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8/2/2019 Evaluation Report IPSWAM Final
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Embassy of the
Kingdom of the Netherlands
Dhaka, Bangladesh
Bangladesh Water
Development Board
Dhaka, Bangladesh
Integrated Planning for Sustainable
Water Management (IPSWAM)
Evaluation report
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Table of Contents
Summary
1. Introduction
2. Evaluation: approach and methods
3. The IPSWAM project
4. 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 andSWAIWRPMP 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
5. Conclusions
5.1. Conclusions
5 2 Challenges and lessons learned
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List of Abbreviations
ADP Annual Development Plan
BWDB Bangladesh Water Development Board
DAE Department of Agricultural Extension
DG Director General
DP Planning Directorate in BWDB
DPP Development Project Proposal
EKN Embassy of the Kingdom of the Netherlands
FCD Flood Control and Drainage
FCD/I Flood Control, Drainage and Irrigation
FY Financial Year
GoB Government of Bangladesh
GPWM Guidelines for Participatory Water Management
HYV High Yielding Variety
IFAD International Fund for Agricultural Development
IPM Integrated Pest Management
IPSWAM Integrated Planning for Sustainable Water Management Project
LCS Landless Contracting Society
LIV Local Improved Variety
NGO Non-governmental Organisation
NWPo National Water Policy
O&M Operation and Maintenance
SAAO Sub-Assistant Agricultural Officers of the Department of Agricultural
Extension
SDE Sub-Divisional Engineer (BWDB)
SO Section Office (BWDB)
SWAIWRPMP Southwest Area Integrated Water Resources Planning and Management
P j t (G B ADB EKN f d d)
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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 South-
central 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 wasextended 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 givento 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
f rther impro ements are therefore possible The Water Management Organisations sho a
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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 theBWDB. 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.
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1. IntroductionThe 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 IPSWAMterminated 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 (socio-
economist), 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 j t t ff
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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 projectThe 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 includethe 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 documentthat 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 Governmentof Bangladesh of 2,525 lakh Taka
2.
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
d t t f d i ) ft i l t d f ti l K h t i ti f th
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4. Project achievements4.1. OverviewThe 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 achievementsActivities/outputs in logical framework Project achievements
IPSWAM Planning Team established at
DP-III
IPSWAM Planning Team established and fully staffed (BWDB staff and TA
staff)
Planning Cells established at CE offices of
SC and SW Zones
Planning Cells in the two zones established, BWDB staff assigned to
Planning Cells about half of envisaged numbers. All TA staff appointed.
Planning staff trained 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.
Distribution of responsibilities between
BWDB-HQ and Zonal/local offices defined
Institutional analysis study completed, findings are used as an input for the
on-going restructuring of BWDB.
Approaches developed for local level
institutional development and multi-
disciplinary participatory planning
Approach developed, including supporting information and training material.
External relationships defined and
formalised in MoUs with Line Ministries
BWDB has concluded MoUs with different relevant departments (LGED,Dept of Cooperatives, Dept. of Agricultural Extension, Dept of Fisheries.
Guidelines and procedures for participatory
water management introduced by BWDB.
Guidelines for the approach have been formally adopted by BWDB.
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4.2. Participatory water management in nine polders4.2.1.The participatory processIn 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/ Selectionof projects
2.Participatory, Multi-disciplinary data
collection/ analysis
and option
development
3.Formation of WaterManagement
Organisations (WMO)
4.Plan formulation andfinalisation, including:
Infrastructure
Rehabilitation Plan
Sustainable
Environmental
Management Plan
Agreement on O&M
ibiliti
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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 ofidentification,
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 requiringaction from the relevant authorities.
4.2.2.Rehabilitation of infrastructureIn 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 d th d i t id d b th IPSWAM/BWDB ffi th BWDB D i III
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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 regionsshould 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 ofthe 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 needsof 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
iti d t t diff t l t th t f WMG
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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 30This 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
t ifi l
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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 Demand (Tk Cr.) Expenditure (Tk Cr.) Percentage (%)200102 250.76 57.19 22.80
200203 235.18 82.19 34.95
200304 257.89 100.00 38.78
200405 276.90 125.90 45.47
200506 341.00 135.00 39.50
200607 350.00 150.00 42.86
200708 400.00 281.46 70.36
200809 529.00 305.00 57.66
200910 846.00 402.00 47.52201011 1799.00 305.10 16.96
201112 3000.00* 317.00* 10.57Source: 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
lit liti i ) hi t d t
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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 dataItem Polder 22 Polder 43/2
Increase of flood free area 26% 23%
Increase of total paddy production 21% 34%
Increased cropping intensity 17% 13%
Increase of average savings per household From Tk. 280 to Tk. 1349 From Tk. 5 to Tk. 2272
Incidence of extreme poverty Decreased from 45% to 16%
Increase of average income (adjusted for inflation) 33% 22%Source: BARD Impact study, 2008
Other main findings from the BARD study are reproduced in the following box.
Box 4.1: Overview of main impact findings BARD study.Livelihood strategiesThe 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, whichimplies 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.
AgricultureCompared 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
i d
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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 arereported 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
f f l i T (HYV) i i L l i l i d d i ld f T
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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 areshown 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. Altogether23,504 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
C i
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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 economicuplifting, 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 wasobserved 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.
Th h k d b h h h LCS dd i h i l d f
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Despite the limitations that still prevail in the participation process, the involvement of the localstakeholders including women in the discussions, broad planning and implementation have certainlyled 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 havebeen 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 BWDBInstitutional 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 CellsTo 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 envisagedpositions 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 Technical Assistants1 Executive Engineer
1 Hydraulic Engineer/SDE
1 Civil Engineer SDE
1 Environmentalist
1 S i l i
1 Community Organisation Expert
1 Training Expert
1 Gender and Development Expert
1 Environmental Expert
1 I i i l S i li
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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 cellwere 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 guidelinesThe experiences with participatory planning culminated in guidelines drafted for BWDB
7. 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 beused 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 amongBWDB 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).
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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 approachDissemination 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 ProjectIPSWAM 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
h id d WMIP
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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 ofthe 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 byIPSWAM. 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
i i FCD/I ff i f l f d hi h i id f A i i i
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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 BWDBDissemination 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 ofinformation 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
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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 thatmust 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 achievementsEstablishment of the Resources Cell for Participatory Water Management
h i i i i d d h bli h f ll f i i
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5. Conclusions and lessons learned5.1. ConclusionsIn 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 andparticipatory water management practices throughout the BWDB.
Participatory subproject development
A) IPSWAM has developed a participatory approach for subproject development that isworkable 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
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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 ofFisheries, 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 economicempowerment 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 hithard 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 IntegratedPlanning 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
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H) Implementation of the Gender Strategy in BWDB has had only limited progressThe Action Plan annexed to the Gender Strategy (2006-2011) has remained largely unfulfilled so farBWDB 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 agreementswith 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 anumber 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 theWMIP 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
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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 oneF) 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 BWDBG) 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. Theseare 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.
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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 forSustainable Water Management (IPSWAM) project in nine polders of the coastal area in thePatuakhali and Khulna districts. The objective of the project was to put into practice the principlesfor water management formulated by the Government of Bangladesh (GoB) in the National WaterPolicy (NWPo) and the Guidelines for Participatory Water Management (GPWM). The specificobjective of the project was to strengthen the capacity of water sector organisations, includinglocal level water management organisations (WMO), the central and decentralised offices of theBWDB and Local Government Institutions to responsibly assume their roles as specified in theNWPo and GPWM.
The IPSWAM project consisted of three components: Technical Assistance (Pir 38) supported by aDutch 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, theamount of the contract with Euroconsult Mott MacDonald stands at EUR6.619.767. In addition, aprovision of an amount of EUR 204.200 was made available for conducting annual as well as mid-term 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 consecutivecyclones (Sidr in 2007 and Aila in 2009) and the project implementation period was extended up to30 June 2011 through two amendments to the Administration Arrangement signed between GONand GoB.
The first and second annual reviews took place in 2005 and 2006. The mid-term review and the
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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 WaterResources Management Project? Whether proper sharing of experiences between theseprojects has taken place?
Is the participatory water management (PWM) approach feasible and sustainable13
? Whathave 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 theresults reached? How have governance issues been addressed?
Are there examples of WMOs that have become a grass root level vehicle for otherdevelopment activities or function as civil society peer pressure groups? How can WMOactivities 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 ofsocial accountability mechanisms)?
What collective and successful initiatives have been undertaken by the WMOs regarding seed
production and/or distribution, fertilizer dealership, crop processing & storage, cropmarketing, value chain development, etc., and what was the impact of these collectiveactivities?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:
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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 Location Time frame
Discussion with EKN, BWDB and TATeam
EKN Day 1
Consultation with stakeholders at Dhakaand Report/Data collection
Various offices e.g. WB, ADB,BWDB, LGED, DoC, DAE, BARD,IWM, IWMI, World Fish, IRRI,BRAC etc.
Day 2
Field visit Patuakhali & Khulna IPSWAMpolders
Day 3-8
Consultation with stakeholders at locallevel incl. LGI, WMO members especiallywomen, NGOs, local administration, lineagencies etc.
As applicable Day 3-8
Continue consultation with stakeholdersat Dhaka and Data analysis
Various offices e.g. WB, ADB,BWDB, LGED, DoC, DAE, BARD,IWM, IWMI, World Fish, IRRI,
Day 9
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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 Persons met
8 August Briefng EKNPlanning mission programme
Mr. Jaap van der Velden, First Secretary Water a.iMr. Khaled Khaleduzzaman, Programme officer water
Mr. Masoud, Proejct Director IPSWAM
Mr. Alamgir Chowdhury, Deputy Team Leaders IPSWAM
9 August Briefing Ipswam project office
BWDB O&M Department
Mr. Alamgir Chowdhury, Deputy Team Leader IPSWAM
Mr. Md. Korban Ali, Chief Engineer O&M
Mr. Mozzafer Ahmed, Director O&M
10 August Asian Development Bank
World Bank
International Fund for
Agricultural Development
BRAC
BWDB
Mr. Zahir Uddin Ahmad Team Leader Water Resources
Management
Mr. S.A.M. Rafiquzzaman, Consultant Agriculture and RuralDevelopment.
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 EngineerDesign Circle V
Mr. Mozaffer Ahmed, Superintending Engineer
Design Circle III
Mr. Abdul Hye Baki, Superintending Engineer
Design Circle II
11 August BWDB Mollah Ruhul Alam, Chief Planning
Mr. Md. Aminul Islam, Project Director WMIP
Mr. Md. Jahangir, Chief Engineer
Directorate of Mechanical Equipment
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20 August Internal team discussion and
reporting
21 August Internal team discussion
Debriefing EKN on evaluation
part
Mr. Carel Richter, Head of Development Cooperation, EKN
Mr. Jaap van der Velden, Water specialist a.i. EKNMr Khaled Khaleduzzaman, Programme Officer Water, EKN
Mr. Harry Moreel, Controller EKN
Mrs. Tapoti Das, Genders specialist EKN
22 August Discussion at 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
23 August Internal team discussion
Reporting
Mr. Hero Heering, Team leader IPSWAM
24 August Debriefing on recommendations Mr. Carel Richter, Head of Development Cooperation, EKNMr. Jaap van der Velden, Water specialist a.i. EKN
Mr Khaled Khaleduzzaman, Programme Officer Water, EKN
Mr. Harry Moreel, Controller EKN
25 August Debriefing at BWDB 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
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Appendix C: Summary of envisaged results and outputs and actual achievements
Programme Summary Indicators AchievementsA. Overall ObjectiveStrengthened capacity of water sector
organisations (WMOs, BWDB and
LGI) to assume their roles defined in
the NWPo and GPWM
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
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 p lans done under the IPSWAM project is adequate. Quality of studies and
plans for other interventions could not be assessed.
2. GPWM further operationalised 2.1 Operational guidelines and procedures introduced in
BWDB, LGI and WMO
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. Nine selected sub-projects in
proper working order
(institutional and technical)
3.1 WMOs effective and infrastructure operational 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.
C. Programme outputs
1. IPSWAM Planning Team
established at DP-III
1.1
Staff appointed by BWDB
1.2TA staff appointed
1.3Gender balance of BWDB and TA staff incrementally
improved.
1.1 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
1.2 TA staff appointed as planned
1.3 Gender balance of BWDB sufficiently adjusted. Gender balance TA staff as envisaged.
2. Planning Cells established at CE
offices of SC and SW Zones
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
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. Planning staff trained 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 designed3.4 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
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 allBWDB professional field staff.
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4 Distribution of responsibilities
between BWDB-HQ and
Zonal/local offices defined
4.1 Institutional analysis study completed: report available
4.2 Functions defined for Zonal and field level BWDB st aff
and formalised;
4.3 Functions defined and formalised for BWDB HQ
planning staff
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 Approaches developed for:
o Local level institutional
developmento Multi-disciplinary
participatory planning
5.1 Concept documents prepared
5.2 Quality of conceptual papers prepared
5.3
Training material prepared/adjusted
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 t raining prepared, includes handouts and manualand 2 DVDs. A modulewas developed for Training of Trainers.
5.3.2 The number of people trained exceeds the envisaged numbers
6 External relationships defined
and formalised in MoUs with
Line Ministries
6.1 Roles of BWDB, LGI and WMO and Line Minist ries
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
6.1 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.
6.3 Mechanism for management transfer developed, transfer of ownership pending.
6.4 MoUs concluded between BWDB and DAE, DoC, DoF, LGED
7 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 p rocess
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 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.7.2 Training modules and materials for polder level training of stakeholders prepared.
7.3 Role of WMO in design process not realised.
7.4 100% of earthwork contracted to LCS.
7.5 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.
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8 Adequately functioning water
management organisations in 9
selected sub-projects
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 sub-
projects
8.6
Effective participation of women and of landless and
non-farming categories in WMO meetings and
committees/leadership.
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 Rehabilitation and O&M plans
prepared for the 9 selected sub-
projects with full participation of
WMOs
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
9.1 Rehabilitation and O&M Plans made and of good technical quality
9.2 WMA effectively participated in planning
9.2 WMA participated effectively in plan formulation and satisfied with plans
9.3 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.
10
Nine selected sub-projects in
proper rehabilitated
10.1
Designs made, Works tendered, Project system ele ments
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.
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 Achievements not included in original Logical Framework 11.1 Contribution to ob taining approval for the Cell for Participatory Water Resources Management
11.2 Setting-up of a participatory M&E system of subprojects.
11.3Project contributed to formulation of BWDB gender strategy.
11.4Training of WMAs in 3 polders of 4 th Fisheries project and in 1 GoB funded project.
11.51,300 toolkits distributed to BWDB offices throughout the country.
11.6
Exchange visits for staff of other pro jects (WMIP, SWAIWRPMP, LGED).
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Appendix D: Data on Training
Table D.1: Overview of polder level training
Training Participants numberLCS Orientation LCS Members 280
LCS Training LCS Members 429
LCS Training LCS Members 360
WMO Management WMO Members 381
WMO Management WMO Members 132
WMO Management WMO Members 373
WMO Management WMO Members 210
LCS Training LCS Members 960LCS Training LCS Members 580
Women Leaders Experience Sharing WMO Women Leaders; 1 day WS/polder 573
Joint Exposure Visits WMO leaders 47
WMO Management WMO Members 200
WMO Management WMO Members 318
Operation & Maintenance WMO Leaders 200
Women Leaders Experience Sharing WMO Women Leaders; 1 day WS/polder 140
Gender and Leadership Development Training WMO leaders 1000
WMO Management WMO Members 384
Gender and Leadership Development Training WMO Leaders 854
Agriculture Production and Cooperative Management WMO Members 460
LCS Training LCS Members 5496
Operation and Maintenance WMO Leaders 752
Women Leaders Experience Sharing WMO Women Leaders 201
WMA Organisational Development WMA Members 123
Quality Control WMA Members 192
Agriculture Production and Cooperative Management WMO Members 1842
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Table D.2: Overview of training of BWDB staff
Training Participants number1 Zonal Team Orientation Central/Zonal Teams 282 Development of WMOs Central/Zonal Teams 28
5 GIS/GPS Orientation Planning Team 19
6 Gender Orientation Planning Team/DP-III/ Other BWDB 31
7 Facilitators Training Central/Zonal Teams/DP-III/Field Divisions 21
8 Organisational Management for WMOs and Zonal Teams Central/Zonal Teams/DP-III/Field Divisions 17
9 GIS ArcView Central/Zonal Teams/Other BWDB 11
10 Sustainable Environment Management Planning Central/Zonal Teams 69
16 Office Management for Support Staff IPSWAM & DP-III Support Staff 28
17 Project Management IPSWAM, DP-III, BWDB Planning Professionals 21
20 Multi-disciplinary Planning, Evaluation and Monitoring IPSWAM, DP-III, BWDB Planning Professionals 15
23 Project Management BWDB Planning Professionals 21
25 Leadership Development ToT BWDB/Zonal Teams 48
26 GPS Dhaka/Zonal Teams 19
27 WMIP Experience Sharing BWDB WMIP staff 2231 Experience Sharing with Water Sector Projects Project Team Members 18
32 Seminar on IPSWAM Methodology, DWM-BWDB DWM & IPSWAM Staff 32
34 Participatory Monitoring IPSWAM/BWDB Staff 43
36 Study Tour Philippines IPSWAM/BWDB 10
38 Workshop to finalise BWDB Gender Strategy and AP GoB, RNE, BWDB Staff 145
40 Experience Sharing: Quality Control and WMO role Senior staff from water sector projects 29
41 Sustainable Water Management and Good Governance BWDB Young Professionals 20
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Table D.3: Training modules and training material included in toolkit
Title of training / training
material
Duration Type Expected Participants
Training of Trainers (ToT) 8 Days Module description BWDB Officials
IPSWAM and Union Parishad
Orientation
1 Day Module description UP Representatives and Local
leaders
Organisational Management 3 Days Module description WMG
TOT on Gender and Leadership 4 Days Module description Trainers; BWDB Officials
Gender and Leadership Development 4 Days Module description WMG
Organizational Development 3 Days Module description WMA
TOT on Agricultural and Cooperative
Management
4 Days Module description Trainers; BWDB & DAE
OfficialsAgricultural and Cooperatives
Management Training
4 Days Module description WMG
LCS Training 1 Day Module description LCS
Constructions Monitoring and Quality
Control
2 Days Module description Monitoring Quality Control
Committee
Operation and Maintenance 3 Days Module description WMA
Participatory Monitoring 1 Day Module description Monitoring Committee
TOT Module for Training Resource
Group
4 Days Module description WMOs- Training Resource Group
Organizational Management - Handouts WMO
Gender and Leadership Development - Handouts WMO
Organizational Development - Handouts WMO
Agricultural production and
Cooperatives Management
- Handouts WMO
Constructions Monitoring and Quality
Control
- Handouts WMO
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Appendix E: Rehabilitation works in the nine polders
Source: IPSWAM.
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Appendix F: Review of the Socioeconomic Impact Assessment Report on IPSWAM Project
Prepared by Bangladesh Academy for Rural Development (BARD)
General1. 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-pronepolders.
2. The IPSWAM program included the vital elements of peoples existence like livelihood andphysical 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 andsustainable water management systems in the country.
4. BARD was assigned the task to assess the impact of the project to and it prepared a
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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 ausT aman-pulses/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 yieldof 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 ageneral notion of environmental improvement with project.
Socioeconomic impactsj. 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
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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 BWDBStep
No.
BWDB/IPSWAM SW Project WIMP15
CDSP
Chapter1 Step2 Steps WMO formation171 Identification/
selectionProject Orientation Meetingat District Level
Pre-Identification/Identification
Process ofparticipatory water
management
Preparatory stage Information campaign
2 Investigation Consultation meeting /Workshop at Union Level
Assessment ofSchemes
Identification of watermanagement issues
and scope forimprovement
Identification of water management issues and scopefor improved water management
Workshops with key persons on demarcation of area
3 Mobilisat ion Clearance from the UnionCouncil
Screening Concept of participatory water management andinstitutional structure, election of committee members
Plan for WMG formation
4 Plan Finalisation DLIAPEC Approval Mobilisati on Workshop with stakeholders Mass meetings (men and women separately)5 Rehabilitation Project Confirmation Planning Structure of the
organisation and
elections
Decide structure of organisation and its functions andprocedure of election
Induction orientation session on tasks andresponsibilities of WMG, election of 12 member
committee
6 Operation and
Maintenance
Preparation of Beneficiaries
List
Design Formation of election commission Regular meetings, preparation of byelaws, training of
members and leaders, registration with DoC
7 Formation of WMGFoundation Committee
Implementation Preparation for election of committee members Assumes responsibi lity for operation of structures,strengthen liaison with LGI, mobilising savings
8 Clustering of Villages Management Plan Election and declaration of results WMG involved in activities of other implementingagencies, WMA formation
9 Members Enrolment
(Continuation)
Operation and
Maintenance
Capacity development
of the watermanagementorganisation
Identification of required capacity building
10 WMG Formation (Ad-hoc) Evaluation and
ManagementTransfer
Storage of information
11 WMG Bye-Law drafting
Committee (BDC) formed
Training Needs Assessment
12 Training to BDC members
on Bye-Law drafting
Identification of training
13 Election Committee formed Process of
management transfer
Preparation of handing over contract
14 Draft Bye- Law Prepared Handing over of subproject
15 Voter List Mitigation plan and implementation
16 Election / WMG Formed Taking over responsibi lity of water management
17 Bye-Lay approved inGeneral Meeting
Monitoring andevaluation of WMO
Monitoring of the organisation
18 Application Submission date
to DoC for Registration
Identification of problems and required solutions
19 Date of Registration by DoC Monitoring of organisation and election
20 Target date for O & MSigning between WMG &SMO
Monitoring capacity development of organisation
21 WMG Proceeds to O & Mwith monitoring
Handing over responsibility of water managementproject
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 ineach 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 200417 Fom Technical Report no. 9, 2011