Gender Action Plan

8/2/2019 Gender Action Plan

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" ,"". , Government of the People's Republic of Bangladesh..~: Ministry of Water Resources

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G e n d _ t & ted2006-2011


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Government of the People's Republic of BangladeshMinistry of Water ResourcesBangladesh Water Development Board

Gender Equity Strategy and RelatedAction Plan2006 - 2011

Dhaka, December 2006


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T ab le o f C on te nts Page No.Introductory MessageForewordAbbreviations and AcronymsExecutive Summary

iiiiivIntroduction 1

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2 Context: Striving for Gender Equity2.1 International2.2 Bangladesh2.3 Ministry of Women and Children Affairs2.4 Ministry of Water Resources2.5 Bangladesh Water Development BoardGoal, Approach and Principles underlying GESAP 11

4 Resources 1313141517192020212222242525284547

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TimeframeStrategy6.1 Data and Information6.2 Human Resources6.3 Training6.4 Support Facilities6.5 Participation6.6 Contracting6.7 Policy6.8 Communication6.9 Monitoring and Evaluation6.10 Programme Issues

7 Core Phases8910

Objectives GridConditions for SuccessImplementation and Next Steps

Annexes1 Key documents 482 Gender Issues Forum: Draft Terms of Reference 513 BWDB Gender Equity Toolkit 52A. Summary Strategy 54B. Definitions 56C. Briefing sheet: Integrating Gender Equity in the BWDB Planning Cycle 57D. Briefing sheet: Basic Steps 59E. Checklist: Data 61F. Checklist: Participation 62G Checklist: Training 644 ACtion Plan 65


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SecretaryM in is tr y o f Wa te r R e so ur ce s

G o ve rnmen t o f t he P e op le 's R e pu blic o f B a ng la de shDhaka

INTRODUCTORY MESSAGEIt was stated at the Fourth World Conference on Women in 1995, "Equality between women and men is amatter of human rights and a condition for social justice and is also a necessary and fundamentalprerequisite for equality, development and peace. A transformed partnership based on equality betweenwomen and men is a condition for people-centred sustainable development."In this context, it is generally assumed that having a Gender Action Plan automatically encourages a moresystematic and integrated approach to addressing gender issues in project designs and implementation.Conventionally Gender Action Plans were developed at the latter end of loan designs, included as anappendix to reports and recommendations, to fulfil conditions of donors, and even often included duringimplementation as a mid-course correction. Such piecemeal inclusion is seldom effective. Althoughincreasingly incorporated into development programmes the concept of gender is not well understood, andbecause the focus of gender oriented development has been women, gender has often beenmisunderstood as a synonym for women or female.Projects and institutions have benefited measurably when gender concepts have been activelyincorporated into the development process. Development goals have been met more efficiently while longterm interests of gender equity and women's empowerment have been advanced. Sustainabledevelopment is not possible without the full participation of both men and women. Development policiesthat incorporate gender as a factor reflect a growing understanding of the necessity for women's and men'sfull and equal participation in all aspects and at all levels.Boosting women's participation has to go much beyond raw numbers to encompass the complexrelationship between power, poverty and participation. Women want, and need to be able to participate indecisions that affect them, their families, communities and country.Within the BWDB this need has been recognized and some of it has been addressed in small ways by:providing women with work through Labour Contracting Societies (LCSs), their inclusion on committees,and improved access to training; all these have given women access to much needed economic resourcesand social status, even within a short time. Projects ensuring that women had access to new resourcesand new levels of participation have successfully challenged traditional attitudes that restricted womenfrom participating. Despite this there is still much left to be done, especially in terms of deploying andsupporting women staff at field level.It is to close this yawning gap and to increase attention to the participation and empowerment of womenin development projects that this Strategy Paper was developed, in a participatory and consultativemanner, learning from experience. The BWDB as a whole has to take up ownership for this onerousresponsibility, and so far has lived up to its own expectations. This Strategy draws attention to importantareas where attention has to be focussed to improve gender equity. The next important step is to ensurepractical implementation of what has been proposed and developed in this Gender Equity Strategy paper,in the process take the lead to demonstrate the importance of addressing and correcting existing genderimbalances. This presents a golden opportunity to lead by example.

,Syed Mohammad Zoba erSecretaryMinistry o f Wa t er R es ou rc es


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Director General.Bangladesh Water Development Board

Dhaka

FOREWORDEqual rights and opportunities for both men and women through women's participation andempowerment is one of the basic principles advocated by the Government of Bangladesh and isvalidated through several important regulations, including the Guidelines for Participatory WaterManagement. All development programmes including the BWDB's should address genderinequality issues and strive to cater to the needs of both men and women. This is however, easiersaid than done, as translating gender equality in actual practice is not as easy as it sounds.It must be remembered that existing behaviour, social norms and customs have been ingrainedand deeply inculcated in society over centuries, and the changes being promoted here cannotbe achieved easily or overnight. Gender changes as envisaged here can be achieved only withstrong political will and real commitment from all those involved. The development of this GenderEquity Strategy was born out of a realization that much more concrete action is needed totransform the efforts of the BWDB on the Gender front. This entails more than a simple or singleactivity, but rather encompasses an array of initiatives, both large and small, ranging from thosewhich can be quickly implemented and that which require a long-term approach. In particular,initiatives need to move beyond specific water management projects into mainstream activities,building on existing positive policy documents and recent practical project experiences.The commitment of the BWDB to undertake this initiative is the first small but highly significantstep in this direction. This Strategy Document was developed with much discussion and withcontributions from the main actors themselves, the staff of the BWDB, and is therefore based onvery practical experiences and resulting suggestions. For this reason this highly partlcipatoryexercise should enable that the proposals incorporated here can be implemented successfully.This Strategy is certainly not the last word on what can, and need to be done to accomplish anachievable Gender Equity. As changes and developments occur, the needs and relevance of theproposals in this Strategy too will need to be changed. This Paper does, however, aim toencourage widespread involvement in achieving the goals set for achieving Gender Equity andto integrate women's perspectives into all interventions. Its usefulness ultimately will dependmuch on the ingenuity and imagination of all those who seek to apply its principles.

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Abbreviations and AcronymsADB Asian Development BankBADC Bangladesh Agricultural Development CorporationBRDB Bangladesh Rural Development BoardBUET Bangladesh University of Engineering and TechnologyBWDB Bangladesh Water Development BoardCAD Command Area Development ProjectCDSP (II) Char Development and Settlement ProjectCEDAW Convention on the Elimination of all forms of Discrimination Against WomenCMG Canal Maintenance GroupCPU Central Planning UnitDAE Department of Agricultural ExtensionDG Director GeneralDOE Department of EnvironmentOaF Department of FisheriesDP Development PartnerDPHE Department of Public Health EngineeringEMG Embankment Management GroupEPWAPDA East Pakistan Water and Power Development AuthorityES Embankment SettlerFAa Food and Agriculture OrganisationFCD Flood Control and DrainageFCDI Flood Control, Drainage and IrrigationFGD Focus Group DiscussionFWCW Fourth World Conference on WomenGESAP Gender Equity Strategy and Action PlanGIF Gender Issues ForumGOB Government of BangladeshGPWM Guidelines for Participatory Water ManagementHR Human ResourcesHRD Human Resource DevelopmentIEC Information, Education and CommunicationIFAD International Fund for Agricultural DevelopmentIGA Income Generating Activity1MED Inter-Ministerial Monitoring and Evaluation DivisionI-PRSP Interim Poverty Reduction Strategy PaperIPSWAM Integrated Planning for Sustainable Water ManagementIWRM Integrated Water Resources ManagementLADC Local Area Development CommitteeLCS Labour Contracting SocietyLEB Locally Elected BodiesLGED Local Government Engineering DepartmentLGI Local Government InstitutionLGRD Local Government, Rural Development and CooperativesMDG Millennium Development Goals

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M&E Mon itor ing and Eva lua tionMIS Management Information SystemMLGRDC Ministry of Local Government, Rural Development & CooperativesMOA Ministry of AgricultureMOEF Ministry of Environment and ForestMOFL Ministry of Fisheries and LivestockMOL Ministry of LandMOP Ministry of PlanningMOU Memorandum of UnderstandingMOWCA Ministry of Women and Children AffairsMOWR Ministry of Water ResourcesNAP National Action PlanNGO Non Governmental OrganisationNWMP National Water Management PlanNWPo National Water PolicyO&M Operation and MaintenancePAP Project Affected PersonPC Polder CommitteePD Project DirectorPED Project Evaluation DirectoratePMIS Personnel Management Information SystemsPP Project Pro-formaPRA Participatory Rapid AppraisalPRRA Participatory Rapid Rural AppraisalPRSP Poverty Reduction Strategy ProgrammeRNE Royal Netherlands EmbassySPC Sub-Polder CommitteeTA Technical AssistanceTOR Terms of ReferenceTUG Tube-well User GroupsUDA Upper Division AssistantUNDP United Nations Development ProgrammeUP Union ParishadWARPO Water Resource Planning OrganisationWMA Water Management AssociationWMC Water Management CommitteeWMCA Water Management Cooperative AssociationWMF Water Management FederationWMG Water Management GroupWMIP Water Management Improvement ProjectWMO Water Management OrganisationWSIP Water Sector Improvement Project

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SWOS Gender Equity Strategy and Action Plan 2006-2011:Executive SummaryGender equity is fairness and justice in the distribution of benefits and responsibilitiesbetween women and men.Introduction: The BWDB has already made considerable progress in addressing gender equityas enshrined in the Constitutional as well as the National Policy for Advancement of Women andthe National Action Plan. This Gender Equity Strategy and Action Plan (GESAP) signals furthercommitment to ensuring gender equity in all activities.Approach: The Strategy aims to take a sustainable approach, seeking solutions with minimalcost implications. This approach means the programme will be incremental, building towards fullintegration of gender equity in the programming of the BWDB in an ambitious, yet rational way.The Strategy aims to be realistic about what can be achieved by the BWDB. Wherever possible,a broad-based, multi-sectoral, participatory, partnership approach will be taken. Over thetimeframe of the Strategy, participation in all phases of BWDB's work by women and men whoseawareness of gender equity issues has been raised will help to ensure that gender equity issuesare increasingly and effectively addressed.This Strategy will not stand on its own or as an 'add-on'. It can only be effective if it ismainstreamed i.e, integrated into the regular, ongoing functions of the BWDB. This will be achallenge for BWDB, its partners, contractors, beneficiaries and communities, but one whosebenefits will be felt across all stakeholders.An Action Plan has been developed to provide specific direction for short term activities toaddress the Strategy's. This Action Plan will be reviewed and revised at the end of 2009.Goal: The goal of the strategy. is:

The BWDB will work to ensure gender equity in the efficient development,conservation and management of water resources and in all its activitiesthrough the empowered participation of staff and communities.Principles: The principles underpinning the BWDB's balanced approach to gender equity arethe same principles that influence all of its work. These include

Participation I Partnership User centred AccountabilityTimeframe:

Transparency Sustainability Empowerment Evidence based Ownership Human rights

2006 - 2008 Short Term Strategy: Finalise I approve I translate Reviewof current position I Develop baselines Plan programmes mentation2008 - 2009 MediumTerm Review I revision of programme I finalise targets Implementation

Reviewof progress to date Revised Strategy produced

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Strategy: This Strategy has identified common elements that apply across BWDB and itsprogrammes and projects. The Strategy aims to ensure that all the following areas contributepositively and actively to achieving gender equity in all functions and actions of the BWDB:

Data and information: Gender disaggregated and related data and information are usedto ensure all functions and activities are equitable.o Gender disaggregated datao Knowledge I researcho Capacity development Human Resources: All human resource functions are gender equitable and contributeto BWDB meeting-at minimum- prescribed government quotas.

o Recruitmento Postingo Women- and family-friendly policieso Harassment-free environment and staff safety Training: Equitable access I ensuring gender equity is integrated in training asappropriate.o Technicalo Managerialo Participationo Gender equity Support facilities: Support facilities (such as tollets, prayer rooms, childcare facilities)contribute to ensuring staff amenities and privacy as appropriate. Participation: Equitable levels of effective and active participation by both men andwomen staff, contract labourers, beneficiaries and other stakeholders. Contracting: Working towards gender equity in LCS and other contracts. Policy: Working towards ensuring policy agreement across government (e.g. in relationto contracting regulations)

Communication: a coherent and equitable approach to communicationo Information, education and communication (IEC)o Mediao Networking Monitoring and evaluation: Ensuring gender equity measures are taken into account inall monitoring and evaluation, and that progress in achieving the Strategy is measured.

Programme issues: any additional programme issuesRoles: Centrally, BWDB takes a strategic, coordination and monitoring role, ensuring aconsistent approach throughout the many programmes and projects undertaken. It has anoverarching role in relation to issues such as data collection, human resources and training. Themany individual programmes and projects coordinate and implement their own activities andreport to BWDB centrally. While programmes and projects are guided by BWDB and MOWRpolicy, diverse funding and the developmental nature of projects allows many of them to beinnovative and to pilot and test new approaches, particularly in the area of gender equity.Indicators: Indicators are noted broadly in the Strategy and specifically in the Action Plan. Theseare both quantitative (e.g. recruitment levels, postings, membership of committees, numbers ofstaff trained) and qualitative (e.g. women's effectiveness in participation in planning).First steps: First steps will involve establishing baselines (so BWDB will be able to measureprogress), carrying out needs assessment and reviews of current procedures and activities,setting firmer targets and beginning implementation of the Action Plan.

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1. Introduction'Gender equity' is fairness and justice in the distribution of benefits and responsibilitiesbetween women and men. The concept recognises the different needs of men and women, andalso that women have been disadvantaged due to past inequities and may require additionalsupport to rectify the existing gender imbalances. A gender equity approach is concerned withequality of outcomes and can be seen as a means to achieve gender equality: the absence ofdiscrimination on the basis of a person's sex in opportunities and the allocation of resources orbenefits or in access to services. In accordance with these definitions, this Strategy addressesboth men and women.BWOB Planning Approach: In keeping with the National Water Policy and the National WaterManagement Plan, the Bangladesh Water Development Board's (BWDB) approach to planninghas shifted from sectoral to multi-sectoral planning, as well as widening to include all water (lJ7related sectors. The Guidelines for Participatory Water Management have been a majorinfluence on this integrated planning approach. This reorientation provides an excellentopportunity to reconsider the role of the BWDB in relation to both poverty alleviation and genderequity, two issues that are inextricably linked. This new direction is in keeping with a range ofnational and international strategic approaches, particularly Bangladesh's Poverty ReductionStrategy Paper (PRSP). The BWDB, especially through its contracted programmes of work, hasthe opportunity to make a very considerable impact on gender equity, and through progress inthat area, an even greater impact on poverty alleviation.It is important to note that this Strategy does not aim to provide solutions for all BWDB's genderequity issues. Many of the most significant factors affecting gender equity are outside the controlof the BWDB, such as poverty, education, environment, rural and urban social structures,politics, culture and religion. This Strategy will work within the context of this broader picture andattempt to address them through a multi-sectoral approach. In addition, women's roles in societyand employment are growing to include greater participation in the professions as well asadministration and a range of other fields that will contribute to greater gender equity in thecountry as a whole.Baselines: In a number of areas, baseline information-a clear indication of the point from whichBWDB will measure progress-is not available. Where the basehne-ls known, specific targetshave been identified. In other areas where the starting point is less clear, general objectives havebeen set. Most importantly, the Strategy aims to describe the processes involved in ensuring allBWDB's programmes address equity issues. In the short term, emphasis will be on reviewing thecurrent situation, establishing baseline information, setting firmer targets, developingprogrammes or approaches and beginning to implement those approaches.Sustainability: The Strategy also aims to take a sustainable approach, seeking solutions withminimal cost implications. This approach means the programme will be incremental, buildingtowards full integration of gender equity in the programming of the BWDB in an ambitious, yetrealistic way.The Strategy aims to be realistic about what can be achieved by the BWDB. Wherever possible,a broad-based, multi-sectoral, partloipatory, partnership approach will be taken. Over thetimeframe of the Strategy, participation in all phases of BWDB's work by women and men whoseawareness of gender equity issues has been raised will help to ensure that gender equity issuesare increasingly and effectively addressed.This Strategy cannot stand on its own or as an 'add-on'. It can only be effective if it ismainstreamed-integrated into the regular, ongoing functions of the BWDB. This will be achallenge for BWDB, its partners, contractors, beneficiaries and communities, but one whosebenefits will be felt across all stakeholders.

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An Action Plan has been developed to provide specific direction for short term activities toaddress the Strategy's objectives and is included as Annex 4. This Action Plan will be reviewedand revised at the end of 2009.The Gender Equity Strategy and Action Plan were developed between June and October 2004initially, involving BWDB staff, and subsequently improved further with direct hands onexperiences and discussions at central, zonal and village levels. This has been modified onlyslightly during the ensuing years2. Context: Striving for Gender Equity2.1 InternationalGender Equity: There has been growing concern about the need to integrate genderperspectives into international development programmes since the late 1970s. This concern hasits roots in both practical and ethical considerations. As demands for community participation indevelopment programmes and projects have escalated, it has become increasingly clear thatunless social, economic and political gaps between rich and poor, majority and minority groups,women and men are taken into account, participation falls short of its promise. When control overprogramme resources benefits only a minority, existing socio-economic gaps widen instead ofdiminishing and poverty alleviation remains illusive. Equally seriously, there is a high likelihoodof technical weaknesses in the implementation of development initiatives, resulting in poorconstruction, inadequate management and less than optimal use and maintenance.International bodies, civil associations and women's organizations have seized upon thepractical wisdom of factoring in gender gaps to push forward an international agenda forpromoting gender equality and gender equity on human rights grounds. Starting from the latterhalf of the 1970s a series of international consultations and conferences organized for thepurpose have progressively sought to shift arguments for achieving gender equality frompractical to ethical grounds, that is, from grounds that including gender equity goals wasimportant to ensuring the success of international development, to the argument that ensuringequality for women was a binding obligation for all countries and international bodies committedto guaranteeing human rights.

In 1979, the Convention on the Elimination of a" forms of Discrimination againstWomen (CEDAW) committed international development to address gender gaps byeliminating discrimination in all spheres including political, educational, employment,health care, economic, social, legal, and marriage and family relations. It called ongovernments to:o Incorporate the principle of equality of men and women in their legal system,abolish discriminatory laws and adopt appropriate ones prohibiting discriminationagainst womeno Establish tribunals and other public institutions to ensure the effective protectionof women against discriminationo Ensure the elimination of all acts of discrimination against women by persons,organizations or enterprises.

The Human Rights Conference in Vienna (1993) affirmed that ensuring human rightsentailed removing gender gaps. It declared: "The human rights of women and of the girl-child are an inalienable, integral and indivisible part of universal human rights". Itspecifically prioritized the elimination of violence against women in public and private life,including sexual harassment, exploitation and trafficking in women, and called for:



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o Government action to increase the access of women to decision-making posts andtheir greater participation in decision-making processeso Greater information dissemination to women about their rights by national andinternational treaty monitoring bodieso Including information about the status of women and women's human rights in thedeliberations and findings of monitoring bodies.

The Fourth World Conference on Women (FWCW), held in Beijing in 1995, reiteratedthe Vienna concept that achieving human rights was possible only if gender gaps wereeliminated. The Conference consistently argued that women are among the poorest of thepoor, control fewer resources at every rung of the social ladder and that poverty adds towomen's social and political powerlessness. Accordingly, the Plan of Action, whichemerged out of the FWCW process, listed 10 areas for action:o Poverty removalo Participation in the economy and environmento Healtho Educationo Prevention of violenceo Human rightso Right to propertyo Image in the mediao Development of government machineries for promoting gender equalityo Eliminating discrimination against the girl child.

The Millennium Development Goals (MDG), adopted at the Millennium Summit in 2000,enunciated yet another link between achieving gender equity and ensuring human rights.It declared that poverty reduction - or efforts to ensure the right to live free of poverty - wereinextricably linked to reducing gender gaps. Accordingly, a number of targets in the MDG'road map' are aimed at reducing gender disparities.In addition to the usual commitments to reduce maternal mortality and increase the number ofbirths attended by skilled health personnel, the road map sets specific targets for reducing genderdifferences in secondary education and non-agricultural wage employment.International: Gender Equity in the Water Sector: In the 1970s the inclusion of gender'elements in the water sector was not apparent. Women tended to be equated primarily withmanaging the domestic water supply sub-sector, which itself was seen to exist in relative isolationfrom irrigation, fisheries and other uses of water. Apart from male indifference to easing women'saccess to water for drinking and domestic uses, little conflict was envisaged between women anwmen in their stakes, patterns of use or priorities in the water sector.However, the growth of urbanization, the industrialization of agriculture and manufacturing, andthe consequent threats posed by water pollution and watershed degradation have forced asignificant change in international perspectives on water. Attitudes have progressively movedaway from regarding water as an infinite supply and towards considering it a limited resource thatneeds to be carefully and conscientiously managed to ensure equity among competing uses andlong-term sustainability.While FWCW tended to define women's interest in water primarily in terms of their responsibilitiesfor managing domestic water supply, it also succeeded in acknowledging that domestic water'supply itself is in a highly volatile context where women's access to such supply was increasinglyunder threat from environmentally unfriendly technologies in agriculture, fisheries, commercial,



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and industrial activities-mainly controlled by men. Accordingly, in the section on women and theenvironment in its Platform of Action, FWCW called upon governments to: .

Ensure that clean water is available and accessible to all by the year 2000 and thatenvironmental protection and conservation plans are designed and implemented to restorepolluted water systems and rebuild damaged watershedst.

fk In addition, in the same section, FWCW went on to lay the basis for considering a more diversifiedrole for women in the water sector. They called for research on the role of women-particularly ruraland indigenous women-in irrigation, watershed management, coastal zone and marine resourcemanagement. Other areas recommended for investigation include food gathering and production,soil conservation, fisheries, disaster prevention, and new and renewable energy sources.s,The Integrated Water Resources Management (IWRM) approach, which has emerged in responseto the shift towards the more complex and competitive paradigm, aims to increase economic andsocial welfare and ensure environmental sustainability through the coordinated development of~ water along with land and other resources, with the participation and involvement of women.Formalised in The Hague in 2000, IWRM relies heavily on concepts derived from FWCW and aseries of consultations on water, the environment, and sustainable development. They collectivelyaffirm the important role women play in managing water (the Dublin Statement 1992 and the FirstWorld Water Forum, Marrakech), and environmental management (Rio Declaration, World Summiton Sustainable Development 1992).Women have concerns and rights in water management as a whole, rather than for only limited,specific purposes. IWRM is driven by four guiding principles, among them being recognition thatwater resources should be managed at the lowest appropriate level and that "women playa central'role in the provision, management and safeguarding of water". The approach has led to renewedinterest in consolidating and undertaking new research on gender differentials in the water sector.Results confirm the findings of earlier investigations by the Food and Agriculture Organisation(FAO), the International Fund for Agricultural Development (IFAD) and other international agenciesspecializing in agriculture and food security. Findings underline that women's interests in the water

It sector are not limited to domestic water supply (including health related needs) only but that woment compete with men for control over water for irrigation and fishery also. Moreover, there aresignificant gender differences in patterns of use and benefits derived from the water sector. Forexample Irrigation schemes tend to favour cash cropping. InAsia, where women farmers have ,traditionally been responsible for family food production, while men have borne responsibilityfor the production of cash crops, modern irrigation projects inadvertently work against womenand family nutrition. In the late 1960s in Sri Lanka, the Mahaweli Ganga Irrigation Systemsought to raise food production by increasing the production of paddy (a cash crop). Theproject allocated land for paddy and handed over income from sales to male farmers. Theresult was precisely the opposite of what the irrigation scheme had sought. Under-nutrition inthe project area was the highest in Sri Lanka. Where the national average was 6.6%, in the

project settlement it was 38.5%. Two factors accounted for this: (a) women felt that ~~could not legitimately claim control over the income from irrigated paddy, which t ntended to spend on non-household needs. (b) In the new settlement created project,compounds were so small that women coulg not grow rain-fed millet, whic ouseholds.reliedon for nutrition, especially for small children . \ .'t//,

1 FWCW Platform of Action, Strategic Objective K.2 (I) \2 FWCW Platform of Action, Strategic Objective K.2 (f)3 Margreet Zwarteveen, Linking Women to the Main Canal: Gender and Irrigation Management, (nd).



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Another aspect of irrigation schemes, especially large ones, is that they tend to favour mono- -r:..cropping. InAfrica, where women farmers are responsible for family food production whilemen specialize in growing cash crops, there is an in-built tendency for such schemes towiden gender gaps. To ensure nutritional balance, the production of family food entailsgrowing a large variety of crops, which have different irrigation needs that are not easilyaccommodated by large irrigation projects. By contrast cash crops are more efficient if grownas a mono-crop and are easier to optimize on new irrigation opportunities. Consequently, theeffect of such schemes is to widen gender gap by assisting men to move 'forward' with newtechnology while women remain 'behind'.

The failure to take into account women's needs for water for purposes other than domestic usehas equally negative consequences. In Nepal, the growth of female-headed households has forced more and more women intoagricultural tasks traditionally associated with men. This includes irrigated agriculture.ii However this feminization of agriculture was overlooked by the Chhattis Mauja IrrigationScheme and user associations were formed without the participation of women. The resulthas been free-riding by women farmers in the head-end of the scheme. The women are leftfree to extract water without having to contribute labour. While the women free-ridersthemselves benefit, management performance suffers considerably as do users furtherdownstream't, In Peru, the overlooking of women farmers' capabilities and needs produces an equallynegative effect. This time, however, the effect is felt by women farmers themselves. Althoughofficial rules mandate that night turns have to be rotated among users, women are forced toirrigate their fields at night. Why? Because women lack social power.They are no match forthe men who are more successful in negotiating with local water committees and therebymonopolize day turns.

As noted in the Kyoto World Water Forum Ministerial Declaration (22 March 2003),In managing water at the community, local basin and other levels, we should ensure goodgovernance by addressing equity in benefit sharing, realizing all-inclusive participation ofstakeholders including women, NGOs and local authority and providing transparency andaccountability in all actions.

Most of this has been reaffirmed in the Gender and Water Alliance's 4th World Water Forum inMarch 2006 regarding Gender concerns in the water sector.2.2 BangladeshThe Bangladesh Government has approved of the suggestions above and is a signatory to mostof them. Although considerable progress has been made, women in Bangladesh continue to beseriously disadvantaged through gaps in access to education, healthcare, nutrition, employment,income and political decision-making. These inequities are not restricted to society but eveninfluence family relations, resulting in discriminatory allocation of food and healthcare to girlchildren. The clearest indicator of this disadvantage is the female: male sex ratio. In contrast tomost areas in the world, where women outnumber men in the population, in Bangladesh there arefewer women than men, the female: male sex ratio being 96.3: 1005.

4 Margreet Zwarteveen and Nita Neupane, F ree R ider s or V ic ti on : Women 's Nonpar ti ci pa ti on in I rr iga ti on Managementin N ep al's C hh attis M auja Ir rig atio n S ch eme, 1 99 6.5 The total population of Bangladesh in 2000 was 123,151,246 of which 60,415,258 were women and 62,735,988, men



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The Government of Bangladesh (GOB) clearly recognises the need for action to close thegender gap and empower women and is compelled to do so by Constitutional provisions. TheConstitution guarantees not only e~uality to women but confirms the need for affirmative actionto assist women to achieve equality . Along with these, initiatives can be made to enable womenas well as men to formulate and express their views, to participate in decision-making rightacross development issues.GOB's international commitments reinforce national goals for achieving gender equity. FollowingFWCW in Beijing (1995), the Ministry of Women and Children Affairs (MOWCA) undertook asectoral needs assessment with the help of a number of line ministries. Although the Ministry ofWater Resources (MOWR) was not directly involved in the exercise, a number of ministries withwhich MOWR works in close partnership took part in the assessment. These include the Ministryof Agriculture (MOA), Ministry of Environment and Forest (MOEF), Ministry of Fisheries andLivestock (MOFL) and Ministry of Local Government, Rural Development and Cooperatives(LGRD). Based on the assessments, MOWCA drafted the National Policy for the Advancementof Women, which was adopted by the Government in 1997. The policy commits the Governmentto establish equality between women and men in all spheres of national life, including theeconomy, and emphasizes the need to guarantee:

safety in the workplace equal wages for men and women elimination of discrimination against women in hiring, promotion, posting and training.The ensuing National Action Plan (NAP) coordinated by MOWCA and adopted in October 1998,provides clear guidelines to all ministries and departments for integrating gender equity concernsinto their operations and programmes.)More recently, and particularly importantly, the finalization of the Interim Poverty ReductionStrategy Paper (I-PRSP) further requires attention to gender equity. It does so by identifyinggender as a "core development issue" and "gender equality as a way of reducing poverty".Moreover, the Poverty Reduction Strategy [PRS] clearly moves strategies for reducing gendergaps into the arena where it is not women's 'backwardness' that holds them back but the social-denial of power to them. Accordingly, the PRS also links national success in poverty reduction toachieving gender equality and equity in areas such as :

combating violence against women reducing discrimination in employment opportunities developing monitoring systems based on gender disaggregated data creating a women-friendly institutional environment.The economic dimension of gender equity in terms of women's contribution to GOP growth willbe crucial to the work of BWDB as well as the country as a whole.2.3 Ministry of Women and Children AffairsGovernment of Bangladesh has approved "National Policy for Advancement of Women" in 1998for the upliftment of women of the country in equal harmony with all sectors of the society. Thepolicy goals, as mentioned in the document are :

To establish equality between men and women in all spheres of national life.

6Artic le 27 of the Constitution declares al l citizens are equal before the law and enti tled to equal protection of the law.Article 28 (1) prohibits discrimination and asserts: "The State shall not discriminate against any citizen on groundsonly of religion, race, caste, sex or place of birth". Clause (2) of the same Article affirms that "Women shall haveequal rights with men in all spheres of the state of public life". Article 29 mandates "equality of opportunity for allcitizens in respect of employment or office in the services of the Republic. In clause (4) of the same Article, theConstitution endorses the principle of affirmative action with: "Nothing in this article shall prevent the State frommaking speclal provision in favour of women or for the advancement of any backward section of citizens".

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To ensure women's security in all sphere of state, society and family. To ensure empowerment of women in the field of politics, administration and the economy. To establish Women's human rights To develop women as educated and efficient human resources. To free women from the curse of poverty. To eliminate existing discrimination against men and women. To acknowledge women's contribution in social and economic sphere. ~ To eradicate all forms of oppression on women and girls. To establish equality between men and women in administration, policies, education,culture, sports and all other economic activities. To devise and import technology congenial to the interest of women and ban use oftechnology harmful to women. To take adequate measures to ensure women's health and nutrition. To ensure priority of women in the arrangement of housing and providing suitable shelterfor women. To take adequate measures to ensure women's health and nutrition To ensure priority of women in the arrangement of housing and providing suitable shelterfor women. To take measure for rehabilitating women affected by calamities and armed conflict. To meet the needs of women specially in difficult circumstances. To ensure security for widows, divorced, unmarried and childless women. To reflect gender perspective in mass media by projecting positive image of women. To provide assistance in flourishing creativity of meritorious and talented women. To provide support services in advancement of women.

Broad Outlines of the policy are:1. Implementation of women's human rights and basic freedom.2. Eliminate all forms of discrimination against girl-child and enact necessary new lawstowards that goal.3. Elimination of all forms of oppression against women.4. Armed violence and women's stand.5. Education and training.6. Sports and culture7. Ensure women's active and equal rights in all activities of national economy.7.1 Alleviation of women's poverty7.2 Economic empowerment of women7.3 Employment of women7.4 Support services7.5 Women and technology7.6 Food security of women8. Political empowerment of women9. Administrative empowerment of women10. Health and nutrition11. Housing and shelter12. Women and environment13. Women and mass-media14. Specially distressed women.

2.4 Ministry of Water ResourcesThe Water Wing of the East Pakistan Water and Power Development Authority, (EPWAPDA),created in 1959, was mandated to manage, develop and harness the water resources of the



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impetus for more research and serious attention to the multiple stakes women have in the watersector and the competition that exists between domestic water supply and other contexts of waterusage.Steps towards women's involvement in the water sector are obvious in the Guidelines forParticipatory Water Management, which mandate that 25% of earthwork be reserved for landlessb workers, of whom 30% must be women [this has exceeded in several places]. Also of essentialimportance is women's involvement in the planning and management of programmes in all ofBWDB's phases. Growing collaboration with other sectoral ministries and departments, whichhave had programmes for promoting gender equity in place for some time, acts as an impetusto BWDB's awareness of women's stakes in the water sector. Such agencies include the MOA,MOFL, MOEF, DPHE and LGRD I LGED.A review of project planning documents, reports, procedures, and staffing shows that bothcentrally and through BWDB's projects there has been progress in laying groundwork for anequitable approach. BWDB projects in the field have been open, flexible and innovative. Projectson the ground have seized opportunities to promote gender equity, sometimes experimentingwith affirmative action approaches. Examples of central progress include:

The Staff Development Directorate of the BWDB maintains gender-disaggregated data ofthe staff using MIS. This provides an excellent basis for beginning to significantly addressgender equity issues such as equal access of women employees to training, supportfacilities etc. [This could be expanded to cover other areas I levels too] Despite having a very small representation of women in the BWOB workforce (roughly5%), a number of women hold high level posts, suggesting that there are no inevitableimpediments to advancement of women staff members within the organisation. However,their presence are restricted to a few departments. For a start perhaps women could beposted to other areas, like in Administration, Accounts & Audit, etc., and subsequentlywork from this to extend to field based departments.

Although objectives of the majority of past BWDB projects do not identify gender issuesspecifically, the Board's current initiatives, supported by both the wider policy environment anddevelopment partner agencies, reflect a clear emphasis on gender equity. This is seen as a pre-requisite to maximising the project benefits through full participation of women stakeholders. Inchar development projects in Noakhali District, BWDB has taken the step of securing ownershipof reclaimed land for women, whether married or not. In the Jamuna-Meghna River ErosionMitigation Project in Pabna District, the 25% quota for hiring women is exceeded and a majorityof labourers are women. In fact, so far in about 104 projects, 8,000 WMOs have been formedout which 30% of the Managing Committee are women.Examples of gender specific project activities include: Gender Action Plan of Command Area Development Project: The Command AreaDevelopment Project (CADP) prepared a Gender Action Plan in September 2002. CADP

was established to promote and rectify irrigation facilities, pest management, small scalefisheries and O&M activities of two already implemented projects-Meghna DhonagodaIrrigation Project (MDIP), and Pabna Irrigation and Rural Development Project (PIRDP),completed in 1988 and 1992 respectively. The CADP Gender Action Plan proposed anumber of gender specific policies based on the existing BWDB strengths, including:At policy level, gender sensitive government guidelines such as:o National Water Policyo National Water Management Plano Guidelines for Participatory Water Management



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At project level:o Involvement of women in Water Management Groups and Associationso Training of women in small scale fisheries and pest management programmeso Involvement of women in income-generating activitieso Training of women employees under BWDB's institution-building programmes

Gender Mainstreaming Strategy in Char Development and Settlement Project (CDSP II): Recognising the importance of involving both men and women in bringing aboutan improvement in the lives of the affected people, the project has adopted a strategywhereby gender issues are mainstreamed into the project activities. Although it is generallyperceived that the women's primary interests centers on their practical needs, CDSP IIparticipatory activities are aimed at dissemination of information to women as well as menthrough their involvement in the Sub-Polder Committee (SPC), Polder Committee (PC), 'Local Area Development Committee (LADC), Water Management Committee (WMC), andTube-well User Groups (TUG). In CDSP III around 50% members in WMOs are women and ..they represent 30% in the executive committees.The following issues have been taken into consideration in mainstreaming gender within the existing policy framework of the project:o Providing men and women with equal opportunities to participate in project activitieso Reserving a percentage of membership in each field level organisation for womeno Training of both men and women in gender roles and interestso Educating both men and women in recognising the value of women's productive,reproductive and communal work

o Creating an understanding regarding women's practical needs and strategicinterests among project staff and members of field level institutionso Ensuring that project and line agency staff are gender sensitiveo Ensuring that women's demands are incorporated into the sectoral action planso Adopting a gender perspective in the analysis of any study undertaken in the projecto Collecting information from both men and women while undertaking a studyo Being aware of the difficulty of overcoming prevailing socio-cultural barrierso Operating a women's desk at each of the project areas for recording women'sproblems related to land as well as other components of the projecto Creating community awareness of gender issues through organising massmeetings at Polder level.3. Goal,Approach and Principles underlying theGESAPGoal: The goal of the strategy is:

The BWOB will work to ensure gender equity in the efficient development,conservation and management of water resources and in all its activitiesthrough the empowered partiCipation of staff and communities.Approach: The Strategy has been developed through a participatory process with contributionsfrom BWDB staff at the central and field levels as well as representatives of the WARPO andconsultation with other projects and ministry departments. The Strategy will work within theoverarching context, goals and approach of the Ministry of Water Resources and the BangladeshWater Development Board, ensuring a corporate, consistent and coordinated approach to genderequity. The approach takes into account

Relevant parliamentary acts, official notifications (as reflected in the Government ofBangladesh gazette), policy guidelines and operational directives for the Ministry of WaterResources and Bangladesh Water Development Board


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T he BWDB's fo cu s o n particip atio n, in te gra te d wa te r re so urce s man ag emen t, multi-se cto ra lplanning, poverty reduction, environmental and related issuesThis will help to ensure that there is MOWR and BWDB ownership of the Strategy and commitmentto its wide dissemination, implementation and timely reviews. The Strategy has been developedand tailored to take into account the broader public sector context as well as the specific concerns,direction and structure of the BWDB. The Strategy brings together the national, high-level, strategicapproaches of the BWDB with the more local approach of the programmes and projects.An Action Plan is attached as part of the Strategy. This Action Plan will be revised as more baselineinformation is gathered. The Action Plan will be further enriched as the Strategy is rolled outnationally, bringing further input from the grass roots. BWDB aims to mainstream genderthroughout its national activities as well as its programmes and projects to ensure that knowledgeand skills are used in a more systematic way so that gender equity practice becomes an integraldimension of processes at all levels.Principles: The principles underpinning the BWDB's balanced approach to gender equity are thesame principles that influence all of its work. These include:

Participation I Partnership: Ensuring the effective partlcipation of staff, contract labourers,beneficiaries and stakeholders in other government departments and sectors, will help toensure a holistic approach that will enhance efficiency and begin to work towards powersharing. User centred: The focus of the strategy will be on the interests and needs of beneficiaries,communities and users rather than for the benefit of service providers. Accountability: The BWDB and its Gender Equity Strategy will be accountable to thepeople and communities it serves, as well as to its staff and to the government. Transparency: The Strategy will work to clear, stated policies, principles and proceduresthat will ensure equality of opportunity (for example, recruitment guidelines). Sustainability: The Strategy will aim to ensure sustainability through a coordinatedapproach to mainstreaming and integration of gender equity throughout the BWDB'splanning cycles and programmes of work. Leadership, dissemination of lessons learned,awareness raising and attitude change will be crucial to the success of this approach.Emphasis will be on interventions with minimal cost implications rather than those with longterm, high level costs. Empowerment: BWDB will work towards empowerment of the communities it servesthrough partnership and participatory approaches to the planning and implementation of theStrategy and by ensuring an enabling atmosphere and capacity building for those

involved. Evidence based: Efficiency and effectiveness will be emphasised throughout theStrategy by using evidence of programmes that work, building on past knowledge,others' experiences and ensuring monitoring and evaluation focus on gender equityissues. Ownership: Ownership of the goals of the Strategy will be built by ensuring that it focuseson Bangladeshi solutions for Bangladeshi issues, that the approach is contextualised andthat solutions are built on existing social and cultural values.

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Human rights: Human rights will be at the core of the Strategy, with a focus on povertyreduction, equity and the elimination of discrimination.4. ResourcesSufficient resources will have to be allocated to support the implementation of the Strategy.However, as noted in the Principles, above, long term sustainability of the Strategy will beensured through awareness raising and attitudinal change. Emphasis will be on changes that aresupported through current resources and that have relatively minimal implications. Initial start-upand implementation costs will have to be found either through re-allocation of current budgets orfrom other sources. It will be crucial to ensure the costs of gender equity elements are integratedinto the costs of any new programmes and projects.BWDB's contribution towards the cost of incorporating strategic elements in its activities will bean indicator of its commitment to gender issues. Specific budgetary commitment can serve as aleveraging tool with relevant stakeholders, including Development Partners (DP), who will needto be in agreement with the aims of the Strategy to commit resources.5. TimeframeMost of the broader issues identified as priorities cannot be fully resolved within the five yeartimeframe of the Strategy (2006 - 2011), although much progress can be made. The Strategyidentifies objectives for the period 2006 - 2011 that are both specific and general that willcontribute to longer term outcomes beyond the timeframe of this Strategy. 'Short', 'medium' and'long' term are described only in terms of this strategy and may be suitably modified. Thetimeframes are specified weighing several factors and every effort should be made to completeactivities specified by, or even before, the stipulated time limit.In the short term, where baseline information is not known, general objectives will be set andinitial review of the current position will be carried out, developing baselines and programmeplanning (2006 - 2008). Wherever possible, implementation of programmes and approaches willbegin during the short term. If final approval of the Strategy is delayed, short term activities maycontinue into 2008.Following a brief short term initiation period, a medium term review will consider baselines andany progress. At this point finalisation and revision of objectives and activities for the medium tolong term can take place. Implementation and concurrent evaluation will be ongoing. A review ofoverall progress in implementation of the Strategy will take place in 2011.

2006 - 2008 Short Term Strategy: Finalise I approve I translate Review of current position I Develop baselines Plan programmes Implementation2008 - 2009 Medium Term Review I revision of programme I finalise targetslementation Review of progress to date Revised produced

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Longer term: Following the final review of progress in 2011, a decision will be made whether torevise targets or develop a new strategy. In the longer term (beyond the timeframe of the Strategy),objectives should be addressed through integration or mainstreaming into the annual planningprocess and monitored both as part of the standard review process as well as specific review(possibly by a Gender Issues Forum-see Annex 2). Goals that may be beyond the term of theStrategy-such as ensuring government employment quotas are met across the BWOB-will beaddressed by interim measures-such as recruiting above the minimum government quota.6. StrategyThis Strategy has identified common elements that apply across BWOB and its programmes andprojects. The following section outlines some key issues for each of these categories and highlightsthe role BWOB and the programmes and projects will take in addressing the Strategy's objectives.The Strategy aims to ensure all the following areas contribute to gender equity in all the functionsand activities of BWOB:

Data and informationo Gender disaggregated data: human resources, contracting, baselines, facilities

available for proper participation, etc.o Knowledge I researcho Capacity development

Human Resourceso Recruitmento Postingo Women- and Family friendly policieso Harassment free environment and staff safety Training [ensure equitable access]o Organizationalo Technical, esp. related work roles

o Managerialo Participationo Gender equity - ensure this aspect is integrated throughout Support facilities: like private space, transport, access to health facilities, spaces withinflood shelters, etc. Participation Contracting [esp. smaller ones over which BWOB has more control] Policy Communicationo Information, education and communication (IEC)o Mediao Networking Monitoring and evaluation Programme issues

Centrally, BWOB takes a strategic, coordination and monitoring role, ensuring a consistentapproach throughout the many programmes and projects undertaken. It has an overarching role inrelation to issues such as data collection, human resources and training. The many individualprogrammes and projects coordinate and implement their own activities and report to BWOBcentrally. While programmes and projects are guided by BWOB and MOWR policy, diverse fundingand the developmental nature of projects allows many of them to be innovative and to pilot and testnew approaches, particularly in the area of gender equity.



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Indicators will be noted broadly in the Strategy and specifically in the Action Plan. Many of thesewill be quantitative (e.g. recruitment levels, postings, membership of committees, numbers of stafftrained). In addition, it will be important to measure the impact of progress in these areas throughthe consideration of both quantitative and qualitative aspects, for example, monitoring the extent ofparticipation as well as the extent to which both men and women perceive women's effect ivenessin participation in planning. As noted above, in the short term, it will be important in all areas toensure baseline information is in place. If not, clarifying baseline information will have to bedeveloped to allow more specific targets and indicators to be set.Strategic Priorities: The Strategy aims to ensure that all the following areas contribute positivelyand actively to achieving gender equity in all functions and actions of the BWDB.6.1 Data and InformationIt is difficult to underestimate the importance of accurate and usable data and information inassessing progress in any developmental area; gender equity is no exception. Having baselinedata and information enables setting realistic objectives and ensures that organisations are able tomeasure their progress towards indicators. It is essential when setting indicators to ensure that itwill be possible to collect the information needed to measure progress. .BWDB currently collects data for its activities. It will be important to ensure gender disaggregateddata is a component of all ongoing data collection systems and analysis. Gender disaggregateddata and information can include:

Human Resources: such as numbers of women employed at different levels of theorganisation, pay scales and actual salaries, access to and uptake of training Contracting: for example, numbers of women employed, pay issues Participation: such as numbers participating in WMOs, effectiveness of participation Facilities: numbers of toilets, prayer areas, childcare facilities, etc.

For further information on gender disaggregated data, see Annex 3, Toolkit, Data.It is also important to ensure staff capacity for collection and analysis of data. Analysis helps toincrease understanding of the views and position. of women, differentiated by the various socio-economic categories and helps to identify the possibilities and strategies for changing unjustgender relations. It will allow investigation of relevant characteristics of gender relations in the'project area' and how they are influenced by the wider context. A key element of this analysis isparticipation by and consultation with women.In addition to quantitative monitoring, it will be important to review other areas in greater depth. Thismay include:

Policy: review of HR and disciplinary procedures to ensure they are effectively dealing withgender equity issues (such as against harassment, safety, discipline, recruitment,participation)

Training: review of the impact of gender equity training to ensure it is useful, effective andhave an impact on planning and activities Social impact analysis: an analysis of the physical, political and socio-cultural, and whereapplicable, economic effects of projects, programmes and approaches. This includes, forexample, whether men and women (project affected persons (PAP), beneficiaries andbroader communities) benefit equally from programmes, conSidering the gender-specificsocial impact of embankment I resettlement I employment initiatives etc.

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It is not realistic to set specific targets without baseline data and information. These should includeboth quantitative (for example number of women in Water Management Organisations [WMOs])and qualitative (for example, how effective women members of WMOs are) data and information.BWDB will work towards1. Gender disaggregated data: Gender disaggregated and sensitive data collected,analysed and used in central planning in areas such as human resources, support facilitiesand project implementation with a focus on building staff capacity to undertake such work.BWDB centrally will Baselines: Develop a coordinated approach to baseline information contributing tomonitoring and evaluation.o Collect and analyse appropriate data at specified intervals

o Develop / maintain systems for maintaining / use of datao Ensure a consistent approach to collection / systems / use of dataProgrammes / Projects will Baselines: Develop baseline information on gender equity issues.o Collect and cumulate gender disaggregated data

o Use gender disaggregated and other appropriate data in planning and monitoring ofprogrammes2. Knowledge: Increased knowledge of gender issues, including gender/social impactanalysis and some in-depth research.BWDB centrally will Work with the programmes and projects to develop a view of research and other studiesneeded to develop an appropriate knowledge base, particularly focusing on outcomes andimpact

Facilitate opportunities for increased research by mechanisms such as liaison withuniversities, NGOs and other agencies / projects Use acquired knowledge in BWDB's planningProgrammes / Projects will Identify areas for research and other studies Commission and carry out research and studies Use acquired information in planning and implementation of programmes

3. Capacity development: Increased capacity of staff to obtain and use genderdisaggregated and related data and information about effectiveness of gender equityprogrammes.BWDB centrally will Develop and provide training for key staff to allow effective collection and use of data Ensure a consistent approach across BWDBProgrammes / Projects will

Train key staff



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6.2 Human ResourcesGender equity means fairness and justice in the distribution of benefits and responsibilities betweenwomen and men. Organisations are often unable to ensure the fair and just distribution of benefitsand responsibilities between working men and women for a number of reasons. This inequityimpacts negatively on the organisation. It is important to take steps to address gender inequalities,ensure human rights and improve organisational performance. These steps usually involvechanges in organisational goals, rules for running the organisation, the range of programmes andpolicies, allocation of resources/finances, organisational structures, job descriptions, staffing andmonitoring and evaluation systems. The human resource (HR) functions of an organisationare therefore key to ensuring gender equity.The HR functions of the BWDB are laid out in broad terms in the BWDB Act 2000. The 2001publication on BWDB Functions and Job Descriptions states that the Administration Wing isresponsible for "management of matters relating to human resources recruitment, development,assignment and control for conduct of BWDB business". Included in these matters are humanresource functions such as personnel management, performance review, discipline, compensationand benefits, career planning and training. The Strategy focuses on these key areas and identifiesmeasures to ensure that transparent procedures are in place for promoting gender equity throughHR functions.Some of the key issues covered in the Strategy are recruitment, postings, women and familyfriendly policies and freedom from harassment / social safety. Other issues such as equal pay forwork of equal value and quota systems for ensuring minimum percentages of women staff withinthe BWDB are also covered.Recruitment: Recruitment issues are critical to BWDB as currently women hold only 5.45% of the8,860 posts approved in the 1999 re-organisation of BWDB. This is less than the 10% quotastipulated by GOB. At the highest level, women occupy only 2.56% of the 1,016 approved Class Iposts. The distribution is so skewed that even exclusive recruitment of women at the present timewill not ensure GOB quotas being met at the highest levels during the Strategy time-frame unlesssome affirmative actions (such as fast-tracking) are taken. Another option may be to recruit morewomen than specified by the government quota at all levels (both staff and officers), starting in theshort term and extending beyond the terms of the Strategy.

Posting: Posting is another area that is addressed in the Strategy. At present there is only onewoman staff member holding a field position. Although the bulk of BWDB's work is carried outthrough programmes and projects in the field, there has been reluctance on the part ofmanagement to post women outside the central offices in Dhaka. The most commonly cited reaso~,is that women staff would not be able to carry out their responsibilities effectively given thErdemanding work conditions (under open skies, night duties, remote locations, limited / lack offacilities). Another reason cited is the lack of security. This unofficial management policy works tothe detriment of women staff as most of the mid-to-senior positions are field based and fieldexperience is an important component of both professional development and career advancement.The Strategy therefore focuses on the improvement of work conditions and support facilities at fieldlevels to ensure that women are able to take advantage of professional opportunities and advancewithin the BWDB. Special (field) incentives and bonus packages have the potential to motivatechange, such as schemes for schoolinq for children, vehicle purchase, etc.Women- and Family- Friendly Policies: The establishment of women and family friendly policiescan work towards overcoming to a Significant extent the imbalances that presently exist with regardto recruitment and field postings. Provision of ear-marked space, toilets, reliable transport andchildcare facilit ies will be particularly important. At the field level housing, security and children's education facilities are priorities. Orientation and counselling programmes for spouses on the



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importance of field postings in relation to professional advancement, joint postings of spouses andcity-based field postings will help provide a supportive environment for women.Social Safety and Harassment: Social safety is another important HR issue. This covers a rangeof safety issues, including on sexual harassment and safe working conditions (particularly for

" women working after regular office hours). The Strategy addresses this critical area as existingBWDB service rules and the GOB Code of Conduct do not layout the processes for addressingviolations of social safety and discipline. It will be important to review and strengthen existinggovernance as well as disciplinary and grievance procedures to ensure that they address genderequity promptly and guidelines and systems for harassment issues incorporated within existingpolicies. It will also be important to ensure that Bangladeshi social and cultural contexts are takeninto account.The Administration Wing of BWDB at the central level will address the above issues and developguidelines for implementation at field level with the involvement of programme and project staff.1. Recruitment, Postings, Women- and Family-Friendly PoliciesBWDB will work towards

Key general HR issues including recruitment, postings, women- and family- friendlyand other HR policies and processes that contribute to gender equitability at central andlocal levels, including Government quotas: Meeting or exceeding the government quota for womenprofessionals by ensuring annual recruitment reaches a minimum of the government quota?so as to try and achieve target quotas at the earliest Recruiting equitable numbers of women staff in non-professional categories Providing professional development opportunities for women staff in collaboration withDirectorate of Training Women and family friendly policies in place (e.g. [family] counselling, joint postings,maternity and paternity leave, social safety, field bonus packages)

BWDB centrally will Develop, implement and monitor consistent policy and guidelines to address gender equityand staff security and well-being issuesProgrammes I Projects will Contribute to the development of consistent policy and guidelines to address gender equityissues in HR

Implement central BWDB policy and guidelines on HR issues Work towards equal pay for work of equal value for women contract staff

2. Harassment free I safety issues Procedures for dealing effectively with social security issues (including sexual harassmentj- Working with all departments to ensure privacy, special need facilities and safety in facilities ~

r Government quota for senior posts is 10% & 15% for others.

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BWDB centrally will Develop and implement consistent policy and guidelines to address social safety issues Contribute to a safe and harassment-free working atmosphere by ensuring that staff areaware of (work related) gender issues and trained on the Code of Conduct Institute disciplinary procedures for dealing effectively and sensitively with gender issuesProgrammes I Projects will Contribute to the development of consistent policy and guidelines to address social safetyissues Implement central BWDB policy and guidelines on social safety in relation to contracts Establish dialogues with local communities on staff safety and security6.3 TrainingTraining is an area integral to work performance and professional development of staff. Technicaltraining ensures that staff have the skills to carry out their jobs effectively and efficiently with thepossibility of career advancement. Management training increases efficiency and effectivenessand enhances staff's self confidence. Training in participation and communication skills equipsstaff for enabling stakeholders to formulate and express their views and participate in decision-making at all levels. Training in work-related gender issues allows staff to be more effective indelivering organisational services and sensitizes staff to the workplace needs of both men andwomen. It builds and create staff understanding that gender inequality can result in violations ofwomen's human rights, have negative impacts on women staff members and on the work oforganisations. All training and development will build on and take into account Bangladeshi socialand cultural contexts. It will be important to develop employment related training programmesthat contribute to women's career advancement, taking into account issues such as posting.As training plays an extremely important role in gender mainstreaming, it is critical that BWDBprovides gender equity training-both separately and integrated into all other technical trainingfor both and women. Joint training and awareness-raising sessions may also be useful foragencies with which BWDB has established partnerships. Joint training to increase team spiritand working between men and women will also be important.Training should be designed and provided based on the needs of those who are to be trained. Aparticipatory needs assessment exercise ensures that training is appropriate to needs and allowsfor more learning. Women's needs in particular have to be addressed. In some cases, women-only training may be more appropriate (depending on the topic and purpose of the training).Training schedules must also take into account that women's family responsibilities may preventthem from taking advantage of after-office or training that is provided away from the office. Timingof such programmes could be during school holidays or on dates agreed through consultation.Provision of childcare or creche facilities could also facilitate women's participation. This hasbeen proved in a few instances already.BWDB will work towardsEquitable access to training and development for all staff, in areas including: Technical and job related training for professional development and career planning(such as engineering, machine operation, etc.) Management training (project management, management procedures) Training for effective partlclpatlon (such as communication, leadership, decision-making) Gender equity issues awareness training (related to work, policies) integrated into othertraining areas

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BWDB centrally will Develop and implement equitable guidelines for access to training Develop, implement and monitor appropriate training programmes and refresher courses Undertake periodic training needs assessment and reviews of training related to genderand equity issues

Programmes I projects will Contribute to the development of training programmes Implement central BWDB guidelines on access to training Implement BWDB and sector-specific training programmes Monitor the effectiveness of training programmes6.4 SupportFacilitiesThis includes a range of resources and facilities that are either currently provided inequitably (e.g.toilet facilities, prayer rooms) or are not widely provided (e.g. childcare facilities, transport). Thesefacilities contribute to the ability of staff to take up employment and contribute equally in theworkplace. Issues such as how to increase staff safety and security through improved facilities(lighting, housing, transport) are also considered.Support facilities are of particular importance in the BWDB as activities (programmes and projects)are primarily carried out in disaster-prone, rural, environmentally volatile and isolated areas suchas sea coasts, chars, estuaries and riverbanks. The work routine for field staff can be exacting dueto erratic hours, limited facilities and demanding conditions.BWDB will work towards gender equitable support facilities and working environment (e.g. day carecentres, toilets, prayer areas, recreation facilities) in place in BWDB centrally and its programmesand projects. The resource implications of this provision need not always be prohibitive. Forexample, where facilities exist (e.g. toilets for men only), there should be a reallocation to providefacilities for women also. Where facilities are poorly maintained, staff (both those who clean andthose who use the facilities) will need to be trained I educated to maintain the facilities to higherstandards. A checklist should be developed for use when planning new programmes and facilitiesto ensure equitable provision. It may be necessary to provide fewer facilities for some (e.g. toiletsfor sole use of senior staff) to ensure more equitable provision of facilities to the greatest number.BWDB centrally will Develop and implement plans for more equitable provision of facilities that improve accessto employment and increase safety and security for both men and women, including toilets,family friendly workplaces, prayer areas, childcare, staff- and women-friendly workplaces(including private spaces for women, security issues such as accommodation andtransport, health facilities) in both BWDB facilities and its programmes.Programmes I projects will

Implement programmes that include appropriate facilities.6.5 ParticipationThis has already been identified by BWDB as one of critical importance. The MOWR's Guidelinesfor Participatory Water Management have provided a new approach to managing water resourcessince 2000. These Guidelines aim to increase the effectiveness of the Water Board's programmesby ensuring they meet the needs of communities. Participation in relation to gender equity aims todeal with representation of both men and women in a range of forum, from WMOs to groups andcommittees within BWDB.



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Of at least as much as important as representation is, the effectiveness and impact of theseplanning, management and review bodies so that women are playing a full role in decisi~n ~aking,thereby working towards equitable distribution of benefits and resources. Support for this will needto come through a range of training initiatives to ensure participants are confident in te?~nic~1areas(e.g. knowledge about the different aspects and needs of the water sector), participation andfacilitation skills, how structures work and have to be maintained, gender issues, etc. Posi~ivediscrimination (e.g. additional positions or allocation of training for women) may be an appropriatemeasure to increase access to training. In addition, participation should be facilitated throughappropriate timing, venues and a range of approaches.Participation will be addressed throughout BWDB's planning cycle:

Social organisation (a stage outside the planning cycle, but which, if developed, cancontribute to effective participation) Pre-feasibility and feasibility Planning and Design (through use of a range of methods such as Participatory RapidAppraisal [PRA]) Implementation Operation and Maintenance Monitoring and Evaluation

BWDB will work towards ongoing coordinated, consistent approach to participation in BWDB andits programmes and projects for effective, equal participation of women staff, beneficiaries, contractlabourers and communities in all stages of the planning cycle. It will also be important to useexisting partnerships and committees and involve Union Parishad members in these processes,where appropriate. Water Management Organisations will be key to involvement and participation.BWDB centrally will Facilitate a consistent approach to participation by men and women throughout all phasesof its project cycle and levelsProgrammes I Projects will:

Contribute to a consistent approach to participation in all project phases and with centralBWDB Implement programmes for effective participation of women and men, including trainingwhere appropriate6.6 ContractingThis component concerns the arrangements the BWDB has with a range of contractors, includingthose over which BWDB has influence (for example Labour Contracting Societies - LCS) and withother larger contractors undertaking more substantial programmes, which are nationally regulated.It deals with gender equity issues in relation to numbers of men and women employees as well astheir wages and working conditions, participation, training, etc.The MOWR's Guidelines for Participatory Water Management stipulates that at least 25% of theearthworks element of any public water I sub-project I scheme will be offered to the WMOs, whichwill carry out the actual work through the LCSs. It is required that at least 30% LCS groups ormembers will be women.The non LCS contracts are drawn up according to the GOB Public Procurement Regulations whichwere updated in 2004. As such, the BWDB does not have direct jurisdiction over the number of menand women recruited by the contractors. However, with the mainstreaming of gender issues in theBWDB activities over time, it is anticipated that key elements of these larger contracts will also be

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able to address gender issues effectively. This would need adjustment of the ProcurementRegulations, a change requiring national negotiation.BWDB will work towards contracting arrangements that ensure equitable recruitment and pay formen and women workers and labourers, with all its contracts, through the following:BWDB centrally will Work and liaise with other Government agencies to develop appropriate policies,guidelines, and business rules to ensure gender equity in contracts and genderdisaggregated data on all projects.Programmes I Projects will Follow guidelines and policies to establish gender equity in contracts, especially in relationto recruitment, wages and conditions and participation of workers in planning, etc. Build capacity of women in initiating and managing the LCSs and other user groups suchas Embankment Management Groups (EMGs), Embankment Settlers (ESs), CanalMaintenance Groups (CMGs) etc., along with men.6.7 PolicyA number of the developments identified as priorities are subject to broader policy regulationsacross GOB-for example, Code of Conduct, budget provisions, salaries, ProcurementRegulations as noted above. It will be important to identify potential blockages to progress andstrategies for resolving these. This may involve networking with other ministries and departmentsthat could be experiencing similar problems and working together to suggest new policyapproaches.BWDB will work towards increased compatibility with national and local implementationmechanisms (e.g. policy, business rules, acts, ordinances, etc.) throughBWDB centrally Facilitating a dialogue with appropriate government ministries, departments, etc. to ensureconsistency of approaches Earmark adequate budgetary provisions for gender specific I promoting activitiesProgrammes I projects Identifying problems or areas for improved ease of working and feed these through tocentral BWDB6.8 CommunicationCommunication is vital for programme success, awareness creation, staff morale, and expandingopportunities for learning and training. The area covers Information, Education andCommunication (IEC), interactions with the Media, and Networking internally and with otherministries, departments, sectors and agencies.IEC: The UNFPA8 describes lEG as

a comprehensive programming intervention-an integral part of a country developmentprogramme, which aims at achieving or consolidating behaviour or attitude changes indesignated audiences, using a combination of communication technologies, approachesand processes in a flexible and participatory, though systematic and well researchedmanner ..

8 UNFPA, 1993, Developing IEC Strategies for Population Programmes, Technical Paper Number 1



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In the case of BWDB, lEG could involve an easy-to-understand approach including mass media,audio visual aids, print materials, posters, etc., developed to inform lay audiences, stakeholdersand workers about the benefits of the programme and the how-to of proper utilisation, for example,the operation of pumps, maintenance of irrigation systems, avoiding water-related diseases, etc.lEG stands in contrast to materials developed for expert and specialised audiences and canincrease access to information for communities so that both men and women can participateequitably in planning and project activities. Specific efforts need to be made to ensure access toinformation, taking into account language, disability, literacy, time available for reading andlearning etc. Ensuring materials are produced in Bangia is of critical importance (except in areaswhere this is not the main language).BWDB does not yet have a fully developed lEG programme. However, with the growing stress onO&M through the participation of men and women in local organisations, lEG will become anessential and useful tool. While it used to be argued that literacy levels in Bangladesh did notwarrant emphasis on written lEG material production, literacy levels have risen considerably andthere is more openness on the part of adults to solicit help from school-going children andcommunity workers. In addition, experiences suggest that by the use of good, well pre-testedvisuals and other media, obstacles to understanding text can be relatively easy to overcome.Another consideration for more attention to lEG is that it helps to constantly remind staff of anagency's approach or message, and also helps an agency to acquire a defined public profile. Inthe process, lEG helps to enhance technical consistency and morale among staff.BWDB will work to promote gender equity in lEG programmes by measures such as the following:

Seeking to understand and project a valid picture of the multiple stakes women have in thewater sector and how different types of water sector programmes affect them. Ensuring that visuals and illustrations have equal numbers of women and men, wheneverappropriate. Ensuring that research and pre-testing associated with lEG involves women in PRA and

pre-testing exercises Ensuring that women staff are adequately trained and involved in lEG planning, productionand pre-testing activities.

Media: Agencies that are successful in catalysing community awareness as well as financial andbroader support make good use of print (newspaper, magazines) and broadcast (radio and TV)media to publicise their goals and achievements. Opportunities to do so could include pressreleases on the development of new projects employing local women, the signing ofMemorandums of Understanding, launch of a day care centre, the formal opening of water works,seminars, and conferences.BWDB will work to promote gender equity in its interactions with the media by:

Publicising its programmes and initiatives for promoting gender equity Ensuring that women staff are present at public meetings and events and feel free andable to participate and provide comments. Appointing women and men equally for public relations tasks.More training will be required for women in facilitating meetings, public speaking and participatingwith self-confidence.

BWOB Gender Equity Strategy and Action Plan 2006 - 2011 23

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Networking: Networking is a crucial device for enriching and diversifying an agency's ororganisation's perspectives. The challenges of understanding and interpreting the complexitiesof gender equity issues can be immensely relieved by networking with other governmentministries and departments, women's organisations, human rights groups and agenciesdedicated to promoting gender equality.A Gender Issues Forum (GIF) could take the lead for internal and external networking, as wellas other functions such as review of progress in implementing the GES. See Annex 2 for draftTerms of Reference.BWDB will develop working networks through approaches such as:

Liasing across government with ministries and departments such as LGEDI LGRD,MOWR, MOA, MOFL, MOEF, MOWCA and others Strengthening links between WMOs, LGls and other local bodies, as well as establishinglinks with NGOs addressing issues such as human

Documents

Gender Action Plan