Embassy of the Kingdom of the Netherlands Dhaka, Bangladesh

Bangladesh Water Development Board Dhaka, Bangladesh

Integrated Planning for Sustainable Water Management (IPSWAM)

Evaluation report

Dhaka, August 2011

Table of Contents
Summary 1. 2. 3. 4. Introduction Evaluation: approach and methods The IPSWAM project Achievements 4.1. Overview 4.2. Participatory water management in nine polders 4.2.1. The participatory process 4.2.2. Rehabilitation of infrastructure 4.2.3. Operation and Maintenance 4.2.4. Impact on beneficiaries and polder development 4.3. Institutional development of BWDB 4.3.1. Establishment of the central and zonal Planning Cells 4.3.2. Development of guidelines for Integrated Planning for Sustainable Water Resources Management 4.3.3. Dissemination of the IPSWAM approach in WMIP and SWAIWRPMP projects 4.3.4. Dissemination of the IPSWAM approach in BWDB 4.3.5. Support to the adaptation of planning and budgeting procedures 4.3.6. Establishment of the Resource Cell for Participatory Water Management Conclusions 5.1. Conclusions 5.2. Challenges and lessons learned

5.

Appendices A. Terms of reference B. Mission programme and persons met C. IPSWAM: summary of outputs envisaged and realised D. Overview of training provided E. Overview of rehabilitation work F. Review of the Socioeconomic Assessment Report of IPSWAM Project (by BARD) G. Summary of practical approaches for participatory subproject development

List of Abbreviations ADP BWDB DAE DG DP DPP EKN FCD FCD/I FY GoB GPWM HYV IFAD IPM IPSWAM LCS LIV NGO NWPo O&M SAAO SDE SO SWAIWRPMP TOT TRG WMA WB WMG WMIP WMO

Annual Development Plan Bangladesh Water Development Board Department of Agricultural Extension Director General Planning Directorate in BWDB Development Project Proposal Embassy of the Kingdom of the Netherlands Flood Control and Drainage Flood Control, Drainage and Irrigation Financial Year Government of Bangladesh Guidelines for Participatory Water Management High Yielding Variety International Fund for Agricultural Development Integrated Pest Management Integrated Planning for Sustainable Water Management Project Landless Contracting Society Local Improved Variety Non-governmental Organisation National Water Policy Operation and Maintenance Sub-Assistant Agricultural Officers of the Department of Agricultural Extension Sub-Divisional Engineer (BWDB) Section Office (BWDB) Southwest Area Integrated Water Resources Planning and Management Projects (GoB, ADB, EKN funded) Training of Trainers Training Resource Group Water Management Association (middle level water management organisation) World bank Water Management Group (lowest level water management organisation) Water Management Improvement Project (GoB, WB, EKN funded) Water Management Organisation (generic term to include both WMG and WMA)

Summary
The aim of the IPSWAM project is to support the BWDB to find an operational approach to introduce practical and sustainable participatory and integrated water management in line with the Guidelines for Participatory Water Management in the subprojects for which it is responsible. To achieve this purpose IPSWAM has followed a two track intervention approach: Piloting and demonstrating a practical approach in nine polders in the Southwest and Southcentral zones of the BWDB. Institutional strengthening of BWDB offices concerned and dissemination of integrated and participatory water management practices throughout the BWDB. The project started in November 2003 for a period of five years. Due to cyclone damage it was extended twice and terminated in June 2011. During implementation of the project all envisaged activities have been executed and most of the expected direct outputs were achieved. For some outputs, the achievements substantially exceed expected outputs, for example the numbers of BWDB staff and WMO leaders and members trained. Some activities that were not described in the inception report have been executed and direct results obtained, for example the approval for the establishment of a Resource Cell for Participatory Water Management in BWDB, the establishment of a participatory monitoring system and the support given to the formulation and approval of a Gender Strategy for BWDB. Project impact at the level of the nine polders is encouraging. A study by BARD found clear improvements in the level of agricultural production and non-agricultural employment. Most important, the incidence of extreme poverty was reportedly reduced from 45% to 16%. During visits of the evaluation team to two of the nine polders these findings were generally validated. It appeared also that full exploitation of the potential of improved water management is not yet realized, and further improvements are therefore possible. The Water Management Organisations show a considerable level of activity, not only for operation and maintenance of the water management infrastructure, but also in establishing linkages with local level development organizations such as the Department of Agricultural Extension, the Department of Cooperatives and NGOs. Many WMOs have started a savings and loan operation for their members. Institutional achievements include the adoption of the Guidelines for Integrated Planning for Sustainable Water Resources Management by the BWDB as its standard approach for the development of medium sized Flood Control and Drainage projects. The project has actively supported BWDB in disseminating this approach throughout all its offices in the country. Although not envisaged in the original plan of IPSWAM, the project has made an important contribution to the approval of the Resources Cell for Participatory Water Management in BWDB. The aim of the establishment of this Cell is to continue with the support for participatory approaches throughout the BWDB, assuring the sustainability of the achievements. IPSWAM was designed as a precursor to the Water Management Improvement Project (WMIP, funded by the World bank and EKN) project. The role of IPSWAM was to develop and demonstrate the feasibility of participatory water management in practice, and the contribution of WMIP to spread the use of participatory water management in practice throughout the project portfolio of the BWDB. The start of WMIP suffered considerable delays and its operationalisation was characterised by a variety of problems. Dissemination of the approach to WMIP has not occurred to the extent envisaged. Increasingly, however, this project is adapting to the approach developed by IPSWAM and makes direct use of its training modules and information material. IPSWAM plays the same role vis--vis the Southwest Area Integrated Water Resources Planning and Management Project. Also this project is makes increasingly use of the approach developed by IPSWAM and the training material that it has disseminated. Dissemination and practical application of the approach throughout all projects of the BWDB requires further support. Because of the problems that WMIP experiences the scaling-up of the dissemination of the IPSWAM approach in BWDB has not yet been achieved. 4

Overall it is concluded that the project has realized considerable achievements and that its results achieved so-far hold considerable promise for sustained institutional change of BWDB. In the nine polders that were rehabilitated IPSWAM has positive effects on the lives of tens of thousands of people in the nine polders. It has led to some important steps in the institutional change process of the BWDB. At the same time it should be realized that such institutional change processes require a long term time horizon. Further work is necessary to realize a critical mass for change within the organization, and with that sustainability of achievements. Synergy with other similar projects in the water sector will strengthen the institutional impact of IPSWAM.

1. Introduction
The Netherlands has cooperated with Bangladesh in the development of water resources almost since independence. After the adoption of the National Water Policy (NWPo) and the Guidelines for Participatory Water Resources Management (GPWM) by the Government of Bangladesh (GoB), the Netherlands has supported the Bangladesh Water Development Board (BWDB) with the practical application of the new approach. IPSWAM is the main project for this, but also other projects play a role, notably the Southwest Area Integrated Water Resources Planning and Management Project (SWAIWRPMP) and the Water Management Improvement Project (WMIP). For the Dutch cooperation programme in Bangladesh, the water sector will remain a priority. With IPSWAM terminated in June 2011, an evaluation of both the direct project achievements as well as an appreciation of its wider institutional and policy context is relevant, in order to develop a perspective for possible future interventions of this nature. In accordance with its dual objective of evaluation and developing a forward looking perspective, the mission drafted two reports. This report presents the evaluation of the IPSWAM project, including the findings and conclusions/lessons learned. The forward looking perspective for a continuation of support to the BWDB as a follow-up of the IPSWAM project is presented in a separate report1. The evaluation took place from 8-25 August 2011, and was executed by Dr. Bert van de Putte (institutional development specialist and team leader), Mr. Nityanandra Chakravorty (socioeconomist), Mr. Abu Saleh Khan (water resources management specialist) and Ms. Syeda Rizwana Hasan (Gender Expert). The mission wishes to express its sincere appreciation for the cooperation that it received from staff of the Embassy of the Kingdom of the Netherlands (EKN) and of the BWDB as well as from other organisations contacted. The mission is grateful for the support provided by the IPSWAM project staff.

2. Evaluation: approach and methods

During the initial briefing at the Embassy of the Kingdom of the Netherlands (EKN), the context and focus of the evaluation were discussed. This resulted in a further specification of the evaluation questions formulated in the terms of reference. These questions are presented in the ToR (see Appendix A), with the specifications added in footnote. The data collection included study of documents, interviews with BWDB staff and other stakeholders in Dhaka. From 15 18 August the mission visited polders 22 and 30 near Khulna. Discussions were held with water management organisations and representatives of local government. A visit was also made to the SWAIWRPMP project in Jessore, including a visit to one of the WMGs of this project. The mission programme and list of resource persons are presented in Appendix B. Of the nine subprojects included in the IPSWAM project polders 22 and 30 are perceived to be among the best performing (see table 4.2). The observations in the field are therefore not representative for the nine IPSWAM subprojects, but nevertheless, the mission considers that the insights gained are also relevant for the work IPSWAM did in the other subprojects, albeit that changes observed may have occurred at a different scale and pace in the other subprojects. Findings on various aspects related to gender have mainly been drawn from interactions with the women members of the WMOs. In the two selected polders, women members of the WMOs participated actively and spontaneously in responding to questions relating to the impact of the project on their lives and their stake in the process.

Perspectives for the follow-up of the IPSWAM project, Concept note, September 2011.

In some cases, it was felt difficult to consider the gender aspects in isolation from the overall management approach. It is also difficult to comment on the adequacy of gender integration separate from the overall achievements of the project. Hence gender issues were discussed and assessed both distinctly and in combination with the general project activities and results.

3. The IPSWAM project

The ultimate aim of the IPSWAM project is to assist the BWDB to find an operational approach to introduce practical, affordable and sustainable participatory and integrated water resources management, based on the principles of the GPWM. The approach being developed must be suitable to be applied in the normal circumstances of Bangladeshi institutions. The IPSWAM project is based on the cumulative experiences of a series of water sector projects supported by EKN. These include the Early Implementation Project, the Delta Development Project, the Char Development and Settlement Project, the System Rehabilitation Project, and the Small Scale Water Resources Development Sector Project. The first formulation of the project was done in the second half of the 1990s. The project document that was finally approved was formulated in 2001. Implementation started in November 2003 for a period of five years (until November 2008). The total budget of the project is composed of a contribution of the Government of Netherlands (11.36 million) and a contribution of the Government of Bangladesh of 2,525 lakh Taka2. To achieve its objective the project executed interventions in two interrelated components: Piloting and demonstrating a practical and pragmatic approach to participatory water management through development of water management in nine medium sized3 polders in the South West and South Central zones of Bangladesh. The polders are located in the tidal area, with problems of salinity and siltation. Their infrastructure (mainly the perimeter embankment and structures for drainage) was often incomplete or dysfunctional. Key characteristics of the nine polders (and the WMO) are presented in table 4.5. Institutional strengthening of BWDB offices concerned and dissemination of integrated and participatory water management practices throughout the BWDB. From its conceptualisation, the IPSWAM project was perceived to be interconnected with the Water Management Improvement Project (WMIP) supported by the World bank and EKN. The specific role of IPSWAM in this context was to develop and demonstrate the feasibility of a participatory approach for subproject development. With its substantial resources, WMIP would scale-up the application of this approach in some 200 BWDB subprojects, and in doing so, ensure wider dissemination of the participatory approach in the BWDB In November 2007 cyclone Sidr caused extensive damage to some of the subprojects. Repairs were estimated to require approx Tk. 170 million. BWDB could not use its maintenance funds for the repair of the damage caused by Sidr, because the IPSWAM polders were not yet declared completed. It was decided to extend the project period until the end of June 2010 and EKN made available an additional Tk. 63 million for repairing the damage caused by Sidr. In May 2009 another cyclone (Aila) caused damage to some of the subprojects included in the project. A second extension (one year to June 2011, budget neutral) was agreed to allow the project to repair the damage done. Some of the damage to the main perimeter embankment and structures has been provisionally repaired by the WMO. Although most of the repairs are completed, some BWDB repairs are required to bring these embankments up to design standards.

2 3

Inception report p. 58. This excludes the amount later allocated by EKN to repair cyclone damage (see section 4) Up to 15,000 ha.

4. Project achievements 4.1. Overview

The expected outputs of the IPSWAM project are described in detail in the logical framework included in the inception report. Appendix C presents an overview of the expected outputs and the achievements of the project. This is summarised in the following table. Table 4.1: Summary of envisaged outputs and achievements
Activities/outputs in logical framework IPSWAM Planning Team established at DP-III Planning Cells established at CE offices of SC and SW Zones Planning staff trained Project achievements IPSWAM Planning Team established and fully staffed (BWDB staff and TA staff) Planning Cells in the two zones established, BWDB staff assigned to Planning Cells about half of envisaged numbers. All TA staff appointed. Needs assessment and training plan made. Substantially more BWDB staff trained than originally envisaged: all planning staff trained and in addition all professional staff of BWDB have received training in various related subjects. Institutional analysis study completed, findings are used as an input for the on-going restructuring of BWDB. Approach developed, including supporting information and training material. BWDB has concluded MoUs with different relevant departments (LGED, Dept of Cooperatives, Dept. of Agricultural Extension, Dept of Fisheries. Guidelines for the approach have been formally adopted by BWDB.

Distribution of responsibilities between BWDB-HQ and Zonal/local offices defined Approaches developed for local level institutional development and multidisciplinary participatory planning External relationships defined and formalised in MoUs with Line Ministries Guidelines and procedures for participatory water management introduced by BWDB. Adequately functioning water management organisations in 9 selected sub-projects Rehabilitation and O&M plans prepared for the 9 selected sub-projects with full participation of WMOs Nine selected sub-projects properly rehabilitated. Achievements not envisaged in the original Logical Framework

WMGs and WMA in the nine polders have been established and are functioning as envisaged. Rehabilitation and O&M plans prepared with participation of WMOs.

Rehabilitation done, some further infrastructural work required. Water management in nine polder has improved, cyclone damage mostly repaired, some support required to bring some repairs up to design standards. Contribution to obtaining approval for the Cell for Participatory Water Resources Management Setting-up of a participatory M&E system of subprojects. Project contributed to formulation of BWDB gender strategy. Training of WMAs in 3 polders of 4th Fisheries project and in 1 GoB funded project. 1,300 toolkits distributed to BWDB offices throughout the country. Exchange visits for staff of other projects (WMIP, SWAIWRPMP, LGED).

The IPSWAM project has implemented all envisaged activities, and by and large achieved its direct outputs. In a number of important aspects it has substantially exceeded planned outputs. The following sections provide more details for some essential project components.

4.2.

Participatory water management in nine polders

4.2.1. The participatory process In the initial years of the project (2004/2005) a process for participatory water resources management was developed, taking into consideration experiences of (mainly) CDSP and of the SSWRDSP (LGED) for medium sized Flood Control and Drainage (FCD) projects This six step participatory process is as follows: Figure 4.1: The participatory planning and implementation process
1. Identification/ Selection of projects

2. Participatory, Multidisciplinary data collection/ analysis and option development

3.Formation of Water Management Organisations (WMO)

4. Plan formulation and finalisation, including: Infrastructure Rehabilitation Plan Sustainable Environmental Management Plan Agreement on O&M responsibilities

5. Rehabilitation Work

6.Long-term O&M with monitoring

After some field experience with this process it was described in detail in the Guidelines for Integrated Planning for Sustainable Water Resources Management and adopted by BWDB in September 2008 (see section 5.2.2 of this report). From the available documentation, interviews and group discussions in the polders visited the mission observed that the participatory approach has worked well. It has contributed to a strong feeling of ownership of the infrastructure by the WMO. Although not all the works that were requested initially by the WMO were executed, they understood that priorities had to be set. It was stated several times by members of the WMO that in their experience this was the first time that officials listened to their water management problems, and acted to solve these within the limitations of what was technically and financially feasible.

On specific aspects of the participatory process the mission observes the following: The definition of participatory water management requires involvement in all six stages of projects/ schemes (see page 2 of the Guidelines for IPSWAM), the field visits revealed the absence of an effective platform for response and redress. The project approach includes stakeholders participation in the stages of identification, planning, implementation and O & M as described in the GPWM (see page 9 of that document). Local stakeholders are not yet effectively participating in decision making with regard to the following aspects: Detailed planning and design (as described in the GPWM page 13) Contracting of works to contractors (transparency of financial plans to be vetted by the WMGs/WMAs) In these stages local stakeholders are discussing (but not deciding) issues. The provisions in the Operation and Maintenance Agreement (between WMA and BWDB) on removing interruptions in the canal/ rivers in the polder area have remained largely unutilized (see page 56 of the Guidelines for IPSWAM). Many resource persons stated that the lease of water bodies for fish cultivation purposes impeded the free flow of water for drainage or irrigation. Also, the commitment to allow use of acquired lands, sides of embankments, public canals/wetlands for realizing the cost of operation and maintenance by WMGs (see page 57 of the Guidelines for IPSWAM) has remained unfulfilled. At all group discussions these issues were mentioned as requiring action from the relevant authorities. 4.2.2. Rehabilitation of infrastructure In the IPSWAM project the rehabilitation of infrastructure follows a bottom up approach with the WMOs defining their respective water management problems in the different blocks in a polder during village level meetings. On the basis of the consolidation/prioritisation of problems expressed by the WMA and the design parameters provided by the IPSWAM/BWDB office, the BWDB Design-III prepared the designs of the water infrastructures for each of the nine subprojects. Though the DesignIII Directorate didn't take into consideration climate change impacts and sea level rise in their design for the IPSWAM polders they stated that from 2009 onwards the effect of sea level rise is taken into consideration for all structures in the coastal region and they are designed for both drainage and flushing even if one of these two functions is not (yet) required at the moment. The Design-III Directorate explained that delays in providing the design drawings were mainly due to want of data from the field e.g. soil test results and survey data. At the onset of the project, the polders included in the IPSWAM project had either no gates in the structures or the gates were not functioning. Construction of new gates and rehabilitation of the existing gates was required. The approval process of non schedule items for the tender of gates by Design Circle-II of BWDB took considerable time. Though this was resolved with great effort by the IPSWAM project it meant that the gates were not prepared in time and that project completion and handover were delayed. As long as gates were not properly operating and closed the daily tides entered and left the polders unhindered resulting in the siltation of the internal khals. This has resulted in higher O&M costs for khal re-excavation to meet the design criteria. Malfunctioning of sluice gates can have various reasons: Deviation from design during manufacturing Lack of craftsmanship (MEO workshops may be better than private manufacturers) Quality of material not up to prescribed standard (plates, bolts, seal, paint) and limited quality control (seals) Delayed or no maintenance (greasing, painting) Mode of installation Less than optimal design ( possibilities for improvement include the use of other materials, embedding of flap gates, other devices, protection measures (galvanization) and seals.

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IPSWAM has contributed to the modification of the design of gates and the hoisting system to make them more easily operable and ensuring less O&M expenditure in future. The Mechanical Design Circle of BWDB has pointed out that as a measure to reduce the O&M expenditure of gates they should have sand blasting done before the painting work is done and the gates of coastal regions should be made of skin plates of 12mm instead of 8mm as presently done. Quality control of the construction of the water management structures was done by SO & SDE of BWDB. The WMA had a quality control sub-committee of 7 members specially trained by IPSWAM for this purpose. Sub-committee members were often almost continuously present on the construction sites. In case of observed deviations of contracted work, the sub-committee informed the BWDB office concerned and IPSWAM quality control staff. This ensured that work was done as per design. The earthwork done by the LCS was also checked by BWDB and the quality control sub-committee of the WMA. The BWDB assisted the LCS in the earthwork by setting demonstration pilot segments of the work assigned and certifying them if they met the design standards before the full work was taken up. This ensured that the LCS had a reference work to refer to do the rest of the job. The final bill was processed and paid with the involvement of four parties: the BWDB field office, all members of the WMA quality control sub-committee, IPSWAM office and the WMA. Thus all work of rehabilitation had a tight system of quality control. Participatory planning requires substantial flexibility in work procedures in order to adjust to the needs of water users and cope with changing situations. In the IPSWAM polders, both changes in the quantity of work and in engineering design and some new items of work have been included in the rehabilitation plans. The WMGs & WMAs have been instrumental in the planning process. Overall, as a consequence of participation by WMO, some additional 18.63 km re-excavation of canal, 1.70 km retired embankment, 12 irrigation inlets, 0.70 km protective work and some changes in the location of structures have been included in the plan. Detailed examples of adaptations of plans as a result of participation of WMAs are: 1. In polder 43/2D a proposed 4-Vent Regulator was changed into two 2-Vent Regulators positioned at two different places at the request of WMGs. 2. In polder 43/2B WMGs changed the alignment of the retired embankment to make it more socially acceptable to the local community. 3. In polder 43/2F WMGs changed the design of the canal excavation and suggested to make it deeper rather than wider to avoid land acquisition. They also suggested the place of spoil disposal. The review of the rehabilitation plan indicates that nearly all physical infrastructures have been completed except for some re-exacavation of khals which couldnt be done due to very late release of funds by BWDB in 2010-11 FY. An overview of the rehabilitation work done is provided Appendix E. Participatory Monitoring of 9 IPSWAM polders on Infrastructure and Water Management done in December 2009 had the following findings on the overall condition of the nine polders included in the project: Table 4.2: Condition of infrastructure of subprojects (situation as per December 2009)
Polder 22 43/2A 43/2E 29 30 43/2D 43/2F 43/1A 43/2B Condition Good Moderate & Good Good Moderate & Good Good & Very Good Moderate & Good Moderate & Good Moderate & Good Poor & Moderate

Source: Participatory Monitoring in nine IPSWAM Polders, Technical Note No. 77, January 2010

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The monitoring report reveals that the condition of the infrastructure and water management in a particular polder is heavily dependent on institutional capacity of the WMAs/WMGs (mainly its internal coherence and level of activity) and good relations with the local BWDB engineer. Physical Verification of Polder 22 The WMA & WMGs in polder 22 appreciated the IPSWAM project implementation and expressed their willingness to assume responsibility for the routine project O&M as per the MoU with BWDB. Members of the WMA stated clearly that water management had improved, and specifically had become more predictable. They pointed out some areas where attention should be given to make the polder water management even more effective: Some parts of the peripheral embankment needed to be raised to prevent water from entering during high tide. Some khals needed to be re-excavated. Irrigation management was wanting in some places and because of that 4 more inlet structures are required to be constructed. Availability of drinking water still remains a major issue for the people in the polder. Compartmentalization of the polder for more precise water management through water structures is still complete. Physical Verification of Polder 30 This is a larger polder than Polder 22 and thus the complexities are more. The WMA & WMGs pointed out that the IPSWAM project implementations have raised their expectations on water as a vital resource for development and as a consequence new requirements have come up. They raised some issues that require attention to further improve water management in the polder: Some gates (at Milemara) on the western side of the project are not functioning adequately due to siltation of the outlet canal. Due to siltation of external rivers some additional gates are required to remove water logging at specific places More khal excavations are required including removal of obstructions due to leasing of khals for fisheries by DC office (done without consultation of WMO). Peripheral embankment needs raising to take into account climate change impact as well as siltation of the peripheral rivers Checking the possibility of groundwater extraction for irrigation. Compartmentalization of high and low areas for better water management Observations In some locations of the polders visited, scour and sedimentation were observed. The main cause for scour and sedimentation as identified is lack of proper operation (gates that are left open when there is no obvious need for drainage or flushing, use of structures for purposes for which they are not designed, either drainage or flushing sometimes at high velocities). Some structures were in relatively poor condition and hence difficult to operate, causing sedimentation of khals. Malfunctioning of one sluice may increase pressure on adjacent sluices, which can result in big scour. 4.2.3. Operation and Maintenance In the agreement between the WMA and BWDB the responsibility for O&M is described as follows4: Responsibility of the WMA: operation of infrastructures and regular maintenance. Responsibility of BWDB: periodic maintenance and emergency maintenance. The WMOs are assuming their responsibilities in operation and maintenance (O&M) as defined in the MoU and GPWM. They regularly inspect the condition of infrastructures, repairing holes and breaches in embankment, keeping canals clear and doing small maintenance of gates. This indicates that in the rehabilitated polders preventive maintenance is taking place. In fact, their participation in routine O&M works has been remarkable. The estimated cost of the routine O&M activities carried out by
4

Guidelines for Integrated Planning for Sustainable Water Resources Management, pages 13-14.

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WMOs in IPSWAM polders until December 2009 is Tk. 5,100,000. The contribution of WMOs in O&M is mainly in the form of voluntary labour, though they do occasionally collect cash contributions for contracting LCS and for procurement of small maintenance items (grease, paint). It is observed that in the two polders the maintenance required from the side of BWDB is not yet as agreed, notably with regard to the emergency maintenance after the two cyclones that hit the area. BWDB O&M Directorate indicated that shortage of funding for maintenance meant that not all requirements could be fulfilled. The following table presents demands for maintenance funding (from all zones and the allocation for O&M. Table 4.3: O&M demands and allocations in BWDB
Fiscal Year 2001 02 2002 03 2003 04 2004 05 2005 06 2006 07 2007 08 2008 09 2009 10 2010 11 2011 12 Demand (Tk Cr.) 250.76 235.18 257.89 276.90 341.00 350.00 400.00 529.00 846.00 1799.00 3000.00* Expenditure (Tk Cr.) 57.19 82.19 100.00 125.90 135.00 150.00 281.46 305.00 402.00 305.10 317.00* Percentage (%) 22.80 34.95 38.78 45.47 39.50 42.86 70.36 57.66 47.52 16.96 10.57

Source: data provided by Chief Engineer O&M and O&M Directorate. *2011-12 expected figure

Other resource persons indicate that the amount of funding per se is not the main constraint for O&M, but rather the inefficient allocation and utilisation of funds. There are no transparent criteria for the allocation of O&M funds that are consistently applied. Interference by external stakeholders (local elites, politicians) was hinted at. O&M in Polder 22 To plan for O&M, the O&M sub-committee of the WMA makes the estimate of the block wise O&M cost requirements. The money required is collected from the landowners of each block in proportion to the land they own in the block. The money is recorded in a register and is kept with the cashier and O&M expenses are spent from the fund with him. The WMA has requested that the unused land of BWDB may be leased to them for their income generation to meet some of the costs of regular O&M. O&M in Polder 30 The procedural mechanism of regular O&M by the WMGs are similar to that in Polder 22 but the WMA/WMGs have expressed that fund collection from the land owners is quite difficult and at times embarrassing. They have requested that the unused land of BWDB and also the internal khals may be leased to them for their income generation to meet some of the costs of regular O&M. 4.2.4. Impact on beneficiaries and polder development BARD has conducted an impact study in polders 22 and 43/2 of the IPSWAM project in 2008. A synopsis of the impact study is presented in Appendix F. Overall the BARD study reports the change in economic condition and livelihood as follows5: Of the total respondents of Khulna and Patuakhali polder areas, majority (57.5%) reported moderate, 32.1% reported low and 2.5% reported high improvement of agriculture and livelihood. 7.9% respondents reported that they had no improvement in their agriculture and livelihood.

BARD, Socio-economic Impacts of IPSWAM Polders in Southern and South-western Zones of Bangladesh, Sept-2009, P52

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So approximately 92% of the sample beneficiaries have been experienced some degree of positive impact by IPSWAM interventions. Key findings of the study are summarised in the following table. Table 4.4: Summary of quantifiable impact data
Item Increase of flood free area Increase of total paddy production Increased cropping intensity Increase of average savings per household Incidence of extreme poverty Increase of average income (adjusted for inflation)
Source: BARD Impact study, 2008

Polder 22 Polder 43/2 26% 23% 21% 34% 17% 13% From Tk. 280 to Tk. 1349 From Tk. 5 to Tk. 2272 Decreased from 45% to 16% 33% 22%

Other main findings from the BARD study are reproduced in the following box. Box 4.1: Overview of main impact findings BARD study.
Livelihood strategies The opportunities for livelihood strategies were found to have increased in the study area after the IPSWAM interventions. Despite Sidr, housing conditions, especially the number of houses with tin roof and tin/wooden wall increased, which implies improvement in housing conditions over the last five years. The number of sanitary/water sealed latrines increased by over 25% in the Khulna and Patuakhali polder areas respectively due to increase of health awareness and changes in living standards. Agriculture Compared with the situation before IPSWAM, the total cultivable area of respondents in Khulna and Patuakhali polder areas under F0 (flood-free) remarkably increased. the cropping intensity in all the sample polder areas increased in the post-IPSWAM period compared to the pre-IPSWAM period. Total paddy production in polder 22, Khulna, increased by 21% and in polder 43/2E, Patuakhali total paddy production increased by 34%. Cropped areas and yields of oilseeds, pulses and vegetables also increased significantly. The FGD participants reported that fish cultivation in rice field increased in the villages under Khulna polder areas because of the opportunity of getting two valuable products rice-shrimp/prawn/fish simultaneously from a same piece of land. Environment There were remarkable positive changes in case of the indicators such as land productivity, fish availability, tree plantation, number of livestock, poultry and human disease after the IPSWAM project. Poverty and livelihood . This represents an increase in average income of 33% in the Khulna area and 22% in the Patuakhali areas. This means that, whereas before IPSWAM almost half of the households experienced endemic deficit, i.e. extreme poverty, after IPSWAM this has been massively reduced to one sixth of the total households. The formation of Water Management Groups had a major impact on household saving, and the wage rate of male and female agricultural labourers increased remarkably during IPSWAM interventions compared to pre IPSWAM period. The husbands of many women of the IPSWAM polders areas started living as new households in the area after returning home due to generation of work opportunities in the IPSWAM polder areas. Source: from Executive Summary BARD Impact study, 2008, p ii to v.

In the BARD study, the main factor mentioned for the positive impacts observed is the improved water management. The mission visited polders 22 and 306. Information was collected from relevant reports and through field observations, group discussions with beneficiaries and with Upazila staff. Discussions were held with local beneficiaries to see if the information of the BARD study could be validated. It was reported that IPSWAM interventions have facilitated increased cropping intensity and yield levels of crops in both the polders visited (Polders 22 and 30). From discussions with 8 farmers in
6

For limitations on representativeness of field observations see chapter 2

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polder-22 and 10 farmers in polder-30, the present T. aman crop was found to be the major added benefit as a result of improved drainage. They also reported to grow maize, sunflower and sesame in rabi season with the limited water for irrigation from nearby canals by retaining water with the help of IPSWAM structures which was not possible without project. In addition, qualitative changes are reported concerning employment, diversity of livelihood opportunities, organisational strengthening of WMO and stronger relationship with GoB developmental services. The areas visited are mainly paddy growing. Due to salinity, paddy could not be grown on most of the land in both polders before the IPSWAM interventions. After rehabilitation of the FCD systems, T aman paddy (HYV) occupied the well-drained land which constitutes around 20% of polder net area for cultivation. T. aman paddy (LIV) occupied the remaining 80% of the net area where drainage is impeded because LIV aman can withstand shallow depth of water on land. Following T. aman (HYV/LIV), Rabi crops (vegetables, pulse, gourd, sesame, sunflower and maize) are grown. But no Rabi crop is possible outside the polder because of salinity. The diversity of the cropping pattern has increased with the project. Homestead gardening with vegetables, spices and fruits round the year has also developed. The Upazila Agricultural Officer estimates that the intensity of cropping has increased from 170% to 194% in polder 30 and to 198% in polder 22. The change is noteworthy because in areas outside the project polders, this official recons there is no increase as such and paddy cultivation is gradually decreasing due to intrusion of salinity, being replaced by brackish water shrimp cultivation. HYV paddy yield is reported to be about 3.5 ton/ha with project while it is less than 2 ton/ha without project. Yield of LIV is about 15% to 20% lower than HYV yield levels. Although lower in yield, LIV is better in quality than HYV aman. So, farmers prefer LIV practice in areas with low drainage efficiency. Yield of Rabi crops are reported to be 30% to 50% higher with project than the yield under without project situation. Limitations are that polder 22 still experiences water logging in 25% of its net area. This prevents the farmers from planting T aman (HYV) crop in time. Late planting results in reduced yields of T aman (HYV). In polder 30, areas remaining under water are planted with local T aman which has lower yield than HYV T aman. Socioeconomic Impacts With the increase in crop production in both polders, demand for agricultural labour has increased. According to farmers estimates this amounted to an additional employment of 12 labour days per ha. in a year. In addition, employment of wage labour from LCS groups in earthwork (as 100% of earthwork was done through LCS) during project implementation has been substantial, causing increase in poor families income. There is potential for further employment of agricultural labour with the gradual improvement of drainage efficiency. With release of land from water in kharif-2 season due to better drainage, demand for labour will increase to cultivate T aman in more areas. The area under rabi crops may also expand with further extension services from Upazila agriculture office. This will also increase demand for agriculture labour in future. Many WMOs have developed activities other than exclusively water management to strengthen the socioeconomic position of their members, but also more social activities have been undertaken. For economic activities, WMOs are now also involved in savings and credit activities and requesting services from Upazila technical departments. Joint marketing (purchase of inputs and sales of produce) was not (yet) encountered. Womens participation in earthwork led to meeting the practical needs of the women on a temporary basis. The various skill development trainings and their application in the fields of livestock and agriculture have increased their confidence and performance leading to an increase in income. For this, efficiency in water management remains a pre-condition.

15

Institutional development of Water Management Organisations In the nine polders included in the IPSWAM project, altogether 242 Water Management Groups (WMG) are set-up. The WMGs and the WMAs were found vibrant and alive. Key data on WMGs are shown in the following table.

Training of WMG leaders and members to strengthen the functioning of the WMG and promote the empowerment of its members, was an essential part of the approach followed by IPSWAM. Altogether 23,504 persons were trained in different subjects related to WMO formation, functioning and management (see Appendix D). Training covered the following topics: Establishment and management of LCS Establishment and management of WMOs Leadership training (for men and women). Financial management and auditing of WMO Agricultural production Cooperative management Operation and Maintenance of water management infrastructure Sustainable water management Quality control of construction works The acquired skills are employed in O&M of water management infrastructures by the trained members of WMOs. It was noted that the trained members are well aware of details of polder water management for multiple water usages. The gender aspect in many trainings appears to have generally motivated the community to practical interventions that will perhaps do away with the stereotypes that still prevail. Networking and exposure have led to confidence building of women much of what still needs to be further developed. The fact that 50% of the Training Resource Group (TRG) is composed of women is an indicator that women took their involvement in the WMOs seriously and have proven to be worth to receive more investments in future. Women members aspire for further income diversification activities among others using the cooperative savings, but continued support and direction was considered desirable. Much of the training material for these trainings is included in the toolkit that has been distributed by the project (see Appendix D, table D.3) An estimated 35,000 inhabitants of the polders were exposed to messages on the promotion of income generating activities. Relationships with local level service providers Under the national DAE system, the Upazila Sub Assistant Agriculture Officers (SAAO, previously called Block Supervisors) pay routine visits to the villages at Union level and demonstrate improved crop technologies to IPM (Integrated Pest Management) groups, Field Schools and Farmers Clubs. In the polders visited DAE field staff is engaged as trainers to train farmers in the polders. This is facilitated through the umbrella MoU between BWDB and DAE for coordination of field extension activities, but in practice this seems to be of limited effectiveness. 16

BWDB has its Extension Overseers at field level to train and demonstrate appropriate agricultural and water management techniques to WMG members in polders. One Extension Overseers covers in principle some 2000 ha, but not all positions are filled. The number of Extension Overseers is limited. Water management in FCD systems has not been structurally addressed by BWDB. In the nine FCD schemes rehabilitated under IPSWAM production opportunities have changed, economic and technological conditions are evolving, and other land use practices are developing. Water management functions are performed by WMGs according to their level of knowledge, but improving the knowledge of improved water management of WMG may contribute to make better use of the opportunities that an improved water management infrastructure offers. The roles of the Local Service Providers (LSPs) are not specified in the guidelines. The LSPs were found reluctant to engage in the project area (among others because of constraints of resources) and maximize the benefits for the WMOs through systematic engagements. There is no in-built coordination mechanism in the guidelines that could hold them accountable for delivering service. As areas of livestock, poultry, homestead agriculture etc. have special potential for womens economic uplifting, a gender focused plan in these sectors and integration of the same with the water management project is felt necessary as a more sustained approach (as opposed to earth work) to remove disparity and alleviate poverty. The role of women in the WMOs All groups had womens representation and active participation. In the two polders visited, it was observed that participation of women in the discussion and planning of projects was facilitated through the WMGs and the WMAs as envisaged in the GPWM. Women were found enthusiastic in committing for more work and earning more. Their roles and contributions to the process generally received positive appreciation from the community. The earth work done by women through the LCS was addressing the practical needs of women (though short-lived and with some problematic side viz. health effects) while their regular participation in the discussions in meetings is raising their social position and developing decision making authority by them to eventually address their strategic needs. The quota system was found to be particularly helpful and was a much needed additional support to rectify the existing gender imbalance. These are in line with the Gender Strategy (2006-2011) and the GPWM. The issue of womens participation in the LCS was described by the members of the WMOs (both men and women) as igniting the dormant ability of the women to become an earning member and allowing assertion of local authority. The payment of equal wages to men and women of the LCS was certainly welcomed although the women members demanded a flexible and more accommodative approach in the work-time and mode. The role of women in monitoring the work of the contractors was felt empowering by the women members of the WMOs who otherwise exercise very little authority in any matter, domestic or external. It was observed that the women members of the WMOs were alert and engaged in discussion on matters of water management (a term undefined in both GPWM and the Guidelines for IPSWAM) that affect them. Such issues include availability of useable water for domestic, household and agricultural needs. They are also involved in broad planning of water resource management, O & M, and in monitoring and evaluation where absence of response mechanism often makes such participation futile. In the meetings of WMGs and WMAs, they articulate and share their grievances against faulty interventions and assert their claims for rectification. They were found aware of the issues. Although the project has involved more women in the WMOs and the LCSs than the minimum number prescribed in the GPWM, the number of women office bearers appeared low while their involvement in implementation is largely related to earth work. This is not a deviation from the bylaws for the WMOs as the bylaws do not propose to reserve any post of office bearers for the women. 17

Despite the limitations that still prevail in the participation process, the involvement of the local stakeholders including women in the discussions, broad planning and implementation have certainly led to some improvements in the water management scenarios in as much as problems are identified accurately, community expected and accepted solutions are suggested and some improvements have been noted in the O&M. Such successes are limited in nature and are often inadequate against the magnitude of the peculiar, dynamic and complex water management problems of the polder areas. 4.3. Institutional development of BWDB

Institutional development of BWDB includes the following main activities: Establishment of the central and zonal Planning Cells in BWDB Dissemination of the IPSWAM approach in BWDB Development and dissemination of guidelines and strategy documents Support to the adaptation of planning and budgeting procedures Support to the establishment of a Cell for Participatory Water Resources Management 4.3.1. Establishment of the central and zonal Planning Cells To implement the project it was envisaged that a central planning team would be established in DP-III and two zonal planning cells in the South-western and South-central zone respectively. The envisaged positions of BWDB staff and TA staff in the central planning team are as follows: Table 4.6: IPSWAM planning team in DP-III IPSWAM/BWDB
1 Executive Engineer 1 Hydraulic Engineer/SDE 1 Civil Engineer SDE 1 Environmentalist 1 Sociologist 1 Economist 1 Agronomist 1 Computer Specialist Support staff

Technical Assistants
1 Community Organisation Expert 1 Training Expert 1 Gender and Development Expert 1 Environmental Expert 1 Institutional Specialist 1 Planning Advisor 1 Sociologist 1 Training Specialist 1 Monitoring Engineer & Quality control Short term specialists Support Staff

Source: IPSWAM Inception Report, June 2004

All BWDB staff was assigned to the IPSWAM planning team as envisaged. Also all TA were deployed. During peak periods (for planning of subprojects and for training), DP-III has assigned additional Executive Engineers to the IPSWAM Planning Team on a temporary basis. The envisaged staffing of the zonal planning cells in the SC and SW Zones is summarised in the following table. Table 4.7: IPSWAM planning cells in the SW and SC zones IPSWAM/BWDB staff Technical Assistants
1 Executive Engineer 1 SD Engineer 1 Dy Ch. Economics 1 Asst Ch. Agriculture 1 Extension Overseer 3 Support Staff Source: IPSWAM Formulation Report, January 2001 2 Socio-economists 1 Trainer 2-4 Community Organisers Support staff

The TA staff has been mobilised as envisaged in both zones. BWDB has assigned one Executive Engineer, one Deputy Chief Agronomist, one Extension Overseer and 3 Support staff to the proposed BWDB zonal planning cells. In both zones the SD Engineer and the Deputy Chief Economist were not assigned to the planning cells, the latter mainly for shortage of such expertise in BWDB. The BWDB staff of the zonal and divisional offices involved in the project has been trained on a number of 18

subjects. The training provided to the planning cells at central and zonal level is presented in Appendix D. When the project entered its extension phases (after 2008), all positions of the central planning cell were maintained, but the staff assigned to these positions was new. The experienced and trained staff present during IPSWAM implementation was transferred, often to other Planning Directorates of BWDB. At the time of the mission, at zonal level the Deputy Chiefs Agronomist and their related staff are still posted in the IPSWAM planning cells. The Executive Engineers from the zonal planning cells are assigned to other BWDB projects, and their responsibilities have now been added to the responsibilities of the local Executive Engineers in this office. TA staff of both the central and zonal planning cells was put on other assignments, some in the water sector, others outside. 4.3.2. Development of guidelines The experiences with participatory planning culminated in guidelines drafted for BWDB7. These guidelines describe in detail the six-step model for participatory subproject development, including the responsibilities of different BWDB offices, and provide models for by-laws of WMG, WMA and for the O&M agreement to be concluded between WMAs and BWDB. The guidelines have shown to work in practice and in addition have the advantage of simplicity. The guidelines were reviewed at a workshop on February 17, 2008 and finally approved by the BWDB on September 29, 2008. In his foreword the then DG explicitly states: This guideline will be used by BWDB throughout the country for medium sized Flood Control Drainage (FCD) Projects. It is expected that other Development Agencies will also use the guidelines for efficient and sustainable management of water resources. The guidelines have been printed and disseminated widely among BWDB staff and among development partners of the BWDB. Training and dissemination workshops have been organised to explain the guidelines. Training material was prepared for BWDB staff and other stakeholders in the water sector (see section 4.3.4). With regard to the use of the guidelines for the introduction of participatory water management the mission observes the following. The mission was informed that BWDB projects implemented with funds from the GoB Development Budget do not yet apply the model as defined in the guidelines, although several BWDB officers, informed about the IPSWAM approach in the nine polders, have shown interest in applying the IPSWAM approach. This concerned in a number of cases BWDB staff working in polders in the vicinity of the current IPSWAM areas of intervention. Also during the different trainings of BWDB staff, some participants observed that staff should get the opportunity to apply the principles and skills acquired in practice. Water user groups in polders surrounding the nine IPSWAM polders showed interest in the approach developed by IPSWAM, and requested that the project should be expanded to their polders. However, as no funds were available to undertake any special activities, no action has been taken beyond informing interested stakeholders about the IPSWAM approach, some training and providing them with the material developed. WMIP (funded by World bank, EKN and GoB) has developed a different model for the participatory planning process, with 10 steps. This is based on the principle of participation, but in organisation and terminology it is different from the guidelines adopted by the BWDB. The SWAIWRPMP project (funded by ADB, EKN and GoB) has again developed a different model for the participatory process with 24 steps. Also this model is based on the principle of participation, but in organisation and terminology it is different from the BWDB guidelines. CDSP (funded by IFAD and EKN) practices a 9 step model, based on the same principles, but different in organisation and terminology. An overview of the different approaches is presented in Appendix G.

Guidelines for Integrated Planning for Sustainable Water Resources Management.

19

Despite the clear and unequivocal statement by the DG BWDB that the guidelines should be used throughout the BWDB and by its development partners, and the considerable effort made for dissemination, use of the guidelines as they are formalised is as yet limited. This is in part due to the fact that the envisaged interrelationship between IPSWAM (development of the approach) and WMIP (scaling up of the use of the approach) has not materialised. This has various reasons that are discussed in section 4.3.3. The variations that are developed by the different projects supported by external funding may not deviate from the principles of participation, but the different terminology and demarcation of responsibilities may easily lead to confusion. 4.3.3. Dissemination of the IPSWAM approach Dissemination of the approach developed by IPSWAM in the BWDB was expected to follow a differentiated route. This included direct general dissemination through training, exposure sessions and distribution of information material by IPSWAM itself, and focused scaling-up of the participatory approach through projects supported by development partners. Originally this included mainly WMIP, in a later stage also the SWAIWRPMP project. Water Management Improvement Project IPSWAM was conceptualised as the pathfinder for WMIP. WMIP was initially formulated in 1998, reformulated in 2003 and subsequently substantially altered in 2004 by the Planning Commission. WMIP is funded by the Worldbank, EKN and GoB. After lengthy negotiations the project started towards the end of 2007. The WMIP project formulation was based on the same principles as IPSWAM, and WMIP is comitted to participatory water management. The set-up of the zonal planning cells is modelled on the organisational structure developed for the IPSWAM project. Other support provided to WMIP includes staff training, exchange visits and training and extension material for participatory water management. The following box presents a summary of the support IPSWAM has provided to WMIP. Box 4.2: Summary of IPSWAM support to WMIP
Training 201 Extension Overseers trained in WMO organisation and strengthening 7 x 29 staff of zonal offices trained in IPSWAM methods Training of Trainers in IPSWAM methods, O&M and Women Empowerment Much of the training material developed used for WMIP is adopted from IPSWAM, where necessary with minor adaptations. Exposure visits Exposure visit of WMIP staff and TA to IPSWAM polders Toolkits All BWDB offices in Bangladesh (some 600) have received the toolkit with an introduction to its use. Sources: WMIP and training data IPSWAM

Resource persons indicate that limited concrete action is going on in the field. It is suggested that the changes made to the project after 2003 resulted in a project that did not have the capacity to really implement a participatory approach in the field. Key TA staff has only intermittent inputs, diminishing their impact on project management. Recruitment of consultants took a long time, and the selection of consultants has not resulted in an optimal mobilisation of expertise. Among TA staff the engineering discipline is overrepresented, providing skills that BWDB in principle possesses. BWDB could not provide the required number of Extension Overseers for formation and strengthening of water user organisations. These were subsequently recruited by the project, but many are not appropriately qualified, nor experienced, and staff turnover is high. Rigid planning procedures of BWDB combined with the generally strong target focus of the World bank are impediments to meaningful participation by water users. Loan disbursement is seriously behind schedule, and supervision missions by the World bank have rated the performance of the project as Moderately Unsatisfactory. The project is classified as a problem project. 20

In March 2011 the project was restructured, and its objectives substantially reduced, from originally 200 subprojects to 67 subprojects8. A considerable part of the budget has been reallocated to the Flood Damage Rehabilitation component, where the participatory element is essentially absent. As part of the recent restructuring of WMIP the participatory development cycle for subprojects was reduced from 48 (the IPSWAM average) to 30 months. Available information suggests that the participatory process is rushed, to the detriment of the quality of beneficiary participation. The problems in implementation have led the Embassy of the Kingdom of the Netherlands to suspend its contribution to the project. Because it is a precondition for WMIP that it can only rehabilitate polders where WMOs have been established, WMIP now plans rehabilitation works in some of the nine polders rehabilitated by IPSWAM. Because the approach to participatory processes of WMIP in practice is very different from the approach practiced by IPSWAM this is undesirable. It is also against the agreement with the WMAs that they have to take care of a large part of the maintenance by themselves and thereby undermines the credibility of both the IPSWAM project and the BWDB. This jeopardises the local level institutional strengthening that has been achieved by the IPSWAM project. Overall, the situation is that the expected synergy between IPSWAM and WMIP, whereby IPSWAM would develop a practical approach for participatory water management at subproject level and this approach would be disseminated throughout BWDB through the WMIP project, has not materialised. Southwest Area Integrated Water Resources Planning and Management Project (SWAIWRPMP) The Project aims to enhance economic growth and reduce poverty in the concerned FCD/I areas, and provide a model for rejuvenating the poorly performing FCD/I systems that will be replicated throughout the country. The Project objective is to enhance and sustain the productivity of the selected existing FCD/I systems suffering from low performance and high incidence of poverty. Activities are: (i) prepare participatory integrated water management plans ; (ii) establish productive and sustainable water management systems comprising (a) WMA formation and strengthening, (b) water management infrastructure, (c) support services for developing agriculture, fishery, and livelihood enhancement of the poor, and (d) support for establishing sustainable O&M mechanisms and (iii) strengthening institutions (including policy and institutional framework and organizational capacities) for effective provision of services9. The project is funded by the ADB, EKN and GoB. Initially project staff intended to develop its own approach to participatory subproject development, including the training and information material. At the instigations of ADB, project staff has later made full use of the material provided by IPSWAM. The support of IPSWAM is summarised in the following box. Box 4.3: Summary of IPSWAM support to SWAIWRPMP
90% of the training material used (module descriptions and handouts) has been provided by IPSWAM, only for subjects that IPSWAM did not include (fisheries, livelihoods) separate modules were developed. IPSWAM information posters were copied and slightly adapted. ToT for 60 facilitators for LCS establishment and strengthening, and exposure visits to IPSWAM subprojects. Exposure visit of 12 senior professionals of NGOs working with SWAIWRPMP to polders 22 and 30. All professional staff in senior and field level positions have received training in the IPSWAM approach. SWAIWRPMP uses the IPSWAM format for O&M agreement and for the WMG bye-laws. SWAIWRPMP makes use of IPSWAM experience with registration of WMGs under Cooperative law. Source: Interview SWAIWRPMP staff

Includes 32 rehabilitation subprojects and 35 O&M subprojects.

Adapted from SWAIWRPMP project website

21

During the visit of the evaluation team to one of the WMGs of the SWAIWRPMP project, it appeared that these WMGs are more focused on the development of economic activities than on water management issues. The model for participatory subproject development closely follows the six steps formalised by the BWDB, but uses different terminology. 4.3.4. Dissemination of the IPSWAM approach in BWDB Dissemination of the IPSWAM approach and methods, including the guidelines mentioned above, in the BWDB was a continuous activity during project implementation with increasing emphasis towards the end of the project. It was done mainly through training, exposure visits and the dissemination of information material. IPSWAM launched a substantial training programme for BWDB staff (both of central office and field offices) in a series of modules. Appendix D, table D.2 presents an overview of the training provided to BWDB staff. In some training courses also officials from other organisations participated as is indicated. An evaluation of the training programme was done in September 2008. The conclusions of this internal evaluation are: Overall training has been given to more BWDB staff than envisaged in the Training Plan. Participants rated the training as follows: Table 4.8: Participants satisfaction with training provided Rating Percentage Excellent 23 Good 68 Fair 8 Poor 0
Source: Evaluation of training programme

An interesting observation made by one of the participants in a training on the IPSWAM approach was that the trained staff should get the opportunity to apply the principles and skills acquired. This reflects the interest of at least a number of the BWDB officers trained in participatory approaches. Toolkits IPSWAM has collected all relevant documentation, including manuals, training material, general background documentation and a DVD in a toolkit. Altogether 1,600 of such kits are produced and at this moment some 1,300 toolkits have been distributed to all offices of all levels of BWDB and many additional toolkits were provided to WMIP and SWAIWRPMP. The toolkits were distributed as part of the training of BWDB staff in the IPSWAM approach, or information seminars for senior staff. The training materials included in the toolkit are presented in Appendix D, table D.3. 4.3.5. Support to the adaptation of planning and budgeting procedures Apart from the organisational culture in BWDB, a key constraint for participatory water management is the rigid procedures for planning and budgeting of subprojects. Apart from funding by external donors, the BWDB has two types of Government funding10: Revenue budget for staff and a block grant for maintenance. The block grant for maintenance amounts to approx Tk. 317 crore (Tk 3.17 billion). Utilisation of these funds is decided by the BWDB. Regional offices make a list of the maintenance needs in their area, and forward this through the zonal Chief Engineers to BWDB HQ. As the requests far exceed the available

10

For the amounts mentioned see table 5.2

22

funds, priorities must be set. There are no clear criteria for prioritisation of maintenance needs, and it is suggested that political influence may interfere. The development budget amounts to approx Tk 2,680 crore. (Tk 26.8 billion). The budgeting of the development funds is based on the DPP, a project planning and budgeting format that must be approved by the BWDB, the Ministry and the Planning Commission. In the DPP, budget items are listed in great detail. Approval of the DPP is a lengthy process, and may take several years for larger projects and subprojects. After approval of the DPP the project is included in the Annual Development Plan (ADP). In the period that approval is pending, no action may be undertaken. In numerous cases the situation on the ground has substantially changed when the DPP is finally approved, and the planned to be adjusted. Getting approval of changes to the DPP is again a lengthy and cumbersome process.

It is obvious that the rigid and lengthy DPP/ADP process is a major obstacle to effective participatory planning and implementation, and not suitable for water resources management in the coastal area where morphological changes occur regularly, mainly due to siltation. Because most of the funding was provided by an external donor, IPSWAM has managed sufficient flexibility to allow meaningful participation in the development of the nine subprojects. To adopt a participatory model for all its projects, also those funded from the GoB development budget, the planning and budgeting procedures need to be adjusted. The IPSWAM project proposed to engage in a discussion with the relevant authorities to adapt these regulation to allow for meaningful participation in the planning phase. This was supported by BWDB management, but the MoWR considered that this would not obtain the approval of the Planning Commission, and therefore discouraged to pursue this issue. 4.3.6. Other institutional achievements Establishment of the Resources Cell for Participatory Water Management The 2008 supervision mission recommended the establishment of a Resources Cell for Participatory Water Management. IPSWAM has supported BWDB management with the preparation of this Cell. This included drafting the tasks and responsibilities of this Cell. This structure has been proposed by BWDB to the Ministry, and approved. The approved Resources Cell is located in DP-III. Effective establishment, however, has not yet taken place. Resource persons indicate that this is mainly due to the on-going restructuring of BWDB. The approval for the Resource Cell is a considerable achievement, that potentially strengthens the internalisation of the participatory approach and hence the sustainability of IPSWAM achievements. Formulation and adoption of the BWDB Gender Strategy IPSWAM has substantially contributed to the formulation of the Gender Strategy that was approved by BWDB. This strategy has resulted in some changes in BWDB, but appears not to have significantly changed the position of women in BWDB. Gender is, however, an important element in the participatory approach that has been developed. Participatory M&E system of subprojects Under IPSWAM a participatory M&E system is developed that helps to keep track of the changes in the subproject. This M&E system systematically involves community members. Aspects covered include: Infrastructure and water management. Institutional development Economic development Social development Environmental management The participatory monitoring has shown a steady improvement of most of the indicators used in the various subprojects. 23

5. Conclusions and lessons learned 5.1. Conclusions

In this chapter conclusions will be drawn for the two main components of the project mentioned in chapter 3 (page 2): Piloting and demonstrating a practical and pragmatic approach to participatory subproject development through rehabilitation and development of water management in nine polders in the South West and South Central zones of Bangladesh. Institutional strengthening of BWDB offices concerned and dissemination of integrated and participatory water management practices throughout the BWDB. Participatory subproject development A) IPSWAM has developed a participatory approach for subproject development that is workable and that, if applied properly, results in effective and positive engagement of Water Management Organisations.

The approach developed by IPSWAM has shown to work in practice. It results in WMO playing an effective and positive role in decision making for water management, and a stronger feeling of ownership and responsibility for the infrastructure. Involvement of WMOs in planning has resulted in adaptation to the plans, and hence a more appropriate water management infrastructure. Close quality control by WMO has improved the quality of the works. Their engagement in the decision making process and transparency of decision making contributes also to a realistic attitude of water users. They realise that financial resources for improvement of infrastructure and O&M are scarce and are likely to accept the fact that priorities must be set. B) The IPSWAM subprojects have contributed to more efficient water management, but further improvements are required to exploit the full potential for agricultural production in the polders.

Water management in the IPSWAM subprojects has improved, in some more so than others. However, even in the polders visited that are classified as good further improvements of the water management infrastructure is relevant, and is desired by water users. Partly this is the result of morphological changes (mainly sedimentation), partly of increased expectations, and partly of incomplete planning/rehabilitation of the infrastructure. C) Improved water management contributes to increased living standards.

Improved water management unlocks a potential in the subprojects that water users have started to exploit. This process will continue for some time, as WMO try to avail themselves of the services of governmental and non-governmental development organisations. Further development of the economic opportunities offered by improved water management may well require adjustments of the water management infrastructure. In the polders studies by BARD it was found that the incidence of extreme poverty was substantially reduced. D) WMO have been established and function as envisaged in the GPWM for operation of the infrastructure and its maintenance.

The WMA in the project area have assumed the responsibilities assigned to them in the GPWM. This is the essence of the agreement concluded between the BWDB and the WMAs in the nine subprojects. In practice the WMA have shown their readiness to shoulder their responsibilities for maintenance of the infrastructure and in some cases even more than that. The intensive training programme executed 24

by IPSWAM was widely seen as an important contribution to the strengthening of the WMO and their effective functioning. WMO increasingly establish relationships with local providers of development services (DAE, Dept of Fisheries, Dept. of Cooperatives, NGOs) to seek support to improve the exploitation of better water management E) Women effectively participate in decision making in the WMO, but for economic empowerment too much emphasis was put on their participation in earthwork.

The WMGs and the WMAs had womens representation and active participation. Their roles in and potential to contribute to the process generally received positive appreciation from the community hit hard by poverty and employment. The quota system in the WMOs and the LCS worked well, but very few women held the posts of office bearers in the WMOs and the potential of earth work as a tool for economic empowerment was considered to be limited and also cumbersome in nature. The various skill development trainings have increased the confidence level in women and created ground for income diversification. Women were found enthusiastic in committing for diverse work and earning more to address their strategic needs. There is need to develop and execute plans for income diversification, utilization of the cooperative fund and reserving some posts of office quotas for women against the posts of office bearers in the WMOs. Institutional development F) BWDB has made important steps in formally accepting the Guidelines for Integrated Planning for Sustainable Water Resources Management and obtaining approval for the establishment of the Resource Cell for Participatory Water Management.

The Guidelines for Integrated Planning for Sustainable Water Resources Management have been formally adopted by the DG of BWDB in 2008 and approval for the establishment of the Cell for Participatory Water Resources Management has been sought and obtained from MoWR. These are important institutional changes in BWDB. G) Practical application of the guidelines in BWDB has not yet materialised at a significant scale.

Although the formal adoption of the Guidelines for Integrated Planning for Sustainable Water Resources Management is an encouraging sign, their broader application in BWDB is still limited. Several factors appear to constrain this: The expected scaling-up of the achievements of IPSWAM through the WMIP project (and in a later stage the SWAIWRPMP project) has not materialised. Application of the guidelines in these projects (and also CDSP), is confused. All projects adhere to the basic principles of participatory water resources management, but in details they have developed their own models, using project specific terminology. BWDB bears the main responsibility for harmonising approaches among projects, but also development partners of the BWDB, have (initially) not insisted that project teams should apply this model exclusively and only. Existing procedures for planning and budgeting are not conducive to using a participatory approach. The organisational culture in BWDB is still dominated by an engineering perspective. It is realised that to change the culture of BWDB from construction oriented culture to a participatory approach is a long term process, and requires deep and complex changes in many of the procedures and processes that govern daily work and in the culture of the organisation.

25

H)

Implementation of the Gender Strategy in BWDB has had only limited progress

The Action Plan annexed to the Gender Strategy (2006-2011) has remained largely unfulfilled so far BWDB central office is concerned. The number of women employees in the project was also minimal and does not correspond to the commitments of the Gender Strategy (2006-2011, see page 18) I) BWDB has not yet fulfilled its responsibilities for O&M as specified in the agreements with the WMA in the nine subprojects.

In the nine IPSWAM subprojects agreements have been concluded between the WMA and BWDB. Many WMA have assumed their responsibilities for maintenance as defined in that agreement, in a number of cases even exceeded it. BWDB, however, has not yet taken up its responsibility, i.e. the necessary emergency maintenance11 after the cyclones that hit the subprojects. This may compromise the motivation of WMA to continue to take their responsibilities for operation and maintenance in these subprojects. Overall conclusion The overall conclusion of the evaluation is that IPSWAM has by and large realised its outputs, and achieved considerable results, certainly in the nine polders that were rehabilitated. Also in the institutional change process in BWDB IPSWAM has made important steps. It has fulfilled its role as a pathfinder, but the envisaged wider dissemination of participatory approaches mainly through the WMIP project has not yet materialised to the extent expected, mainly because of problems in the operationalisation of WMIP. IPSWAM is a very promising project, Continuation of support to the dissemination of participatory approaches in BWDB and their internalisation will be of substantial benefit to the people who depend on improved water management for their livelihood. A tentative outline of the perspectives for a continuation of the support to participatory water management in BWDB is presented in a separate note. 5.2. Challenges and lessons learned

The evaluation of IPSWAM leads to a number of challenges and lessons: Project implementation A) IPSWAM is a process oriented project. The contribution of IPSWAM to institutional development of BWDB (the organisation itself as well as to other externally funded projects) has been strengthened by: a. The clear focus on water management and directly related issues. b. The combination of institutional development with successful practical improvements in subprojects. Development at polder level B) Meaningful participation works. Once organised, WMO effectively participate in planning supervision of construction and they feel a sense of ownership of the scheme. C) Water users are interested and capable to take over responsibility for the operation and a substantial part of the maintenance of FCD/I schemes in Coastal areas. D) Once water management has become predictable and less risk prone, many WMO take initiatives to solicit support from other agencies and organisations to support development activities in their polders.

11

As described in the agreement between WMAs and BWDB

26

E) IPSWAM created scope for the community to assert local authority in water management. The decentralization model of IPSWAM (if continued, institutionalized and given legal coverage) has the force of converting the long prevailing centralised and top-down mode of water management towards an inclusive one F) IPSWAM has initiated a process of community harmonization and social empowerment (including such different aspects as capital generation, increased economic activities, community unity and solidarity, knowledge and skill development, participation in the electoral process). The involvement of women has been socially empowering Institutional development of BWDB G) Institutional change in BWDB is a long term process. It requires a change of attitudes. Within BWDB there are traditional engineers and more progressive staff, including engineers. These are often, but not exclusively younger, staff. To bring about institutional change the progressive staff in the BWDB need support. H) Rigid procedures pose a real constraint for participatory planning and implementation in practice. These procedures originate partly from the BWDB itself, but mainly from the National level. I) The plethora of different practical approaches for participatory water resources management developed by foreign funded projects is confusing and may well be one of the constraints for effective adoption of participatory practices by BWDB. Active alignment of approaches by BWDB in cooperation with its development partners is required to enhance effective introduction of participatory water management in BWDB.

27

Appendix A: Terms of Reference including annotation agreed during briefing meeting

Terms of Reference (TOR) for the Evaluation of the Integrated Planning for Sustainable Water Management (IPSWAM) project Background The Bangladesh Water Development Board (BWDB) has implemented the Integrated Planning for Sustainable Water Management (IPSWAM) project in nine polders of the coastal area in the Patuakhali and Khulna districts. The objective of the project was to put into practice the principles for water management formulated by the Government of Bangladesh (GoB) in the National Water Policy (NWPo) and the Guidelines for Participatory Water Management (GPWM). The specific objective of the project was to strengthen the capacity of water sector organisations, including local level water management organisations (WMO), the central and decentralised offices of the BWDB and Local Government Institutions to responsibly assume their roles as specified in the NWPo and GPWM. The IPSWAM project consisted of three components: Technical Assistance (Pir 38) supported by a Dutch Grant of EUR 7.236.180; Financial Assistance (Pir 39) supported by a Dutch Grant of BDT 318.496.863; and iii) financial contribution by GoB amounting BDT 213,892,000. However, the amount of the contract with Euroconsult Mott MacDonald stands at EUR6.619.767. In addition, a provision of an amount of EUR 204.200 was made available for conducting annual as well as midterm review missions. The original intended project implementation period was five years from November 2003 to November 2008. However, the project areas were hit by two consecutive cyclones (Sidr in 2007 and Aila in 2009) and the project implementation period was extended up to 30 June 2011 through two amendments to the Administration Arrangement signed between GON and GoB. The first and second annual reviews took place in 2005 and 2006. The mid-term review and the third annual review were conducted jointly in March 2007. The 4th annual review took place in September 2008. A fifth planned annual review mission before the end of the project period did not take place. A Final Evaluation will be conducted of the IPSWAM project. The Mission will use the outputs of the Mid-Term Review mission and all other Annual Review missions, as well as the Impact Assessment carried out by BARD in 2009, and other relevant reports and secondary data sources, to evaluate progress made and outputs, outcomes and impacts achieved. Objective The Mission will evaluate the overall performance of IPSWAM against the stated objectives, expected results and investments made (effectiveness and efficiency). Particular attention will be paid to the institutional sustainability of the results achieved and the lessons learned. The Mission will also assess if a second phase is feasible, necessary and/or desirable. If affirmative, the Mission will make recommendations for the formulation of a second phase which will subsequently be carried out by an independent team. Tasks The task of the Mission is to measure progress in achieving project objectives. In addition, this Evaluation Study will make a cost-benefit analysis and determine the extent of sustainability of project achievements. The following general questions will be addressed: What has the project achieved in terms of outputs, outcomes and impact against the set targets? How is the overall performance of the project rated? And which factors have impeded or facilitated the overall performance of the project? More specific attention will be given to the following questions:

28

Was the policy/institutional environment conducive/supportive for project implementation? What is the perception of the beneficiaries of the relevance of the project? Has the project contributed to poverty alleviation? Has the infrastructural rehabilitation been done properly? What is the perception of the institutional environment12 of the relevance of the project? Has the BWDB internalised project outputs, both formally and in practice? Has the BWDB taken the necessary steps to ensure that the project accomplishments are sustained upon completion of the project period? Have adequate actions been taken to integrate project accomplishments into the ongoing Water Management Improvement Project (WMIP) and Southwest Area Integrated Water Resources Management Project? Whether proper sharing of experiences between these projects has taken place? Is the participatory water management (PWM) approach feasible and sustainable 13? What have been the impeding and facilitating factors affecting the performance of the WMOs? How were gender and womens rights issues addressed under IPSWAM? And what were the results reached? How have governance issues been addressed? Are there examples of WMOs that have become a grass root level vehicle for other development activities or function as civil society peer pressure groups? How can WMO activities benefit from and/or compliment the efficiency of the ongoing initiatives e.g. by the GoB/WB, SDC etc. on strengthening of local government institutions (including the use of social accountability mechanisms)? What collective and successful initiatives have been undertaken by the WMOs regarding seed production and/or distribution, fertilizer dealership, crop processing & storage, crop marketing, value chain development, etc., and what was the impact of these collective activities?14

Outputs The Mission will prepare an evaluation report that describes the main findings, conclusions and recommendations + attachments. In this report, the mission will answer the questions as formulated in its Terms of Reference. As for the conclusions, the mission will: rate the performance of the project and give its opinion about the institutional environment in which the project has been implemented present the main lessons learned regarding the design and implementation of the project; give its strategic vision about the results achieved and the next steps. As for the recommendations, the Mission will propose and define/specify follow-up steps, if deemed necessary and/or desirable. The Mission will submit a draft final report of the main findings, conclusions and recommendations upon completion of the study to the Embassy of the Kingdom of the Netherlands (EKN) and the MoWR, GoB. This will be presented during a joint wrap-up meeting. Incorporating the comments made during this wrap-up meeting, the evaluation team will submit the final report to both GON and GOB. Composition The team will consist of one international consultant and 3 national consultants. The team needs to have a solid experience in evaluation of water resources/management projects in Bangladesh, with particular emphasis on: i) water sector governance/ institutional development; ii) water resources management; iii) socio-economic/rural development; and iv) gender issues. The international consultant will be the team leader and will ensure proper coordination amongst the team members.
12

The institutional environment concerns mainly local government institutions in the zones where IPSWAM is working. 13 The intention is not to make an assessment of the feasibility of the approach as such, but rather assess to what extent the BWDB is positioned to execute it. 14 The last two bullets were reformulated as follows: 1) to what extent have the WMO played the role that is asisgned to them in the NWPo and the GPWM and 2) what other activities have the WMO developed and what have been de effects of these activities for the position of the WMO and for their members.

29

Duration The total duration of the evaluation study will be about 3 weeks. Work plan The Mission will carry out consultations with national and local level stakeholders, present a draft report and prepare the final report. In addition, during a short field visit to representative polders, the team will have working sessions with relevant local governance institutions (local government, field level institutions) and representatives of the project beneficiaries and relevant stakeholders. The Mission will prepare a work plan in consultation with the Netherlands Embassy and the BWDB. The proposed mission activity time frame (tentative) is as follows: Activities Discussion with EKN, BWDB and TA Team Consultation with stakeholders at Dhaka and Report/Data collection Field visit Consultation with stakeholders at local level incl. LGI, WMO members especially women, NGOs, local administration, line agencies etc. Continue consultation with stakeholders at Dhaka and Data analysis Finalize Evaluation part of the project and submit report on evaluation part Discussion with EKN, BWDB, TA Team on the evaluation part report and finalize direction of the follow up actions/ scenarios Submission of draft final report with concept of follow up actions/scenarios Discussion on the draft final report with EKN, BWDB, TA Team Incorporation of the comments on the draft final report and submission of the final report Location EKN Various offices e.g. WB, ADB, BWDB, LGED, DoC, DAE, BARD, IWM, IWMI, World Fish, IRRI, BRAC etc. Patuakhali & Khulna IPSWAM polders As applicable Time frame Day 1 Day 2

Day 3-8 Day 3-8

Various offices e.g. WB, ADB, BWDB, LGED, DoC, DAE, BARD, IWM, IWMI, World Fish, IRRI, BRAC etc. IPSWAM Dhaka Office EKN

Day 9

Day 10-15 Day 16

EKN EKN IPSWAM Dhaka Office

Day 19 Day 21 Day 22

Budget EKN will finance the evaluation. The logistical support (including transport and office space) will be provided by the project. Contract Award The contract for the international resource person will be awarded on the basis of most economically advantageous tender criteria or as appropriate. The air fare and the DSA for the expatriate consultant will be paid separately in addition to his/her daily fee rates. The contracts for the local consultants will be made as per existing procedure in the Embassy. Background documents The following documents will be available to the Mission: Inception Report

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Annual Review reports Mid-Term review report IPSWAM Guidelines All Technical Reports, Technical Notes and Training Records prepared by the TA Team Project Appraisal Document (PAD) of WMIP WMIP restructuring proposal 2011 BWDB Gender Strategy 2006 Report on the Impact Assessment of IPSWAM project conducted by BARD in 2009 Report on the Evaluation of the Small Scale-II project by the Inter-Ministerial Committee headed by the Planning Commission The World Bank Issue Note 2010 on restructuring of WMIP Any ongoing reviews on IPSWAM project activities All other relevant documents upon request by the evaluation team/GON/GoB

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Appendix B: Mission programme Date Organisation/Activity

8 August Briefng EKN Planning mission programme

Persons met
Mr. Jaap van der Velden, First Secretary Water a.i Mr. Khaled Khaleduzzaman, Programme officer water Mr. Masoud, Proejct Director IPSWAM Mr. Alamgir Chowdhury, Deputy Team Leaders IPSWAM Mr. Alamgir Chowdhury, Deputy Team Leader IPSWAM Mr. Md. Korban Ali, Chief Engineer O&M Mr. Mozzafer Ahmed, Director O&M Mr. Zahir Uddin Ahmad Team Leader Water Resources Management Mr. S.A.M. Rafiquzzaman, Consultant Agriculture and Rural Development. Mr. Md. Akhtaruzzaman, Consultant Social Development. Mr. Md. Rafiqul Islam, Consultant Civil Engineering Mr. Mahboul Islam Khan, IFAD Representative Dr. Manoranjan K. Mondal, Programme Head Agriculture and Food Security Program Mr. Andrew Jenkins, Donor Liaison Office (former Team Leader IPSWAM). Mr. Mozzamel Hossain, Superintending Engineer Design Circle V Mr. Mozaffer Ahmed, Superintending Engineer Design Circle III Mr. Abdul Hye Baki, Superintending Engineer Design Circle II Mollah Ruhul Alam, Chief Planning Mr. Md. Aminul Islam, Project Director WMIP Mr. Md. Jahangir, Chief Engineer Directorate of Mechanical Equipment Mr. Hafizur Rahman, Project Director CDSP Mr. Zainal Abedin, Deputy Team Leader CDSP Mr. Moshiur Rahman, Superintending Engineer, LGED, Dhaka Mrs. Naima Nazneen, LGED, Dhaka Mr. Rezaul Islam (Mukul), Assistant Program Director, Dept. of Agricultural Extension, Dhaka

9 August

Briefing Ipswam project office BWDB O&M Department

10 August

Asian Development Bank World Bank

International Fund for Agricultural Development BRAC

BWDB

11 August

BWDB

CDSP LGED

12 August 13 August 14 August 15 August

DAE Document analysis and reporting Document analysis, internal team discussion and reporting Document analysis and reporting Departure for Jessore/Khulna Visit to polder 22

Kbd. Md. Abul Hashem, Chief Agronomist WMIP Chairman and members of Water Management Assiciation polder 22 Mr. Samaresh Halder, Chairman, Deluti Union Parishad, Polder-22 and Union Parishad members. Chairman and members of Water Management Association polder 30 Mr. Humayun Kabir, SAE, BWDB, Fultala, Polder-30 Mr. Sunil Kumar Biswas, Chairman, WMA, Kismat Fultala Mrs. Bashana Akhter, Upazila Livestock Officer, Batiaghata Mr. Budhhadev Sen, Upazila Agriculture Officer, Batiaghata Chairmand and members of Water Management Group at Mailmara Mr. Kamal Ahmed Talukder, PD, SWAIWRPMP, Narail Ataul Hoq Bhuyan, Dy Team Leader BWDB and project staff Chairman and members of WMG. Mr. Andrew Jenkins, Former Team Leader IPSWAM Mr. John Marandy, Socio-economist IPSWAM Mr. Abul Kashim, Training specialist Showkot Ara Begum, Gender specialist Mofazzal Ahmed, Monitoring and Quality control engineer Mr Alamgir Chowdhury, Dy teamleader IPSWAM

16 August

Visit to polder 30, UP offices DoL, DoF, DAE, UP Chairman

17 August 18 August

Visit to polder 30 Travel to Jessore Visit to SWAIWRPMP office Visit to WMG in Narail Return to Dhaka Meeting with group of former IPSWAM staff

19 August

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20 August 21 August

Internal team discussion and reporting Internal team discussion Debriefing EKN on evaluation part

22 August

Discussion at EKN

23 August 24 August

Internal team discussion Reporting Debriefing on recommendations

Mr. Carel Richter, Head of Development Cooperation, EKN Mr. Jaap van der Velden, Water specialist a.i. EKN Mr Khaled Khaleduzzaman, Programme Officer Water, EKN Mr. Harry Moreel, Controller EKN Mrs. Tapoti Das, Genders specialist EKN Mr. A Hennekens, Ambassador Mr. Carel Richter, Head of Development Cooperation, EKN Mr. Jaap van der Velden, Water specialist a.i. EKN Mr. Harry Moreel, Controller EKN Mr. Hero Heering, Team leader IPSWAM Mr. Carel Richter, Head of Development Cooperation, EKN Mr. Jaap van der Velden, Water specialist a.i. EKN Mr Khaled Khaleduzzaman, Programme Officer Water, EKN Mr. Harry Moreel, Controller EKN Engr. Md. Habibur Rahman, Director General BWDB Engr. Md. A. Wadud Bhuiyan, ADG Planning BWDB Mr. Mollah Ruhul Alam, Chief Planning BWDB Mr Khaled Khaleduzzaman, Programme Officer Water, EKN

25 August

Debriefing at BWDB

33

Appendix C: Summary of envisaged results and outputs and actual achievements

Programme Summary
A. Overall Objective
Strengthened capacity of water sector organisations (WMOs, BWDB and LGI) to assume their roles defined in the NWPo and GPWM

Indicators

Achievements

B. Programme results
1. Enhanced planning capacity of DP-I, DP-II, DP-III, project office WSIP and two Zonal BWDB offices to work according to the NWPo and the GPWM 2. GPWM further operationalised 3. Nine selected sub-projects in proper working order (institutional and technical) 1.1 Quality of studies and plans 1.1.1. All staff of BWDB, including DP-I, DP-II, DP-III, Zonal offices and WMIP trained in IPSWAM approach and related subjects. 1.1.2. Training provided on other subjects (GIS, Good Governance and many others). 1.1.3 Quality of studies and plans done under the IPSWAM project is adequate. Quality of studies and plans for other interventions could not be assessed. 2.1 Operational guidelines formulated and adopted by BWDB. Training BWDB on guidelines is part of training on IPSWAM approach. WMO trained, and some staff of LGI. 3.1.1 WMG and WMAs generally effective, with regular meetings and developing other activities 3.1.2 Infrastructure was rehabilitated and schemes generally operational, but damaged by cyclones; repairs provisional, some infrastructures not yet to design standards. Additional water management infrastructures desirable to continue improving water management. 1.1 1.2 1.3 All BWDB staff was appointed as indicated in section 6.2.1. For specific training and planning additional staff from DP-III was assigned for shorter periods TA staff appointed as planned Gender balance of BWDB sufficiently adjusted. Gender balance TA staff as envisaged.

2.1 Operational guidelines and procedures introduced in BWDB, LGI and WMO 3.1 WMOs effective and infrastructure operational

C. Programme outputs

1. IPSWAM Planning Team

established at DP-III

2. Planning Cells established at CE offices of SC and SW Zones

3. Planning staff trained

1.1 Staff appointed by BWDB 1.2 TA staff appointed 1.3 Gender balance of BWDB and TA staff incrementally improved. 2.1 Planning Cells formally established by administrative order 2.2 Staff appointed (BWDB and TA). 2.3 Gender balance of zonal planning cell staff incrementally improved 3.1 Training needs assessment study completed: report available 3.2 Training plan made, for subjects mentioned in section 6.2.3 3.3 Training modules and materials designed 3.4 Courses specified in training plan executed: number of courses and tours executed compared to plan 3.5 Number of staff of other Planning Directorates trained

2.1 Planning Cells established 2.2.1 BWDB professional staff about half envisaged numbers; number of Extension Overseers higher than envisaged (9 vs. 2 in proj. Document). 2.2.2 TA staff assigned as envisaged. 2.3 Gender balance of BWDB adjusted. Gender balance TA staff as envisaged 3.1 Report Training Needs Assessment available 3.2 Training Plan made 3.3 Relevant training modules and materials prepared; included in the training toolkit 3.4 Number of courses executed in excess of plans 3.5 All staff of Planning Directorates trained. In addition different training modules delivered to all BWDB professional field staff.

34

Distribution of responsibilities between BWDB-HQ and Zonal/local offices defined

Approaches developed for: o Local level institutional development o Multi-disciplinary participatory planning External relationships defined and formalised in MoUs with Line Ministries

4.1 Institutional analysis study completed: report available 4.2 Functions defined for Zonal and field level BWDB staff and formalised; 4.3 Functions defined and formalised for BWDB HQ planning staff 5.1 Concept documents prepared 5.2 Quality of conceptual papers prepared 5.3 Training material prepared/adjusted

4.1

Institutional analysis study completed and accepted by BWDB. The study was an input in the on-going restructuring of BWDB. The institutional analysis was also an input for WMIP. 4.2 Functions defined, but because of on-going restructuring not yet formalised. 4.3 Functions defined, but because of on-going restructuring not yet formalised. 5.1 Concept document included in the documentation on IPSWAM approach 5.2 Documentation of good quality/ accessible 5.3.1 Training modules and materials for polder level training prepared, includes handouts and manual and 2 DVDs. A modulewas developed for Training of Trainers. 5.3.2 The number of people trained exceeds the envisaged numbers 6.1 Roles defined in the institutional analysis study and the guidelines. 6.2 Mechanisms defined in the BWDB approved water management agreement. The model for this agreement is also used by WMIP and SWAIWRPMP. Mechanism for management transfer developed, transfer of ownership pending. MoUs concluded between BWDB and DAE, DoC, DoF, LGED Guidelines for Integrated Planning for Sustainable Water Resources Management prepared and adopted by BWDB, including model for bye laws, water management agreements, water management plans, PRA. Training modules and materials for polder level training of stakeholders prepared. Role of WMO in design process not realised. 100% of earthwork contracted to LCS. All 242 WMG are registered under Cooperative Act. WMA and WMF do not satisfy requirements for registration (no membership of persons) and are not registered under the Cooperative Act.

6.1 Roles of BWDB, LGI and WMO and Line Ministries defined 6.2 Mechanisms for transfer/share of management responsibilities defined 6.3 Mechanisms for transfer of ownership of small projects defined 6.4 MoUs prepared and formalised

6.3 6.4

Guidelines and procedures introduced by BWDB for:

7.1 Guidelines prepared and formalised by BWDB for Selection of sub-projects for rehabilitation. Environmental assessment process PRA procedure including gender and poverty analysis Establishment of different level WMOs including the levels of involvement of men, women and specific professional categories in WMOs. Role of WMOs in the design process Establishment of LCS and EMG and contracting work to LCS and EMG. Implementation Agreements between BWDB and WMA/WMF. Formulating operation plans WMOs. Bylaws for WMAs. Annual maintenance plans for sub-projects. Registration of WMAs and WMFs.

7.1

7.2 7.3 7.4 7.5

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Adequately functioning water management organisations in 9 selected sub-projects

Rehabilitation and O&M plans prepared for the 9 selected subprojects with full participation of WMOs

10 Nine selected sub-projects in proper rehabilitated

8.1 Number of water management groups and water management associations established at sub-project level 8.2 Numbers of group leaders trained 8.3 Frequency of WMO meeting and their activities 8.4 Contribution of beneficiaries in rehabilitation and maintenance 8.5 Management transfer agreements concluded for 9 subprojects 8.6 Effective participation of women and of landless and non-farming categories in WMO meetings and committees/leadership. 9.1 Plans available, number and quality of project plans 9.2 Involvement of water users in project planning and approval 9.3 Satisfaction of each of the user groups and categories (men, women, farmer categories, fishermen etc). 9.4 Water management organisations prepare the annual maintenance plan with assistance from BWDB field offices 9.5 Plans approved by WMOs. 9.6 Effective resource mobilisation by BWDB and WMOs for O&M plan implementation 10.1Designs made, Works tendered, Project system elements rehabilitated 10.2Nine selected sub-projects in working order 10.3Satisfaction of different categories of water users with project operation. 10.4Measurable impact on socio-economic position of the beneficiaries; increase of revenue in the project area from agricultural and non-agricultural sources.

8.1 242 WMG and 16 WMA operational in 9 polders 8.2 Leadership related training delivered to 4984 participants (men and women) 8.3 201 meeting for 242 WMGs and 24 meetings for 16 WMA in May 2011. 8.4 WMG and WMA contribution to maintenance exceeds their obligations in all polders 8.5 All management transfers concluded. 8.6 Women, landless and non-farming groups members of WMG. Landless benefit through LCS.

9.1 9.2 9.2 9.3

Rehabilitation and O&M Plans made and of good technical quality WMA effectively participated in planning WMA participated effectively in plan formulation and satisfied with plans WMA prepare annual maintenance plans, active participation BWDB DP-III staff. Involvement section officers limited. 9.4 O&M plans approved in plenary meetings of WMA. 9.5 Resources from BWDB for O&M not yet mobilised; contribution WMA mainly labour, for cash needs funds collected from members.

11 Achievements not included in original Logical Framework

10.1 Designs made in accordance with plans, works tendered and implemented; not all khals excavated, priorities set jointly with WMAs. 10.2 Nine subprojects in working order, damage to infrastructure provisionally repaired by WMA, final repairs done by BWDB, except 2 breaches (repairs provisional, work not yet to design specifications). Gates in Pathuakhali not yet installed (6 subprojects). In all subprojects the hoisting mechanism is still missing. 10.3 Water users satisfied with project operation, indicated higher expectation for further improvements water management.. 10.4 Initial benefits of improved water management observed. Further development possible. 11.1 Contribution to obtaining approval for the Cell for Participatory Water Resources Management 11.2 Setting-up of a participatory M&E system of subprojects. 11.3 Project contributed to formulation of BWDB gender strategy. 11.4 Training of WMAs in 3 polders of 4th Fisheries project and in 1 GoB funded project. 11.5 1,300 toolkits distributed to BWDB offices throughout the country. 11.6 Exchange visits for staff of other projects (WMIP, SWAIWRPMP, LGED).

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Appendix D: Data on Training Table D.1: Overview of polder level training Training
LCS Orientation LCS Training LCS Training WMO Management WMO Management WMO Management WMO Management LCS Training LCS Training Women Leaders Experience Sharing Joint Exposure Visits WMO Management WMO Management Operation & Maintenance Women Leaders Experience Sharing Gender and Leadership Development Training WMO Management Gender and Leadership Development Training Agriculture Production and Cooperative Management LCS Training Operation and Maintenance Women Leaders Experience Sharing WMA Organisational Development Quality Control Agriculture Production and Cooperative Management Operation and Maintenance Gender and Leadership Development Training Organisation, O&M, Training Resource Groups ToT for 9 Polders TRG LCS Training O&M Training in 9 polders Climate Change and Sustainable Water Management Workshop Finance and Auditing

Participants
LCS Members LCS Members LCS Members WMO Members WMO Members WMO Members WMO Members LCS Members LCS Members WMO Women Leaders; 1 day WS/polder WMO leaders WMO Members WMO Members WMO Leaders WMO Women Leaders; 1 day WS/polder WMO leaders WMO Members WMO Leaders WMO Members LCS Members WMO Leaders WMO Women Leaders WMA Members WMA Members WMO Members WMO Leaders WMO Leaders WMO Members WMO Leaders LCS Members WMO members Union Parishad Members WMO Members

number
280 429 360 381 132 373 210 960 580 573 47 200 318 200 140 1000 384 854 460 5496 752 201 123 192 1842 752 304 956 161 3500 600 734

Total participants
Source: from Progress Report no. 14

23494

37

Table D.2: Overview of training of BWDB staff Training

1 2 5 6 7 8 9 10 16 17 20 23 25 26 27 31 32 34 36 38 40 41 42 43 52 54 60 62 63 65 66 69 70 72 73 74 78 79 80 81 82 83 84 85 Zonal Team Orientation Development of WMOs GIS/GPS Orientation Gender Orientation Facilitators Training Organisational Management for WMOs and Zonal Teams GIS ArcView Sustainable Environment Management Planning Office Management for Support Staff Project Management Multi-disciplinary Planning, Evaluation and Monitoring Project Management Leadership Development ToT GPS WMIP Experience Sharing Experience Sharing with Water Sector Projects Seminar on IPSWAM Methodology, DWM-BWDB Participatory Monitoring Study Tour Philippines Workshop to finalise BWDB Gender Strategy and AP Experience Sharing: Quality Control and WMO role Sustainable Water Management and Good Governance Special IPSWAM Dissemination Activities IPSWAM Methodology Dissemination Seminars in S & SW Zones IPSWAM Methodology sharing with CADII&SWAP GIS in Project Monitoring GoB Procurement Rules IPSWAM Methodology GESAC Follow-Up Web-site Operation Exposure Visits IPSWAM Planning and Training Toolkit Launch Gender & Integrated Water Resources Management (6 batches) DUFLOW Software CEGIS Combined Workshop on Guidelines/Toolkit and Change Process Combined Workshop on Guidelines/Toolkit and Change Process Techniques in Social Science Sustainable Water Management and Good Governance Promoting Gender Strategy to the BWDB Mid-Level staff members Regional Study Tour, Vietnam Combined Workshop on Twinning Arrangement & Use of IPSWAM Planning and Training Toolkit Combined Workshop on Twinning Arrangement & Use of IPSWAM Planning and Training Toolkit Network Building for Sustainable Water Management

Participants
Central/Zonal Teams Central/Zonal Teams Planning Team Planning Team/DP-III/ Other BWDB Central/Zonal Teams/DP-III/Field Divisions Central/Zonal Teams/DP-III/Field Divisions Central/Zonal Teams/Other BWDB Central/Zonal Teams IPSWAM & DP-III Support Staff IPSWAM, DP-III, BWDB Planning Professionals IPSWAM, DP-III, BWDB Planning Professionals BWDB Planning Professionals BWDB/Zonal Teams Dhaka/Zonal Teams BWDB WMIP staff Project Team Members DWM & IPSWAM Staff IPSWAM/BWDB Staff IPSWAM/BWDB GoB, RNE, BWDB Staff Senior staff from water sector projects BWDB Young Professionals Senior BWDB staff BWDB and other GOB staff Senior project staff BWDB Staff IPSWAM/DP-III staff BWDB/LGED Staff BWDB Officers BWDB Staff BWDB Officers BWDB Officers BWDB Officers DP-III Officers BWDB Officers BWDB Officers and Staff BWDB Officers and Staff Officer DP-III BWDB Young Professionals BWDB Staff Members BWDB Officials South Western Zone BWDB Staff (Khulna) Southern Zone BWDB Staff (Barisal) BWDB Officials

number
28 28 19 31 21 17 11 69 28 21 15 21 48 19 22 18 32 43 10 145 29 20 125 158 24 10 2 250 31 10 57 30 600 8 28 160 535 1 20 65 4 156 109 n.a.

Total participants
Source: from Progress Report no. 14

3078

38

Table D.3: Training modules and training material included in toolkit Title of training / training Duration Type material
Training of Trainers (ToT) IPSWAM and Union Parishad Orientation Organisational Management TOT on Gender and Leadership Gender and Leadership Development Organizational Development TOT on Agricultural and Cooperative Management Agricultural and Cooperatives Management Training LCS Training Constructions Monitoring and Quality Control Operation and Maintenance Participatory Monitoring TOT Module for Training Resource Group Organizational Management Gender and Leadership Development Organizational Development Agricultural production and Cooperatives Management Constructions Monitoring and Quality Control Guidelines for Regular Operations and Maintenance of Water Management Infrastructures IPSWAM Guidelines Video on Partnership in Practice (Eng & Ben) Video on Planning Impact (Eng) All Training Material Partnership in Practice IPSWAM Guidelines Posters on Proper Water Management 8 Days 1 Day 3 Days 4 Days 4 Days 3 Days 4 Days 4 Days 1 Day 2 Days 3 Days 1 Day 4 Days Module description Module description Module description Module description Module description Module description Module description Module description Module description Module description Module description Module description Module description Handouts Handouts Handouts Handouts Handouts Booklet

Expected Participants

BWDB Officials UP Representatives and Local leaders WMG Trainers; BWDB Officials WMG WMA Trainers; BWDB & DAE Officials WMG LCS Monitoring Quality Control Committee WMA Monitoring Committee WMOs- Training Resource Group WMO WMO WMO WMO WMO WMO

23 Mins 23 Mins -

Guidelines DVDDVD DVDDVD CD (PDF) Brochure Booklet Posters (6 Pcs)

BWDB and Concerned Depts. and Orgs. BWDB and Concerned Depts. and Orgs. BWDB and Concerned Depts. and Orgs. BWDB BWDB and Concerned Depts. and Orgs. BWDB and Concerned Depts. and Orgs. Polder Population

39

Appendix E: Rehabilitation works in the nine polders

Source: IPSWAM.

40

Appendix F: Review of the Socioeconomic Impact Assessment Report on IPSWAM Project Prepared by Bangladesh Academy for Rural Development (BARD) General 1. The Integrated Planning for Sustainable Water Management (IPSWAM) Project started by the end of 2003. The project plan incorporated the experiences of earlier water sector schemes like EIP, DDP, SRP, CPP, CDSP and SSWRDSP. At the end of the project period IPSWAM had completed the rehabilitation of 9 Polders in June 2009, following a participatory approach to planning, implementation and O&M for the nine FCD/I schemes. These polders are exposed to cyclones, storm surges and salinity, drawing scarce resources for FCD/I system rehabilitation, and in 2007 and 2009 cyclones damaged the infrastructures. Drawing participation from beneficiaries at all stages of scheme development was a great challenge because stakeholders trust is hard to obtain in these disaster-prone polders. 2. The IPSWAM program included the vital elements of peoples existence like livelihood and physical and social environment in its basement. Physical development of water infrastructures was made instrumental to achieve social and economic welfare objectives like poverty reduction and creation of sustainable livelihood opportunities for the poorer sections of the communities. It some locations in the polders farmers tried cultivation of new varieties and new crops to enhance their income. Others choose for livestock, fisheries, agro-based trade and small scale enterprises. 3. The National Water Policy (1999) and the Guidelines for Participation in Water Management (2000) laid the foundation on which the participatory water management issues developed in IPSWAM. It was intended to be the path-finder in the pursuit of achieving really participatory and sustainable water management systems in the country. 4. BARD was assigned the task to assess the impact of the project to and it prepared a socioeconomic impact assessment report in September 2009. For the evaluation of the project by this Mission, this report is reviewed. Study Methodology Review 5. The impact of IPSWAM interventions in physical and socioeconomic terms have been assessed on the basis of a sample survey of 120 beneficiary households from 2 villages each of Polder 43/2E (Patuakhali district) and Polder 22 (Khulna district). Focus group discussions were also used for data collection. No control area was selected to capture the without project situation. But preIPSWAM scenarios have been conjectured, however, without explaining the basis (probably on respondents memory). Impacts Demographic impacts a. Average household size is reported to be below 5 for both the polders, which is almost similar to the national average. Educational status is mostly up to primary level. Agriculture is the occupation of the majority for both the polders, but polder-22 has a higher proportion of households involved in agriculture. Fishing is reported to be the major secondary occupation in polder-22 while day labourer is the major occupation in polder-43/E. b. A change in housing condition was not reported between pre- and post-IPSWAM, But access to electric power has increased by 4.5%. With-project housing, drinking water, sanitation, toilet facilities and access to medical services have not been compared to pre-IPSWAM, conditions, but toilet facilities have increased by over 20%, according to the report. Agricultural impacts c. One major positive change in land type has occurred due to project: increase in flood free (F0) area in both the polders: about 26% in polder 22 and 23% in polder 43/2 due to the rehabilitation of FCD systems. 41

d. Land-use patterns have changed due to the favourable agro-hydrological regime with project. Better drainage and irrigation water availability in the critical period by water retention in khals with the help of rehabilitated structures have promoted agricultural yields and larger cropped areas in both polders. Limited fish cum paddy has also been practiced as a pattern in both the polders. e. Kharif-1 crop was unknown in polder-22 before IPSWAM started. T aus and HYV aus have entered the area during Kharif-1 season. In Kharif-2, HYV aman has now a much wider coverage than before the project. Triple cropping (T aus T amanpulses/oilseed/spices/vegetables) is increasing in 43/2E polder. Cropping intensity has increased by 17% in polder-22 and by 18% in polder 43/2E. f. For polder-22 : the yield/ac has increased by 14% and 17% for T aman and HYV aman respectively while for spices it is 250% higher compared to pre-IPSWAM situation. The yield of vegetables has decreased and prawn has remained the same. g. For polder-43/2: the yield has increased by around 32% for T aus, HYV aus and T aman each while yields of oilseed, pulses and spices also increase in case. h. Insect/pest attack is reported to be the major cause of crop damage in both the polders. Environmental impact i. While no standard environmental impact assessment has been presented, households report a general notion of environmental improvement with project.

Socioeconomic impacts j. Employment: Earthwork by Landless Contracting Societies (LCS) for IPSWAM rehabilitation work, mainly by female members has facilitated employment for the poor. Increased crop area due to better drainage has created employment for agricultural wage labour in the crop seasons k. A higher level of economic activities in IPSWAM polders has created opportunities for employment in rural transports (rickshaw, vans, auto-vans etc.) along the embankments, fish cultivation, livestock rearing, miscellaneous petty trades and crafts (local trading in cash crops, fish, servicing of agricultural equipment, transports etc.) l. Livelihood: Livelihood opportunities for the unemployed have increased due to system rehabilitation in IPSWAM polders. Because land is free from water-logging and salinity, production possibilities in a number of sub sectors other than farming alone like in cattle rearing, fisheries development, social forestry, trades in seed and fertilizer and pesticide, transportation of commodities by small automobiles have increased. Women have found opportunities in working in LCS system, productive enterprises etc. m. Poverty reduction: Improved food security and livelihood improvement have been reported for the poor due to IPSWAM activities. Average savings per household are also reported to have increased in both the polders from Taka 280 to Taka 1349 in polder 22 and from Tk 5 to Tk 2272 in polder 43/2E. n. Improvement in crisis coping strategy of the poor: The lone strategy of taking money loan from the rich is being gradually replaced by own savings from cooperative enterprises, relief from safety net programs, livestock rearing and selling, culture of cash crops (high value crops like vegetables, fruits, spices) at small scale etc. Food loan and cash loan still prevails, but the poor are trying to avoid those. Remittance from abroad is also a growing strategy. Institutional impacts: o. WMO development: Strong water management groups/associations/federation have been formed with farmers in the polder. These groups manage water resources in the polder. Besides that, they undertake many other economic activities like requiring development services (extension), tendering in LCS activities, contracts for rehabilitation works, savings and micro-credit for small scale enterprises. p. Better liaison with local government and other organizations: WMO members have multiple contacts with local government institutions like UPs, Upazila Parishad, Zila Parishad, NGOs 42

etc. These networks chase opportunities for the WMO members to negotiate their positions and potentials with interested clients for mutual economic gains. As groups, they have greater strength and skill and bargaining capacity with local government organisations. q. Improved skill: A lot of training and demonstration was imparted to the WMO members by the IPSWAM project. Besides learning the O&M skills for WM structures, training on gender aspects, livelihood improvement, livestock development, fisheries development, crisis coping, disaster preparedness, collective decision making, marketing of agricultural produces, storage of perishable crops etc have enriched their capability to improve their lives.

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Appendix G: Steps in the participatory subproject development of different exterannly supported development projects under BWDB
Step No.
1

BWDB/IPSWAM

SW Project

WIMP15 Chapter16 Step2

Preparatory stage

CDSP Steps WMO formation17

Information campaign

Identification/ selection Investigation Mobilisation Plan Finalisation Rehabilitation

Project Orientation Meeting at District Level Consultation meeting / Workshop at Union Level Clearance from the Union Council DLIAPEC Approval Project Confirmation

Pre-Identification/ Identification Assessment of Schemes Screening Mobilisation Planning

2 3 4 5

Process of participatory water management Identification of water management issues and scope for improvement Structure of the organisation and elections

Identification of water management issues and scope for improved water management Concept of participatory water management and institutional structure, election of committee members Workshop with stakeholders Decide structure of organisation and its functions and procedure of election Formation of election commission Preparation for election of committee members Election and declaration of results

Workshops with key persons on demarcation of area Plan for WMG formation Mass meetings (men and women separately) Induction orientation session on tasks and responsibilities of WMG, election of 12 member committee Regular meetings, preparation of byelaws, training of members and leaders, registration with DoC Assumes responsibility for operation of structures, strengthen liaison with LGI, mobilising savings WMG involved in activities of other implementing agencies, WMA formation

6 7 8 9 10

Operation and Maintenance

Preparation of Beneficiaries List Formation of WMG Foundation Committee Clustering of Villages Members Enrolment (Continuation) WMG Formation (Ad-hoc)

Design Implementation Management Plan Operation and Maintenance Evaluation and Management Transfer Capacity development of the water management organisation

Identification of required capacity building Storage of information

11 12 13 14 15 16 17 18 19 20

21

WMG Bye-Law drafting Committee (BDC) formed Training to BDC members on Bye-Law drafting Election Committee formed Draft Bye- Law Prepared Voter List Election / WMG Formed Bye-Lay approved in General Meeting Application Submission date to DoC for Registration Date of Registration by DoC Target date for O & M Signing between WMG & SMO WMG Proceeds to O & M with monitoring

Training Needs Assessment Identification of training Process of management transfer Preparation of handing over contract Handing over of subproject Mitigation plan and implementation Taking over responsibility of water management Monitoring of the organisation Identification of problems and required solutions Monitoring of organisation and election Monitoring capacity development of organisation

Monitoring and evaluation of WMO

Handing over responsibility of water management project

15

For the Mid-Term Review/Restructuring Mission (May 2011) the TA Team proposed a simplified model for the participatory process. This simplification does not reduce the number of steps, but rather the activities included in each step. The original and simplified models are presented in Annex 2 of the Aide Memoire of the Mission. 16 From the CDSP Guidelines for Participatory Water Management 2004 17 Fom Technical Report no. 9, 2011

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