Evaluation Report IPSWAM Final

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


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


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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34

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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35

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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36

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


WMO Management WMO Members 381




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



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


Gender and Leadership Development Training WMO Leaders 854

Agriculture Production and Cooperative Management WMO Members 460


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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40

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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44

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

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Evaluation Report IPSWAM Final

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