Appendix E6

Presentation on

Community Driven Development and Institutional Sustainability Established under ADB assisted Second Urban Governance and Infrastructure Improvement Project (UGIIP-II) in Bangladesh

Presented by: and Institutional Sustainability Established under

A.K.M. Luthfur Rahman, Deputy Director Urban Management Support Unit, UGIIP-II, LGED, Bangladesh

Presentation on Community Driven Development and Institutional Sustainability Established under

Md. Nurullah, Superintending Engineer (Urban Management) LGED, Bangladesh

Asia, South Asia and Bangladesh

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 small border with Myanmar to the far southeast and by the Bay of Bengal to the south; It was part of British India until 1947 as Bengal Province; It remained with Pakistan as East Pakistan since 1947 to 1971; The country became independent after bloodiest liberation war with the then West Pakistan in 1971.

Map of British India and South Asia

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 most populous 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 largest producers of: Rice (4th), Potato (11th), Jute (2nd), Tea (11th). According to The Economist Bangladesh is worlds third-largest clothes-exporter;

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 hot and humid summer and a warm and humid monsoon season; Bangladesh is now widely recognized to be one of the countries most vulnerable to climate change

and natural hazards;

Urban Scenario of Bangladesh

Rapid urbanization (3-4%) is taking place since last two decades in 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 the municipalities have facilities of water supply for 2-4 hours only; Waste collection is 20%; regular traffic jam; poor drainage system 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 such financially dependent on the Govt. allocation; Due to less participation of people, urban governance remains weak and less responsive to people resulting poor service and infrastructure provision;

Lesson learnt from ADB Urban development Projects

ADB has been assisting Urban Sector through LGED since 1990; ADB assisted STIDP Project and UGIIP-I were completely investment projects for infrastructure development and basic service delivery, which were implemented with limited participation of people; The output of the project does not sustain unless management capacity, urban governance and citizen participation are ensured.

Shifting of ADB Policy

Performance-based allocation of investment funds is mechanism is effective incentives for Municipality to improve their governance and management; Citizen participation improves the responsiveness, accountability of municipalities; Proper urban planning is essential for efficient use of available resources; Pourashavas financial sustainability can be improve through effective tax collection;

Current ADB Policy of Urban Development

Strategy of UGIIP-II

Ensure participation of local citizen in implementation of the project; Improve the Capacity, Governance and Transparency through implementation of Urban Governance Improvement Action Plan(UGIAP); Selection of Municipalities through performance based criteria for qualifying into the Phase-II for receiving 50% of the targeted investment for infrastructure development; Selection of the municipalities those who are completely or partially successful in implementing UGIAP for Phase-III for receiving remaining investment budget for infrastructure development.

Urban Governance Improvement Action Plan (UGIAP)

In order to ensure citizen participation, improve governance and management capacity extensive Urban Governance Improvement Action Plan (UGIAP) has been undertaken in the following six areas: -Increase awareness and participation of citizen;
-Participatory Urban Planning; -Womens Participation; -Integration of the poor; -Financial Management -Administrative Transparency;

The Phasing Strategy of UGIIP-II

The Project is being implemented in three phases since 2009 to 2014; As preparatory work in the 1st phase (January 2009 to June 2010), preparation of Municipality Development plan with the assistance of local citizen and formation of various committees in order to engage local citizens in the process of implementation of the project; In the 2nd phase (July 2010 to June 2012) the qualified municipalities are being provided 50% of their fund for development of their infrastructure and implementation of UGIAP. In the third phase (July 2012 to December 2014), successful or partially successful municipalities in implementation of undertaken works and UGIAP will be qualified into third phase based on performance criteria.

Peoples Participation in Preparation of Project Development Plan(PDP)

A Project Development Plan including Gender and poverty reduction in each municipality is being made with full participation of citizens so that the plan becomes the reflection of citizens demand;
The plan has been made and implemented through involvement 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 endorses the Municipalities to form TLCC and WLCC to ensure citizen participation;

Pictorial View of PDP Preparation

Focus Group Discussion

Ward Visioning

Gender Committee Meeting

Municipality Visioning

Composition of TLCC and Terms of Reference

Committee

Composition 50 members committee headed by the Mayor and represented by all councilors,represe ntatives of all agencies acting in the town, different professionals, Civil society/NGOs, Women, urban poor etc.

Main Responsibilities -To aware citizens in active participation in preparation of different phases of Project Development Plan(PDP); -To monitor progress, supervision, and co-ordination of PDP preparation; -To form core group and sector wise groups among TLCC in selecting priority and identification; -Discuss and approve GAP and PRAP prepared by the Municipality; -Discuss and recommend the CBOs; At least 3 meetings to be held in preparation of PDP.

TLCC

Some Pictorial View of TLCC

Composition of WLCC and Terms of Reference

Committee

Composition
Total female member shall be 40%. WLCC shall be approved by the Municipality council. Not exceeding 10 members committee headed by the concerned Ward Councilor, Female Ward Councilor as Vice President, Representatives of Slums, civil societies(CBO, NGO) , different professional organizations/citizen groups, Women, School teacher, Officials nominated by the Mayor as Member- Secretary.

Main Responsibilities
To exercise the Ward vision and aware citizens in active participation in preparation of different phases of Project Development Plan(PDP); To conduct open meeting involving citizens of the ward to involve them in Municipality's administration and development activities; To conduct awareness about payment of taxes and user charges; To involve WLCC into the system of operation and management of some specific services, such as: water supply and Waste disposal; To work on Envoronment, Health & Hygine, Law & Order, Birth & Death registration of the ward; To take active part in the formation of CBO/SIC and supervise their activities;

WLCC

Some Pictorial View of WLCC

Community Based Organization(CBO)

In order to ensure citizens participation especially women and poor in formulation of Project Development Plan (PDP) and assist Municipality in socio-economic development and infrastructure maintenance, number of Community Based Organizations are being formed in each municipality involving 200-300 families.

Formation Process of CBOs

Composition of CBOs

12 member Executive Committee as President, Vice President, Secretary, Joint Secretary, Treasurer and 6 other remembers specifically assigned for Drain and sanitation management, Household solid waste management, Clinical and Market waste management, Community Infrastructure supervision, Road cleaning and sweeping management, Street light management, Miscellaneous management.

Potential Terms of Reference of CBOs

To identify and mitigate, through discussion, problems within the community concerning drainage, sanitation, solid waste management, hospital waste, supervision of infrastructures, roads cleaning and sweeping management, street light management etc. To identify the requirement of infrastructure and basic services of 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 social and natural environment condition and taking necessary steps; Assist municipality in supervision of any assigned works or matter; To take initiative and conduct cultural activities; To adopt special programmes on socio economic development such as health, education, social security and render basic services( sanitation, water supply, footpath, electricity connections, street light etc.) in the slums; To select one male and one female student as volunteers within the community for secretarial service.

Some Pictorial View of CBO activities

General meeting of CBO

Federation of CBOs
A town/city level platform of CBOs to interact with each other and sometimes burgain/assist with the urban authority to formulate favourable community based urban policies.

Linkage between Municipality, TLCC,WLLCC, CBOs & Federation

CBO CBO Ward No-6 WLCC CBO Ward No-4 WLCC Federation CBO CBO

Municipality

TLCC

CBO

CBO

CBO

WLCC

Federation

WLCC

TLCC

CBO

CBO

CBO

CBO
CBO Ward No-2 WLCC CBO

CBO

Monitoring and Supervision of CBO activities

The CBOs are running under Mayors directives ; 11 member Steering Committee to form involving councilors, respective officials of health, slum development and conservancy , engineering section and representatives from the CBOs in order to monitor the activities 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 six months with the president and General Secretaries of the CBOs to review the progress and bottlenecks; Allocation of fund for development of infrastructures as per the plan of CBOs; To give responsibility of supervision and maintenance to CBOs as per directives of the Municipality; Assistance in formation of a federation of CBOs.

Lessons learning

In most cases it was observed that performance based allocation of investment funds is an effective mechanism for local level reform to improve their governance and management. It encourages municipalities to develop their own capacity; Performance based allocation system creates competition among 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 can interact with each other to plan and implement projects to provide the infrastructure and services in a more effective way; Citizens participation in urban management improves responsiveness and accountability of elected leaders of municipalities;

Provision for exclusion for unsatisfactory performance and creates opportunity for new Municipality to enter into the project by developing their capacity;

Lessons learning (Contd.)

In some cases, the initiative of UGIAP implementation does not come from the hearts and mind of the municipality authorities. Instead, they are driven to implement the UGIAP in order to qualify for investment fund. So they are seen pretending to the reform process as such the question of sustainability still remains; There are some complains about nepotism,favoritisms, politicization in formation of TLCC,WLCC and CBOs as such decisions 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 transparency and accountability to the citizens through TLCC and WLCC; Often women members cannot participate in the decision making process due to lack of clear outlined responsibilities for them; Often representatives from the disadvantages groups get fewer opportunities to raise their voice in the meeting due to their weak position ;

Pictorial View of Community Activities

Tailoring Skill Training to empower distress and poor women.

Rallies and human chain against women violation and eve teasing, observance of International days ( Women Day, Aids Day)

Orientation to Slum Improvement Committee (SIC) members

Training programmes like Natural Disaster Mitigation /Adolescence for school children etc.

Conclusion

Because of the colonial legacy and past military administration Bangladesh inherits an authoritarian administration and management in all sphere of public administration- where there is limited scope of citizen participation; It is a big challenge to establish peoples participation in the public administration; ADB assisted UGIIP-II initiative to reform the urban administration is a new approach, which is being successful in many cases but it needs to be evaluated where the approaches are not working properly; However, the positive learning could be replicated in other development projects.

Thank You.