechanism for ‘financing local resilience’.

 

The total duration of the project is 48 months, including a 6-month inception phase. The LGD, as implementing agency of MoLGRD&C will be the implementing agency, which will assume overall responsibility for management and implementation of the project in a manner consistent with UNDP’s National Implementation Modality (NIM). A Project Steering Committee (PSC) will be formed with the participation of Ministry of Planning, Ministry of Disaster Management and Relief (MoDMR), Ministry of Finance, Ministry of Environment and Forest (MoEF), other relevant ministries, development partners and implementing UN agencies. It will be responsible for consensus based management decisions for the project when guidance is required, including approval of project plans and revisions. UNDP and UNCDF will jointly manage a Project Management Unit (PMU) comprised of national and international staff members to support the LGD for implementing the project. A National Project Director (NPD) will be assigned by the Ministry who will lead the implementation with support from PMU. The PMU of the Project, under the guidance of NPD will be responsible for providing financial and narrative reports to development partners through UNDP and UNCDF. A Project Board chaired by NPD will have members from Development Partners and Implementing UN agencies, and will oversee the technical aspects of the project.

 

The total budget of the project is estimated at US $19.27 million. The EU will sign two separate Delegation Agreements with UNDP and UNCDF. SIDA will sign an agreement with Multi Partner Trust Fund (MPTF) Office as Administrative Agent. A Memorandum of Understanding (MoU) will be signed between MPTF Office, UNDP and UNCDF for SIDA resource sharing. An approved Project Document with GoB will be the basis of legal agreement between UNDP-UNCDF and GoB on managing the project.

 

The existing development partners and other interested development partners (beyond EU and SIDA) may also join to support the project at a later stage. There will be scope to explore additional resource mobilization from internal and external sources to scale up successful models of the project within the scope of the current project.

 

As per United Nations (UN’s) role, UNDP and UNCDF will continue to play a joint role in managing various risks including fiduciary risk together with assurance of project quality. A comprehensive monitoring and evaluation system will be in place to demonstrate accountability, track impacts and progress and generate knowledge.

 

The project envisages a twofold sustainability of efforts beyond its stipulated life. Firstly, through the capacity building component primary stakeholders will continue to utilise the knowledge and skill gained for better performance at their respective levels. The vulnerable households and the community at large will continue to derive benefits by using the knowledge transferred. Besides, the civil society engagement would amplify the demand for more investment for adaptation in an accountable, transparent, participatory and inclusive manner. Therefore, there would be a clear qualitative change on the demand side of the agenda. Similarly, the LGIs will continue to include climate change into their LDPs based on the knowledge and skills they would acquire from the project including the participatory approach for accountable service delivery. The climate fiscal framework initiated by the Ministry of Finance (MoF) will create conditions to formulate Local Climate Fiscal Framework (LCFF). Knowledge and evidence from the project will provide enough inputs into the practice of climate agenda at the local level. Therefore, the supply side of it is expected to make a qualitative change. The results will be reinforcing the good practices for scaling up and mainstreaming which in turn will ensure sustainability.

 


[1] Germanwatch, 2015. https://germanwatch.org/en/download/10333.pdf

[2] The 6th Five Year Plan, General Economics Division (GED), Ministry of Planning (MOP), Government of the People’s Republic of Bangladesh, Dhaka.

[3] CSO refers to school management committees, freedom fighters council, press club, youth organizations, women groups, farmers associations, fishermen associations, market committees, voluntary groups, teachers associations, social leaders etc. Mode of selection of CSOs will be included in Operation Manual.

[4] Local institutions refer to local organizations like field level offices of different government departments, Disaster Management Committees (DMCs), Research Institutions etc. Mode of selection of local institutions will be included in Operation Manual.

Assistance Strategy

The Project falls under Pillar 5 of the current UNDAF priority: “UNDAF Outcome 5.1.  By 2016, populations vulnerable to climate change and natural disaster have become more resilient to adapt with the risk.” Under the Pillar 5, the UN system aims to promote integration of interventions within the DRR frameworks, capacity development of the GoB, supporting community-based approaches, better coordination of UN systems projects/programmes and other DPs and working towards a strong public-private partnership. It is in line with the efforts of the Local Consultative Group[1] (LCG)’s Working Group on Environment. Coordination and linkages will also be built with the Pillar 7 (Gender equality) under the UNDAF as well as other relevant forum for sharing. The lessons of the Project are expected to contribute to update the Bangladesh Climate Change Strategy and Action Plan (BCCSAP), which is a living document.

 

Governance

  1. The project will be guided by a Project Steering Committee (PSC), headed by the Senior Secretary/Secretary of LGD. The other members will be representatives from most relevant ministries and stakeholders that include Ministry of Environment and Forest (MoEF), Ministry of Disaster Management and Relief (MoDMR), Ministry of Planning (MoP), Ministry of Finance (MoF); representatives from the European Union (EU) and the Swedish International Development Authority (SIDA); an Eminent Climate Change Scholar to be identified in consensus at the first meeting of the PSC; and others such as other Development Partners joining the project. The PSC will sit minimum once in a year and provide strategic guidance, and adopt and advocate key policy recommendations.

 

  1. A Project Board will be set up, governed by the PSC, to oversee the implementation of the project. The Board will consist of a group of representatives responsible for making consensus-based strategic and management decisions for the project. The project board will sit once in a quarter and oversee the implementation of the guidance of the PSC. It will oversee the project implementation; review compliance with GoB and UNDP-UNCDF requirements; and ensure implementation of the management plan for the risks identified. The Project Manager (PM), is responsible to provide secretarial support to the Project Board.

 

The Board will be comprised of:

  • The NPD who is a senior official of the Ministry/LGD and will be responsible for overall direction, strategic guidance, and timely delivery of project outputs will be the chair of the board, LGD can also nominate a senior official as chair of the Board who will perform the Executive role ensuring the project ownership;
  • A representative per contributing Development Partner;
  • Senior Supplier representatives providing guidance regarding the technical feasibility of the project, compliance with development partner requirements, and rules pertaining to use of project resources. This role will be fulfilled by UNDP and UNCDF in its capacity as suppliers of resources from development partners; and
  • Two Senior Beneficiary representatives (one from LGD planning wing, one from LGD UP or concerned wing) who ensure the realization of project benefits from the perspective of project beneficiaries.

 

 

Administrative Agent

The Multi-Partner Trust Fund Office (MPTF Office) of the United Nations Development Programme (UNDP) serves as the Administrative Agent (AA) of the Joint Programme. The AA is responsible for concluding Standard Administrative Arrangements (SAAs) with donors and Memorandum of Understanding (MoU) with Participating UN Organisations.

 


[1] Members include representatives from different government ministries, bilateral and multilateral Development partners, and UN agencies. It aims at ensuring a collective vision and approach on capacity building on climate change in Bangladesh to promote maximum effectiveness, efficiency, and added value.

 

Recent Documents

This tab shows only recent documents relevant at the Fund level. To see more documents at both the fund and project level go to the Document Center.

Key Figures
Funding Status
Participating Organizations are required to submit final year-end expenditures by April 30 in the following year; Interim expenditure figures are submitted on a voluntary basis and therefore current year figures are not final until the year-end expenditures have been submitted.
Total as of
Values in US$
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Funds with Administrative Agent
Contributions from Donors 3,720,010  
Interest and Investment Income (from Fund) + 2,286  
Interest (from Participating Organizations) + 0  
Total source of funds   3,722,296
Transferred to Participating Organizations 3,682,792  
Refunds from Participating Organizations - 0  
Administrative Agent Fee + 37,200  
Direct Cost + 0  
Bank Charges + 52  
Total use of funds   - 3,720,044
Balance with Administrative Agent   2,251
As a percentage of deposits   0.1%
Funds with Participating Organizations
Transfers to Participation Organizations 3,682,792  
Total resources   3,682,792
Participating Organizations' Expenditure 0  
Refunds from Participating Organizations + 0  
Total expenses   - 0
Balance with Participating Organizations   3,682,792
As a percentage of transfers   100.0%
Total Balance of Funds   3,685,043
As a percentage of deposits   99.1%
Delivery Analysis
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Multi-Partner Trust Fund Office (MPTF Office), Bureau for Management Services, United Nations Development Programme; Fax: +1 212 906 6990;  

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