appendix e6_bangladesh_community mobilization in ugiip-2

8/2/2019 Appendix E6_BANGLADESH_Community Mobilization in UGIIP-2

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Presentation on

Community Driven Development andInstitutional Sustainability Established

under ADB assistedSecond Urban Governance and Infrastructure

Improvement Project (UGIIP-II) inBangladesh

Presentation on Community Driven Development and

Institutional Sustainability Established underand Institutional Sustainability Established under

Md. Nurullah,Superintending Engineer(Urban Management)

LGED, Bangladesh

A.K.M. Luthfur Rahman,Deputy DirectorUrban Management Support Unit,

UGIIP-II, LGED, Bangladesh

Presented by:

Appendix E6


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Brief History of Bangladesh

Bangladesh is located in the South-Asia; It lies between latitudes 20 - 27 degree North, and

longitudes 88-93 degree East.

It is bordered by India on all sides except for a smallborder with Myanmar to the far southeast and by theBay of Bengal to the south;

It was part of British India until 1947 as BengalProvince;

It remained with Pakistan as East Pakistan since1947 to 1971;

The country became independent after bloodiestliberation war with the then West Pakistan in 1971.


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Map of British India and South Asia


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About Bangladesh

Bangladesh is a unitary state with parliamentary democracy;

Dhaka is the capital city with 15 million population;

The population of Bangladesh is about 160 million (8th mostpopulous nation in the world) and also high density population(about 900 person per Sq.km) ;

Its per capita income in 2010 was US$641;

Bangladesh's economy is the 44th largest in the world at

US$257 billion according to the IMF and growing at 5-6%annually since 1990;

According to FAOSTAT, Bangladesh is one of world's largestproducers of: Rice (4th), Potato (11th), Jute (2nd), Tea (11th).

According to The Economist Bangladesh is worlds third-largestclothes-exporter;


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About Bangladesh(Contd) World largest NGOs like Grameen Bank, BRAC are

operating in Bangladesh and many other countries.

Bangladesh is a moderate Muslim country (89.6%

Muslim); Bangladesh is in the low-lying GangesBrahmaputra

River Delta;

Bangladeshi climate is tropical with a mild winter, a hotand humid summer and a warm and humid monsoonseason;

Bangladesh is now widely recognized to be one of the

countries most vulnerable to climate changeand natural hazards;


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Urban Scenario of Bangladesh

Rapid urbanization (3-4%) is taking place since last two decadesin the country resulting huge influx of people in the urban

centers (38 million and 27% of the population); BY 2035, the urban population will be 74 million or 40% of the

population;

110 million urban poor representing 30% of the urban poor;

Municipalities do not have land use plan as such the urban areas

are growing as unplanned way; Urban service and infrastructure cannot cope with the rapid pace

of urban growth and demand; (For example: One third of themunicipalities have facilities of water supply for 2-4 hours only;Waste collection is 20%; regular traffic jam; poor drainagesystem resulting flooding and inundation; shortage of housing

and power; huge slums; unemployment; drugs, deteriorating law& order etc;

Poor financial management and Poor revenue income as suchfinancially dependent on the Govt. allocation;

Due to less participation of people, urban governance remains

weak and less responsive to people resulting poor service andinfrastructure provision;


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Lesson learnt from ADB Urbandevelopment Projects

ADB has been assisting Urban Sector throughLGED since 1990;

ADB assisted STIDP Project and UGIIP-I werecompletely investment projects forinfrastructure development and basic servicedelivery, which were implemented withlimited participation of people;

The output of the project does not sustainunless management capacity, urbangovernance and citizen participation are

ensured.


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Current ADB Policy of Urban Development


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Strategy of UGIIP-II

Ensure participation of local citizen in implementationof the project;

Improve the Capacity, Governance and Transparency

through implementation of Urban GovernanceImprovement Action Plan(UGIAP);

Selection of Municipalities through performance basedcriteria for qualifying into the Phase-II for receiving50% of the targeted investment for infrastructure

development; Selection of the municipalities those who are

completely or partially successful in implementingUGIAP for Phase-III for receiving remaining investmentbudget for infrastructure development.


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Urban Governance Improvement

Action Plan (UGIAP)

In order to ensure citizen participation,improve governance and managementcapacity extensive Urban GovernanceImprovement Action Plan (UGIAP) has beenundertaken in the following six areas:

-Increase awareness and participation of citizen;-Participatory Urban Planning;

-Womens Participation;

-Integration of the poor;

-Financial Management

-Administrative Transparency;


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The Phasing Strategy of UGIIP-II

The Project is being implemented in three phases since2009 to 2014;

As preparatory work in the 1st phase (January 2009 toJune 2010), preparation of Municipality Development

plan with the assistance of local citizen and formation ofvarious committees in order to engage local citizens inthe process of implementation of the project;

In the 2nd phase (July 2010 to June 2012) the qualifiedmunicipalities are being provided 50% of their fund fordevelopment of their infrastructure and implementation

of UGIAP. In the third phase (July 2012 to December 2014),

successful or partially successful municipalities inimplementation of undertaken works and UGIAP will bequalified into third phase based on performance criteria.


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Peoples Participation in Preparationof Project Development Plan(PDP)

A Project Development Plan including Gender andpoverty reduction in each municipality is being madewith full participation of citizens so that the planbecomes the reflection of citizens demand;

The plan has been made and implemented throughinvolvement of the following organization/committees:

- Community Based Organization (CBO)

-Ward Level Coordination Committee (WLCC) ;

-Town Level Coordination Committee (TLCC);

Local Government (Municipality) Act-2009 also endorsesthe Municipalities to form TLCC and WLCC to ensurecitizen participation;


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Pictorial View of PDP Preparation


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Gender Committee Meeting

Focus Group Discussion Ward Visioning

Municipality Visioning


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Committee Composition Main Responsibilities

TLCC

50 memberscommittee headedby the Mayor andrepresented by allcouncilors,representatives of allagencies acting inthe town, differentprofessionals, Civilsociety/NGOs,Women, urbanpoor etc.

-To aware citizens in activeparticipation in preparation ofdifferent phases of ProjectDevelopment Plan(PDP);

-To monitor progress, supervision,and co-ordination of PDP preparation;

-To form core group and sector wisegroups among TLCC in selecting

priority and identification;-Discuss and approve GAP and PRAPprepared by the Municipality;

-Discuss and recommend the CBOs;

At least 3 meetings to be held in

preparation of PDP.

Composition of TLCC and Terms of Reference


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Some Pictorial View of TLCC


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Composition of WLCC and Terms of Reference

Committee Composition Main Responsibilities

WLCC

Total female membershall be 40%.

WLCC shall be approvedby the Municipalitycouncil.

Not exceeding 10

members committeeheaded by theconcerned WardCouncilor, Female WardCouncilor as VicePresident,Representatives ofSlums, civilsocieties(CBO, NGO) ,different professionalorganizations/citizengroups, Women, Schoolteacher, Officials

nominated by the Mayoras Member- Secretary.

To exercise the Ward vision and awarecitizens in active participation inpreparation of different phases of ProjectDevelopment Plan(PDP);

To conduct open meeting involvingcitizens of the ward to involve them in

Municipality's administration anddevelopment activities;

To conduct awareness about payment oftaxes and user charges;

To involve WLCC into the system ofoperation and management of some

specific services, such as: water supply andWaste disposal;

To work on Envoronment, Health &Hygine, Law & Order, Birth & Deathregistration of the ward;

To take active part in the formation ofCBO/SIC and supervise their activities;


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Some Pictorial View of WLCC


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Community Based Organization(CBO)

In order to ensure citizens participationespecially women and poor in

formulation of Project DevelopmentPlan (PDP) and assist Municipality insocio-economic development andinfrastructure maintenance, number of

Community Based Organizations arebeing formed in each municipalityinvolving 200-300 families.


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Formation Process of CBOs


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Composition of CBOs

12 member Executive Committee asPresident, Vice President, Secretary,Joint Secretary, Treasurer and 6 otherremembers specifically assigned forDrain and sanitation management,Household solid waste management,Clinical and Market waste management,

Community Infrastructure supervision,Road cleaning and sweepingmanagement, Street light management,Miscellaneous management.


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Potential Terms of Reference of CBOs

To identify and mitigate, through discussion, problems withinthe community concerning drainage, sanitation, solid waste

management, hospital waste, supervision of infrastructures,roads cleaning and sweeping management, street lightmanagement etc.

To identify the requirement of infrastructure and basic servicesof the community and place that demand in the WLCC;

To coordinate and assist municipality in realizing taxes and

water bills;

To aware the residents of the community concerning socialand natural environment condition and taking necessary steps;

Assist municipality in supervision of any assigned works ormatter;

To take initiative and conduct cultural activities; To adopt special programmes on socio economic development

such as health, education, social security and render basicservices( sanitation, water supply, footpath, electricityconnections, street light etc.) in the slums;

To select one male and one female student as volunteers withinthe community for secretarial service.


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Some Pictorial View of CBO activities

General meeting of CBO


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Federation of CBOs

A town/city level platform of

CBOs to interact with each otherand sometimes burgain/assistwith the urban authority toformulate favourable community

based urban policies.


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Linkage between Municipality,TLCC,WLLCC, CBOs & Federation

TLCC

Ward No-6

WLCC CBO

CBO

CBO

CBO

CBO

CBO

CBO

CBO

CBO

CBOWard No-2

WLCC

Ward No-4

WLCC

CBO

Federation

Municipality

Federation

TLCC

WLCC

CBO CBO CBO

WLCC

CBO


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Monitoring and Supervision of CBO activities

The CBOs are running under Mayors directives ;

11 member Steering Committee to form involvingcouncilors, respective officials of health, slumdevelopment and conservancy , engineering section andrepresentatives from the CBOs in order to monitor theactivities of the CBOs;

Engagement of requisite number of Field Workers and

Supervisors to supervise the activities of the CBOs; Provision of budgetary allocation from the Municipality for

running the CBOs;

Holding general meeting by the Mayor every after sixmonths with the president and General Secretaries of theCBOs to review the progress and bottlenecks;

Allocation of fund for development of infrastructures asper the plan of CBOs;

To give responsibility of supervision and maintenance toCBOs as per directives of the Municipality;

Assistance in formation of a federation of CBOs.


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Lessons learning

In most cases it was observed that performance based

allocation of investment funds is an effective mechanism forlocal level reform to improve their governance andmanagement. It encourages municipalities to develop theirown capacity;

Performance based allocation system creates competitionamong the municipalities across the country and drives the

municipality authorities to reform their management system ; TLCC,WLLCC and CBOs are the suitable platform for citizen

participation where the service provider and recipients caninteract with each other to plan and implement projects toprovide the infrastructure and services in a more effectiveway;

Citizens participation in urban management improvesresponsiveness and accountability of elected leaders ofmunicipalities;

Provision for exclusion for unsatisfactory performance andcreates opportunity for new Municipality to enter into theproject by developing their capacity;


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Lessons learning (Contd.)

In some cases, the initiative of UGIAP implementation doesnot come from the hearts and mind of the municipalityauthorities. Instead, they are driven to implement the UGIAPin order to qualify for investment fund. So they are seen

pretending to the reform process as such the question ofsustainability still remains;

There are some complains about nepotism,favoritisms,politicization in formation of TLCC,WLCC and CBOs as suchdecisions taken in the meeting are some times seen biased;

Often the Committee meetings are not regularly held as some

Mayors and Councilors are reluctant to maintain transparencyand accountability to the citizens through TLCC and WLCC;

Often women members cannot participate in the decisionmaking process due to lack of clear outlined responsibilities forthem;

Often representatives from the disadvantages groups get fewer

opportunities to raise their voice in the meeting due to theirweak position ;

Pi t i l Vi f C it A ti iti


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Pictorial View of Community Activities

Tailoring Skill Training to empower distress and poor women.


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Rallies and human chain against women violation and eve teasing,

observance of International days ( Women Day, Aids Day)


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Training programmes like Natural Disaster Mitigation

/Adolescence for school children etc.

Orientation to Slum Improvement Committee (SIC) members


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Conclusion

Because of the colonial legacy and pastmilitary administration Bangladesh inherits anauthoritarian administration and managementin all sphere of public administration- wherethere is limited scope of citizen participation;

It is a big challenge to establish peoplesparticipation in the public administration;

ADB assisted UGIIP-II initiative to reform theurban administration is a new approach, whichis being successful in many cases but it needsto be evaluated where the approaches are notworking properly;

However, the positive learning could bereplicated in other development projects.


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Thank You.

appendix e6_bangladesh_community mobilization in ugiip-2

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