Dr. M.A. QuassemMay 30th, 2013

Country Case StudyBangladesh

The People’s Republic of Bangladesh

The Water Sector in Bangladesh: Core Actors (1)

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Policy Setting and Planning:MoWR – Ministry of Water ResourcesNWRC – National Water Resources CouncilWARPO – Water Resources Planning Organisation

Water Management Infrastructure and Services:BWDB – Bangladesh Water Development BoardLGED – Local Government Engineering DepartmentDPHE – Department for Public Health Engineering*WASA – City Water and Sewerage AuthoritiesBIWTA – Bangladesh Inland Water Transport Authority

Policy Setting and Planning:Ministry of Planning (Planing Commission)

Ministry of Agricuture, Forestry and FisheriesMinisry of EnvironmentWater Resources

The Water Sector in Bangladesh: Core Actors (2)

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Knowledge Institutes:Public Trusts Research Institutes (IWM, CEGIS)Government Research InstitutesUniversities

Operation and Maintenance:BWDB , LGED, DPHE, *WASA, BIWTLocal GovernmentWUO – Water User Organisations

Civil Society and Private Sector:WUONGOConsulting and Engineering CompaniesLarge Industries and Commercial farms

The Enabling Environment

• Industries (textile and leather)

• Political Polarization

• Water Security• Food security• GDP growth • Climate Change

Strategy

• “People know they can get away with not

complying with the rules”

• Command control inside the organization

• “the power to block something”

• National Water Act• National Water

Policy• National Water

Management Plan • Guidelines for

People’s Participation

Formal rules

Informal Rules

Public / Private

Interests

Cross-cutting policies

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Complexity of Institutions• Complex decision-making, weighing of priorities• Complex web of responsibilities• National and local government• Government and private sector relations• Government and civil society relations• Water Users Organisations, Local Government,

National Government

Integration, system analysis, trans-disciplinary

Struggles and Problems Actors Face

• Lack of cooperation among actors• No common long-term vision• Ineffective formal forum to coordinate demand

and policy / strategy• Local level responsibilities and relations unclear• Participatory approach is restrained by fear of

loss of power • Different expectations between development

agencies and local actors• Financial constraints

Issues in KCD (1) • There are few incentives to work in the water sector• Staff recruitment policies of institutions are

determined by many factors• Human Resource Development of organisations is

poorly developed• Lack of proper for overview (not just technical

knowhow), monitoring and evaluation mechanisms, and level specific management

• Organisations have little multi-disciplinary approach

Issues in KCD (2) • Curriculum at the university is too academic (no case

studies, practical experience or local knowledge) and do not always

• Project driven development context with little institutionalisation of lessons learned

• Training is often not relevant to the needs of the organization and the employee.

Lessons Learned

• Organizational autonomy is of great importance to develop capacity because those responsible inside the organization (should) know best what knowledge and capacity is needed.

• The lack of structural communication between the supply of water education and demand for it from the water sector, reduces the effectiveness and capacity of the water sector.

• There is still a strong reliance on the need for development agencies to pressure reforms and capacity development in Bangladesh.

• The need to believe in the value local knowledge and capacity (of e.g. farmes).

Who should be taking the lead?

•NWRC

•WARPO

Enabling Environment

•The Ministry

Organizational level

•The Organisation

Individual Level

Propositions• The National Water Resources Council should be

vitalized to exercise leadership in:– Long-term planning of water management

investments, shaping the conditions for socio-economic development of the country

– A national policy and strategy on water sector capacity development, starting with a short-term tailor-made programme in leadership

• The government should fully reinforce, operationalise and build capacity of participatory water users organisations, working in partnership with local government.

Purpose of 5th Symposium

Thank you for your attention.

Dr. M. A. Quassem ( former D.G. of WARPO)Dr.maquassem@gmail.com