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III. INTEGRATION OF ENVIRONMENTAL CONCERNS INTO DECISION- MAKING FOR FLOOD
LOSS REDUCTION
[ III-A | III-B
| III-C | III-D | III-E
| III-F | III-G ]
G. Decision-making procedure for integration of projects into development
planning
[ G-1 | G-2
| G-3 | G-4 | G-5
| G-6 ]
1. Project planning
Project planning in the water sector and water-related sectors of Bangladesh
is done by the implementing agencies. They each have some type of planning
group that collects data, conducts or supervises studies, and forwards
project plans to the Planning Commission
(PC) for approval. These groups also assemble portfolios of projects for
inclusion in the five-year plans.
For new projects, the traditional series of investigations and studies
is followed, with the emphasis on developing sufficient justification to
get the project approved for funding. Step-wise procedure is shown in Figure
25. The first step, after a project has been identified, is to get the
project included in the current five-year plan. The second step is to submit
an application to the PC to obtain funding for a feasibility study. Such
studies aim to determine the physical, financial, socio-economic and environmental
feasibility or acceptability of the proposed project. After a favorable
feasibility study has been completed, the third step is to submit a project
concept paper (PCP) to the Planning Commission that, when approved, will
enable the project to be detailed in the Project
Proforma (PP) for departmental approval and funding in each Annual
Development Plan (ADP).
Figure 25. Procedural steps for approval and funding of projects
For old or reformulated projects, preliminary studies may be omitted
if the previous studies are still valid, or updated if conditions or policies
have changed. Primary emphasis is placed on the revisions to a previous
plan. For example, a weakness of an earlier plan may be corrected, or an
implementation schedule re-phased to improve economic efficiency. For these
old projects, a Revised Project
Proforma (RPP) is submitted to the PC.
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