AN EVALUATION STUDY

OF

DIAKONIA BANGLADESH

PROGRAMME INTERVENTIONS

AND

FUTURE STRATEGIC ORIENTATION

June – 2007

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The Report Consist of Two Parts

PART ONE : Deals with Evaluation of Diakonia Bangladesh Programme Interventions

PART TWO : Deals with Future Strategic Orientation of Partners and Programmes in Bangladesh

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PART ONE

TABLE OF CONTENTS

Page No.

ACKNOWLEDGEMENT 05 Chapter One : Introduction about the study 07 - 12 1.1. Background 1.2. Objectives of Evaluation 1.3. Methodology 1.4. Process / Tools 1.5. Contextual analysis – Bangladesh Chapter Two : Diakonia Bangladesh – Genesis and Perspective formation 13 - 29 2.1. 1st phase of Diakonia Intervention (1978-83) 2.2. 2nd phase of Intervention (1983-1990) 2.3. 3rd phase of intervention (1990 – 1995) 2.4. Some other major achievements of Diakonia 2.5. 4th phase of intervention (1995-2004) Chapter Three : An Overview of Current Partner Organisations 30 - 37 1.0. SARA 2.0. PARTNER 3.0. Manab Kallyan Parished (MKP) 4.0. AKOTA 5.0. ADESH Chapter Four : Findings and Observations 38 - 52 1.0. General observation on Diakonia Intervention 1.1. Development trend in Bangladesh 1.2. Diakonia Role 2.0. Specific Observation related to current intervention 2.1. Impact at community level 2.1.1. Gender related impact 2.1.2. Health and Hygiene related impact 2.1.3. Child education related impact 2.1.5. Network related impact 2.2. Impact at organization level 2.2.1. Gender training for community members 2.2.2. Capacity building for staff

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2.2.3. Institutional capacity of partners 2.2.4. Organizational structure 2.2.5. Organisational Policy Formulation 2.2.6. Reporting Mechanism 2.2.7. Monitoring and Evaluation 3.1. Staff perception on achievements, challenges and future plan 3.2. Perception of Swedish Embassy on Diakonia work Chapter Five : Recommendation 53 - 57 1.0. General recommendation 2.0. Specific recommendation 2.1. At Community level 2.2. At partner organization level Annexures : 58 - 63 Annexure – 1 : Brief note on two new partners – OWDEB and PALOK Annexure – 2 : Profile of Bangladesh – Major Socio-economic, gender and human

rights indicators

Annexure – 3 : Capacity building initiatives taken by Diakonia for Partner NGOs.

3.1. ADESH 3.2. PARTNER 3.3. SARA 3.4. AKOTA

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ACKNOWLEDGEMENT

We express our deep gratitude to Ms. Ankin Ljungman and rest of the team of Diakonia - Sweden for giving us the opportunity to undertake this evaluation supported by them . We would also like to thank Ms. Sultana Begum, Country Representative –Diakonia Bangladesh for her cooperation and warm hospitality. We also appreciate the support extended by all the partner organizations in different districts of Bangladesh during the field visits and meetings. Last but not the least we are grateful to the communities especially the women without whose cooperation the evaluation would have been incomplete. Prof. S.S. Singh Ms. Naheed Sultana Dr. Sebanti Ghosh

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PART - ONE

EVALUATION REPORT

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CHAPTER - ONE 1.0. INTRODUCTION – ABOUT STUDY

The Bangladesh Programme is one of the oldest in Diakonia. The need to review the programme, and also to look ahead and explore the emerging focus for the programme in the future to look at what contributions Diakonia and partners (new and old) could have in the context of Bangladesh.

1.1. Background

Bangladesh is a country where Diakonia has been supporting partners for a very long time. Diakonia had its first regional office there for many years under the name Swedish Free Church Aid (SFCA). The name was changed in1984. For many years Diakonia was implementing its own programmes with its own staff. Starting in 1982 Diakonia introduced a revised strategy in order to become more of a donor agency than an implementing organisation. Some of the projects, which had been implemented earlier by Diakonia, were handed over to the previous Diakonia staff, who formed their own organisations. Priority was given to socio-economic development, and during the years more partner organisations were added to the programme.

At present Diakonia is funding seven partners (ADESH, AKOTA, MKP, Palok, PARTNER, SARA and OWDEB). Five of them are old partners and two (OWDEB and Palok) are new partners. PARTNER and SARA are the two organisations that were established by old Diakonia staff during the 1980’s.

Considering that Diakonia has been supporting its partners for a very long time it is now time to review what the effect of Diakonia’s involvement has been. The programme has had the same focus primarily on improving gender equity for a number of years, and it is therefore also important to look at new possibilities for cooperation.

1.2. Objectives of the evaluation

• To extract major accomplishments, effects and constraints of the programme based on the reports and partner evaluations.

• To look at the capacity building activities Diakonia has carried out together with partners and look at relevance and results of these activities and to what extent they have improved the results of the programme and assess Diakonia’s added value.

1.3. Methodology of the evaluation

• Desk study • Interviews with staff and board of directors of the partners

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• Interactions with target community

Frame work of the interviews at organization level:- • The gender dimension has been important for Diakonia within the Bangladesh

programme for a long time. To what extent has this been successful? How has this focus been taken up by partners?

• The human rights based approach is also important to Diakonia. To what extent has

this been visible in the programme? How has this focus been taken up by partners? • Diakonia has put quite a lot of effort into capacity building of partners. What impact

can be seen in the performance of partners? • To what extent can partner see the effects of their actions and programmes

promoting gender and human rights in the Bangladesh society, local and/or national level?

Frame work of the interviews at community level • To what extent has women been encouraged to assume leadership due to projects

in their communities by Diakonia’s partners? • How have families improved their living standards (according to their own stories) by

the Diakonia partner projects they have participated in? • To what extend have men changed or not changed their view on women and

children due to projects? • To what extent has awareness of human rights increased in the community as a

result of the Diakonia programme? Has this awareness led to concrete actions (according to their own stories)?

1.4. Process Field visit Schedule Date Activities

12 March 2007 Arrival at Dhaka

Meeting at Diakonia Office with Country Representative – Ms. Sultana Begum Evaluation Team meeting

13 March 2007 Review of documents, meeting with Country Representative –Ms. Sultana Begum Planning of field visit schedule

14 March 2007 Visit to SARA at Mymansingha district

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• Meeting with Mr. Tushar Daring – Executive director • Meeting with Executive Committee members – Md.

Sofiuddin – President, Tushar Daring – Member Secretary & Executive Director , Ratan Kr. Bhowmik – Asst. General Secretary & Seuli Rani Pal – Member

• Meeting with Staff • Field Visit – Char Phuliamari: Meeting with Village

Development Committee members & adolescent Girls’ group(Char Phuliamari Kishori Unnayan Dal)

15 March 2007 Visit to PARTNER at Rajshahi district

• Meeting with Executive Committee members – Ms. Jibun

Nessa – Chairman, Perveen Ara Hena – Member,Mr. Prashant Saha – Member & Mr. Abdus Sobhan Meah – Member Secretary & Executive Director

• Field Visit – Meeting with Gender and Development Forum at Shitlai village, Meeting at 2 no. Huzuripara Union Parishad –Chairman & members

16 March 2007 PARTNER

• Field visit – Village meeting with tribal community at Nabai

Bat tala(members of Nabaibattala 1 no. Mahila Samity & Nabaibattala 2 no. Mahila Samity

• Meeting with Staff of PARTNER • Travel to Manab Kalyan Parshad (MKP) at Thakurgaon In

the afternoon

17 March 2007 Manab Kalyan Parshad (MKP) at Thakurgaon • Meeting with Mr. Rabiul Azam – Secretary & Executive

Director • Field visit – Village level meeting with Mahila Samitis –

Chungakhata – Halpara , Gareyahat Thakurgaon , Singhpara village

• Meeting with Imams, Kazis, Pandits, School teachers • Meeting with women Union Parishad members • Meeting with Executive Committee members –

Md. Abul Hossain Sarkar, Ms. Beauty Biswas, Mr. Uttam Kumar Roy, Mr. Rabiul Azam – Secretary

18 March 2007 Travel to Gaibandha to AKOTA

• Meeting with Director • Field Visit – Meeting with GDF,6 women’s

groups(Raktakabari Mahila Samity , Jui Mahila Samity ,Ankhitara Mahila Samity,Jogajog Mahila Samity, Chand Purnima Mahila Samity, Bachar Sangram Mahila Samity)

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• Meeting with Executive Committee Chairman – Tahmina Akhtar, Vice Chairman – Mr. Jamal, General Secretary – Mr. Md. L. Rahman Mandal, Mr. C. Das – Member & Treasurer, Mr. Wahdood Munshi – Member, Monoara Talukdar – Member • Meeting with Staff

19 March 2007 Return to Dhaka from Gaibandha

20 March 2007 • Meeting at Swedish Embassy: Ms. Anne Bruzelius, Minister – Deputy Head of Mission ,Rehana Khan, Programme Officer

• Meeting with Shahiduzzaman, Director News Network • Meeting with Mr. B. Nath – Consultant (had earlier evaluated

some of the partner organizations) • Discussion with Ms. Sultana Begum – Country

Representative,Diakonia

21 March 2007 Field Visit to ADESH, Savar

• Meeting with Executive Committee – Mr. S. Dey, Executive Director, Mr. Chowdhury Mia, General Secretary, Ms. A. Bonik, Treasurer, Mr. Godfrey Bitu , Vice Chairperson

• Meeting with Staff • Team meeting

22 March 2007 Return to India Report generation

1.5 Contextual analysis:Bangladesh Bangladesh with a population of 14.18 crore is one of the densely populated countries

of the world having an annual growth rate of 1.7.Bangladesh ranks 137 in the Human Development index and 102 in the Gender Development Index (GDI).The GDP per capita (PPP US $) is 1,870 (’04) and the population below income poverty line (%) is as follows - $ 1 a day – 36.0 (’90 – ’04), $2 a day – 82.8 (’90 – ’04). National Poverty line – 49.8 (’90 – ’03). Adult literacy rate (%age 15 and above) is 41% with Female literacy at 31.4% and Male literacy rate of 50.3% (’03). Several major improvements made since independence include improved Life Expectancy at birth – 63.3 (’04). Life expectancy at birth for Females is 64.2 & Males 62.5 (’04). Population with sustainable access to an improved water source is 74% (’04).

The health indicators are as follows:- Infant mortality rate (per 1000 live births) – Poorest 20% - 93, Richest 20% - 58 (’99),Under five mortality rate (per 1000 live births) – Poorest – 20% - 140, Richest – 20% - 72 (’99)Maternal Mortality ratio reported (per 1,00,000 live birth) – 380 (’90 – ’04) and One year fully immunized (%) – Poorest 20% - 50.3, Richest – 20% - 74.9 (’99)

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Bangladesh is facing continuous political unrest, which is not favourable to economic and social development. Women’s representation in parliament is very low and the seats reserved for women are appointed by the parties. However in the local governments they are elected by the constituency. Many of the human rights issues in the country remain unaddressed today. The main opposition parties and civil society are demanding reform of the present election commission and caretaker government.

According to Transparency International, Bangladesh is plagued by high levels of corruption. The corruption is taking many forms and having a major impact on all aspects of social and economic life. However the media and civil society organizations very bravely, with risk for their lives, are giving more emphasis to the situation of corruption and its relation to development. The PRSP has been a weak process, owned mostly by the donor countries and the government. Neither parliament nor civil society was involved sufficiently to call the process participatory. This means that the PRSP is not owned by the whole society and this puts restraints on the possibility to work out the process. Based upon the signed PRSP document there is a field already created for civil society organizations to monitor and act as pressure groups on the Government to be held to account. Civil society organizations are also pushing for decentralization to strengthen the local governments. The involvement of Bangladesh in international trade, and the membership within the World Trade Organization, is an important factor on the possibilities for poverty reduction and development, but the awareness and participation of civil society in the process of trade policy making is low. This despite the fact that Bangladesh has signed on to binding agreements, and is engaged in ongoing negotiations on further agreements, that could have a profound effect on basic human rights such as access to medicine, social services and food security. The school drop-out at primary & higher levels is still high in Bangladesh, particularly among girls owing to social attitudes towards girls. Child labour is growing in spite of laws designed to prevent engagement of children. The country faces critical gaps in basic health care facilities while the extent of knowledge and awareness of health sanitation and nutrition remains low. The infant mortality rate, especially among girls, is also high in Bangladesh where one out of five children dies before reaching the age of five. Clean water supply is a problem increased by the fact that arsenic has been discovered in the water of many of the bore wells and is now a real threat to the health of the people. The people in Bangladesh are living under an illusion about the HIV/AIDS situation in the country as there are no correct public statistics. However undoubtedly the numbers of affected are increasing and this has implications for development, which is especially true in the areas where partners of Diakonia work, as they are border areas. Islamic extremism is likely to continue to be a major challenge to secular life and the political and economic development for Bangladesh. An example of this is that the National Women Development Policy has been changed without consulting civil society, not even the organizations working for women’s rights.

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Gender discrimination is rampant in Bangladesh where, due to religious and cultural reasons, discrimination against women goes unnoticed. Gender awareness is low among men and women alike. Many human rights groups and women rights organizations are protesting the fact that religious laws govern marriage, divorce and heritance and that use of these laws is being more widespread in recent years. There are some good laws protecting women, but generally they are not being implemented effectively. Trafficking of women and children is increasing. Landlessness and unemployment are the two most predominant problems in Bangladesh where the majority work as seasonal farm labour. Of the total population over 21% are urban. Over 45% of the population is said to be living below the poverty line (2004). Although half of the GDP is generated through the service sector, nearly two-thirds of Bangladeshis are employed in the agriculture sector, with rice as the single most-important product. Major impediments to growth include frequent cyclones and floods, inefficient state-owned enterprises, inadequate port facilities, and a rapidly growing labour force that cannot be absorbed by agriculture. Due to lack of sufficient employment opportunities in the rural areas, large numbers of people migrate to cities which, is increasing the pressure on cities like Dhaka, which is already bursting at its seams. Agricultural and industrial development has not kept pace with the increasing numbers entering the employment market and it is estimated that two million persons enter the employment market each year.

In the mountain areas of the north and in the Chittagong area and the surrounding hill tracts, there are about forty different ethnic groups with a population of over 1.2 million. Violation of human rights of the minority groups has been highlighted as a particularly severe problem in Bangladesh. The voice of civil society has gradually been raised to establish human rights on all levels. There is also a closer relationship between local CBOs and NGOs at the national level. They are sharing information but they are still not united to develop common strategies to have a stronger and more united voice.

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CHAPTER - TWO Diakonia Bangladesh – Genesis & Perspective formation

Diakonia intervention in Bangladesh presents a unique opportunity to study the experiences and learnings of development. Last three decades of experience in development field depicts its changing roles and responsibilities along with changing context. Started with relief and rehabilitation approach, which latter on changed to Welfare oriented approach and finally to social action approach. Out of philanthropic concerns towards the suffering of the people of Bangladesh it intervened as project implementing agency, which latter on changed to support/ resource agency. It strategy changed from implementing a programme to facilitating people’s empowerment and taking peoples’ issue. Thus the entire intervention period of Diakonia provides very interesting experience of good practices, processes, organizational building, identity and visibility.

2.1. 1st phase of Diakonia intervention (1978 – 83) – Relief and rehabilitation � Soon after independence in 1971, Bangladesh suffered repeatedly with drought and

devastating floods year after year, which created food scarcity and famine like situation in many areas. Rural people particularly in Rajshahi and Kushtia area started consuming cheapest available food – Khesari dal (a local pulse) which after some time caused a disease (lathyrism) affecting the nervous system and paralyzing the lower portion of the body. The effect was quite wide spread affecting working ability of large number of people. Moved by such situation, Swedish free Church Aid (SFCA) now called Diakonia launched SFCA lathyrism project in 1978 with two fold strategies:-

� Initiating effective campaign against consumption of the said food – khesari

dal, and � Initiating rehabilitation programme for those affected by the disease.

Rehabilitation work was centered around those areas where victims were traditionally silk producers. Project started with organizing Lathyrism patients but latter on included others also. Slowly the project turned into a social movement and reached to cover around 60,000 population covering 700 primary groups of landless people in Natore, Kustia, Meherpur and Rajshahi. Government also extended its assistance and cooperation in the Lathyrism project.

� Before 1983, Diakonia was also involved with community approach directly

through its programme in 4 thanas of MymenSingh

� It also started to support to some National NGOs mainly in health and education sector through two church related organizations.

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� Christian Health Care Project (CHCP) – the health wing of National council of

churches of Bangladesh (NCCB) along with the support to a number of schools in rural area for churches of Bangladesh

� Functioned as main channel of fund of SIDA to BRAC oral therapy extension program (OTEP)

� Also supported one Japanese NGO – SHAPLA NEER for community development programme

� Shaw UNNAYAN at Rajsahi and Kustia to rehabilitate Lathyrism victims

Due to one or other reasons, these projects support were withdrawn or taken over by Diakonia.

� In 1993 programme of SHAW UNNAYAN was taken over by Diakonia under

its direct control � In 1993 (after a decade) Diakonia withdrew its support from CHCP � By 1985 BRAC programme completed its 2nd phase and ended automatically. � In 1986 Diakonoia made its programme in MymenSingh into an independent

NGO called SARA (Social Association for Rural Advancement) � By 1994 support to churches of Bangladesh withdrawn � In 1995 support to SHAPLA NEER ended.

This phase indicates mainly the role of Diakonia as an implementing agency with relief and welfare approach (particularly service oriented like health, education, care to lathyrism patient. Thus Lathyrism project which started as relief activities slowly intended to change the behavioural attitude of community towards change in food habit i.e., replacing the consumption of ‘Khesari Dal’ to ‘Wheat’ After about ¾ years of relief operations, by 1982/83 it was realized that relief was not enough to save life of lathyrism affected people, rather it would make them relief oriented and dependant. It was felt to initiate process of conscientization and build peoples’ collectives towards their empowerment as a self-sustaining community, thus following the usual process of NGO movement towards social action. Towards 1982/83, local level NGOs like AVA, MASS SARA, PRODIPAN, RULFAO, IDEA, GSS started to function with assistance from Diakonia – in grass root development and organisation of landless poor.

2.2. 2nd phase (1983– 1990) Building peoples’ collectives/organisation- Bangladesh

Bhumihin Sromjibee Sangathan (BBSS)

During this phase a number of changes were made in the Diakonia ideology, approach, strategy, role and functions. Changes were incorporated due to series of internal reviews and reflections within Diakonia and also based on the views of new partners who joined Diakonia as implementing partners. They were quite vocal in

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opposing the traditional development approach (service oriented and relief). They were more enthusiastic about peoples’ organisation/ collectives and human development approach.

These reviews and reflection facilitated emergence of “Intervention Guidelines” for Diakonia/ Swedish Free Church Aid,which provided the basic framework on which Diakonia Bangladesh started its intervention. These guidelines were the basic charter to guide and direct Diakonia’s work in Bangladesh.

2.2.1. Basic features of intervention guidelines

Aims:-

� All Diakonia intervening project should contribute towards development of just and humanitarian life.

� It should neither contribute towards lopsided development (in terms of social,

economic, political) nor promote dependency and oppression.

� It should facilitate constant readiness to help (in terms of emergency plan and relief) in case of any natural disaster.

Criteria for selection of project – Project should be a part of larger national or

regional plan (For example conformity with five year plan of Government of Bangladesh)

• Strategy:-

� Diakonia Bangladesh is a non-political body and it can never work with or for

a political party or with a programme which goes in favour of any political party or its ideology.

� It should never work with a partner indulge in party political work.

� It would take utmost care to use non-political language.

� Care should also be taken to comply with all Government regulations

including account and correct reporting to Government of Bangladesh to have cooperative relations

� Diakonia is not a mission organisation though it was founded by churches of

Sweden. It is humanitarian organization in Bangladesh working without any prejudice or discrimination in respect to caste, class, religion, ethnicity while dealing with project, partners and communities.

• Target Group (Beneficiaries):- (Mainly)

� Landless agriculture labourers and daily wage earners and their families.

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� With emphasis on conscientisation means people are made aware about their

own situation, about the marginalisation process going on in the society, about their rights and duties, about their responsibility to perform in democratic way, about their environment (social and political).

� That to achieve all these, they have to work in organized way where men and

women are equal and alike and all take part in decision making and share responsibility.

• Partners (NGO) :-

Once the aim and target group is decided it is the partners who are the ‘Means’ through which Diakonia can reach to target group.

Process of their capacity building:-

Partners are tools for communication to people intended to reach. Thus building their capacity is of prime importance. Diakonia planned a systematic capacity building process.

Step One:

Training for partners and staff to understand their own position, set realistic aims and empower about methodology of conscientisation. Step Two:

Transferring of learnt knowledge to target people by the partners with an aim to create a climate of hope, realization about their potentials, building self-confidence that target group themselves can change their situation – no outsider can do for them. NGO will only play supportive role in:

� Facilitating a structure of target group to change � Encouraging local leadership � Pooling local resources � Evolving people organisation

Step Three:

Phasing out of NGO from its dominating role as decision makers and implementer by transferring responsibilities to peoples’ organisations

Step Four:

Networking of larger people forum which can relate with remaining objectives of food, good health, education, medical care, IGP etc

• Concerns and cautions: (Openness and transparencies)

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� Every one should know (including Government) what the partners and Diakonia is doing.

� Working with reliable and hardworking NGOs with whom long term partnership

can be possible.

� There is need for patience. Go step by step model. Be positive

� Greatest difficulty is getting approval from Government for NGO programmes

� Facilitating convergence between Government with resources and the people who are putting demand for services (health, education, drinking water, irrigation).

Thus, a social movement initiated by Diakonia and its partners in building national consciousness and independent landless organisation, which will decide their own economic and political rights in the society. Since 1983 all Diakonia partners got engaged in facilitating organisation of landless people in their operational area.

2.2.2. Principles and procedures of partners (NGO)

Work plan including Diakonia

1. Objectives:

Main objective of Partner NGOs was to develop an independent organisation of mass people (landless) and to establish their rights under their own leadership and organisation procedures. It was based on long experience of organizational activities of the project and recognize by all involved partner NGOs.

2. Group formation:

� Characteristics of group members (landless agricultural labourers, no party affiliation, women age limit 15 – 60)

� Labourers (both job oriented and industrial labourers)

2.1. Condition for primary Samiti:

� 15 – 35 members per samiti with more or less similar age group, belonging to same community, separate group for male and female.

� All these samitis will be referred as landless labourers organisation of

Bangladesh.

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2.2. Executive Committee:

� 5 numbers of office bearers in each primary samiti (President, Vice President, Secretary, Joint Secretary and Treasurer)

� Important records to be maintained in each samiti, particularly members

register, resolution book, cash/account book and saving account book.

2.2.3. Group Savings and Uses: 3.1. Savings: - As per individual capacity (From Tk 10 to Tk 30 per month) - Primary Samiti has to open their bank account jointly handled by President,

Secretary and Treasurer - Members will have their own pass books.

3.2. Uses of Savings: - Take up income generating programme based on local resources - Priority to production oriented use of credit - Credit to individual as well as group

2.2.4. Capacity Building Training to Landless People Organizations: (Process

Conscientisation and Organization)

Important Aspects :

- Training programme for all partner agencies must be same. In order to maintain similarity, a fixed training module was formulated to be implemented by all partners.

- Considering that every development worker is a trainer, all the staff (Field

Coordinator, Development Officer and Development worker at field level) were provided with “Trainers’ Training Courses” to transfer the learnt skills among the people collectives.

The training module for people collectives had three important aspects:

� Basic Orientation: (Providing basic concept and raising awareness level) : To be completed within two years covering 200 members (30%) from each union with a duration of 3 days. Such training was to be conducted at village level.

� Human Development: to start in the 2nd year covering 100 members from each

union, conducted at Upzilla Training Centres with a duration of 3 days.

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� Leadership Development: To start in the 3rd year covering 50 members from each union.

Such trainings were further followed up with: � Cadre training � Critical awareness development � Leaders Trainers training It was assumed that after undergoing these training modules, the people collectives will be ready to build a nationwide organization. The built in capacity of people collective will be able to provide leadership to their own organization and carry out their work even after withdrawal of NGOs/support agencies.

2.2.5. Phasing out Phase:

DIAKONIA guidelines discussed earlier was prepared in 1983 and continued till 1989 without any change or modifications. However, in 1989 a new interpretation was required considering the changed situation. Particularly the “phasing out” which was not thought earlier, but that became a reality by 1989. The new interpretation of DIAKONA guidelines in October 1989 was formulated in consultation with staff and mutual reflections. The intention of this document was to provide ideological base for the DIAKONIA, Bangladesh strategy towards planning for phasing out i.e. strategy to play before and after the phasing out.

Accordingly, plan was prepared for five DIAKONIA partners to phase out from their old areas by 30th June 19990. This covered the concerns related to future relationship between DIAKONIA and its partners as well as the target group – these all needed to be planned by 1989.

1st Phase out – June 1990 (Covering 1983 – 1990 period)

The first phase out happened in 1990 by five partners covering –

13 Thana Committee

80 Union Committee

357 Village Committee

1964 Primary groups (1059 Male + 905 female)

33998 Members (18972 Male + 15026 Female)

T 5,848,618 Total Savings

T 4,089,981 Total investment

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The landless people organization formed covering all people collectives was named as “Bangladesh Sromojibee Sangathan” (BDSS) with the following structure:

Types of Groups/Committees No. of Groups/Committees

Thus, first phase out indicates people collectives structure upto Thana Committee level.

Primary Group (PG) (On an average 20 people)

Village Committee (VC) (3-5 represnetatives from each PG)

Union Committee (UC) 3-5 representatives from each VC

Thana Committee (TC) 3-5 representatives from each UC

13 Thana Committees

80 Union Committees

357 Village Committees

1964 Primary Groups

Central Committee (CC) Equal representation from each DC

District Committee (DC) 3-5 representatives from each TC

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2.3. Third Phase (1990-1995): Consolidation & Sustainability of existing people collectives and Expansion in New Area:

This phase covered the following important aspects.

Firstly, the old partners after phasing out entered in new areas. A number of new

NGOs joined as DIAKONIA partner during this period. Both old and new partners continued with conscientization process and forming people organizations.

Secondly, while planning for phasing out in 1989, it was realized that evolvement of

organizations frame work of people collectives was different between Lathyrism Project and Partner NGOs. In Lathyrism project, there existed Union Committee and Thana Committees whereas in Partner’s area there were only Village Committees. Thus, phasing out period (1989-90) was used to bridge the gap and bring uniformity in people organization structures.

In 1990, during phasing out, there were only 13 Thana Committees but no District and Central Committees. Thus the period of 1990-93 was used to consolidate the people organization, plan its programmes and take suitable steps for its sustainability.

The Central Committee was formed comprised of three representatives from each Thana and started its function after first election in June 1990 and subsequently followed by two more elections in the year 1992 and 1993. Before election of Central Committee, election from primary group to Thana Committee was must. The Central Committee rented its national office at Dhaka and was supported with annual membership subscription and interest from Rural Credit Employment Progrmme (RCEP). All the 13 Thana Committees purchased their own land and constructed offices and employed leaders for organizational and project activities. RCEP was introduced in the line of need based approach both for target group and people organization with dual purpose of economic development of people and sustainability of people organizations. The idea was that ultimately the RCEP and other activities will be taken over by people organizations and NGO will withdraw.

Bangladesh Bhumihin Sromojibee Sangathan (BBSS) was first instance of centrally federated organization of landless people developed by five Bangladeshi NGOs and single international funding agency, DIAKONIA. In its fifth conference in 1994, BBSS defined its structure and priorities for future.

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Priority programmes of BBSS: � To work on social evils like dowry and oppression of women � To fight for claim on Khashland by landless people � To demand for wage fixation and remunerative rate for peasant products � To mobilize local resources at all levels to sustain organization � To publish materials to popularize its aim, objectives, activities among masses

I. Organizational Programmes:

� Formation of landless people organizations at village level and increase membership

� Increase solidarity among members � Identify and manage local level issue based movements

II. Social-educational and Cultural Programmes:

� To fight against marriages with dowry, stop child marriages polygamy, registration of marriage, children education, health care, representation in village salish etc.

III. Local issue based Movement (Political) IV. Economic Programmes - RCEP

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New organizational Framework:

Landless Organization (BBSS)

Primary Group (PG)

Village Committee

Union / Ward Committee

(3-5 representatives from each PG)

7 members from Executive Committee

(3-5 representatives from VC)

9 members from Executive Committee

(1-3 representatives)

15-30 members with age group (15-60) and 5 members from Executive Committee

Central Committee

District Committee

Thana Committee

13 members from Executive Committee

(1-3 representatives)

15 members from Executive Committee

(1-3 representatives)

17 members from Executive Committee

Every village have at least 3 PGs

Each Union has at least 10 VCs

Each Thana should have at least six Unions

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Thirdly, a guideline was formulated for the 2nd Phase but with definite time period of 5 years i.e. 1990-1995.

Thus, within this time period target group should be organized, made aware of their role and responsibilities, develop their skill and built capacity so that they can manage themselves independently. Within this period all partner NGOs should transfer all the programmes including (RCEP) and responsibilities to people collectives and withdraw from area. Central Committee will coordinate among the people organizations at various level. They will also develop a monitoring system and establish linkages and network.

By 1995 – 10 NGO partners phased out from their operational area transferring their

role and responsibilities to Central Committee covering Districts - 23 Thana - 50 Union - 299 Villages - 2969 Primary Groups - 10,128 (6130 Male + 3998 Female) Members - 1,98, 619 (1,24,436 M + 74,183 F) Total Savings - 19,261,645 T. with 8333 bank account

Further more – People trained by partners till 1995 phase out period (capacity building)

• On Basic Orientation :60,822 (38,555 M + 2226 F) from 8872 groups • On Human Development Training : 20,324 (13,131 M + 7,193 F) from 7396 groups

• On Leadership Training: 2,833 (2,055 M + 778 F) from 2211 groups.

2.4. Some other Major Achievements of DIAKONIA – Bangladesh (During 1983-

1995):

A. Diakonia Response to disaster

During flood of 1988 :

- Through partners, distribution of relief materials (dry food, flour, bread, medicines, ORS)

- Post flood rehabilitation with Govt. permission mainly in constructing cluster villages.

It built 8 cluster villages for 250 families with provision of tube well and latrine.

During Cyclone 1990 :

- On initiation of Govt. of Bangladesh, provided food as emergency relief to victims.

- Provided health care services to isolated islands.

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- Built educational building (schools) and distributed teaching and learning materials.

During flood 1990 : Provided support to 1500 families with food packets.

B. Diakonia Publication

It took initiative and supported in publication of relevant materials :

- Organizational Principles and Procedures

- Training Module

- Seminar Papers

- Articles on Human Rights and Legal Issues/Acts

- Booklets on health related issues

- Study and research publications

C. Relationship with Government:

The relationship of Diakonia, Bangladesh with Government has always been very cordial and cooperative which is evident and mentioned below:

- Diakonia happens to be the first organization in the Bangladesh to receive

registration and approval from the Government of Bangladesh in 1978 ordinance of Foreign Donation Act. Thus, its registration number is 001.

- It had very cordial relation with various departments particularly NGO Affairs

Bureau. The DG of the Bureau visited the Diakonia office several times.

- Diakona was one of the 18 invited guests by the then President to attend the meeting during opening NGO Affairs Bureau office in 1989.

- Diakonia was invited in almost all state arranged national, trade and business

related or socio-cultural programmes by the Prime Minister or President of the country.

- It was a member of Chamber of Commerce and International Trade Centre

Information Department.

- It was also a member of ADAB, VHSS, Forum of International NGOs and Forum of NGOs promoting sericulture Programme.

- Presently it is not a member of any of these forums / associations.

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D. Diakonia Contribution in Entrepreneurship Development:

After phasing out in 1990, on request of several partners and also to sustain the people organizations, Diakonia initiated enterprise development activities with the following objectives and strategies.

Objectives:

• To create new employment opportunities among landless

• To contribute to the national production

• To discourage individualism and encourage collectivism.

Steps:

• Identification of viable units mainly experienced with traditional artisans.

• Taking up skill up gradation

• Marketing of products

• Identification of viable units in future

The important entrepreneurship development programmes were –

a) Peoples’ Factory

b) People’s Silk

c) People’s Handicraft

d) Rural Credit & Employment Generation Programme (RCEP) a) People’s Factory : Its origin was from the Lathyrism Project where the rehabilitated

people were traditional silk growers mainly with Malbury plantation. This project started with those people associated with Malburry cultivation, silk rearing, reeling of yarn etc. It covered 4000 growers from 486 primary groups.

Details of Support : Malbury tree distributed - 3.30 lakhs Spinning wheel distributed - 2,280 Training imparted - 4,549 persons Besides the above, support was also extended to the beneficiaries in terms of machineries and equipments. Marketing has done locally and exported, though, marketing was a big challenge. The present status is unclear.

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b) People’s Silk : A local sale shop of People’s Factory, started working as an extension wing of the factory to sell the local products of people’s factory. The functioning of the shop was separate from factory to make it more independent. It also used to sell products of other Diakonia partners. It was opened in 1992-93. It had its own designers and participated in various exhibition to promote products and sale.

c) People’s Handicraft : This was another effort to enhance employment opportunities

for the landless people. The emphasis was on promotion of handicrafts which is labour intensive and production oriented. It all started with cane handicrafts concentrated on the diversified trade crafts as mentioned below:

• Brass Meterials Production • Recycle Paper Production • Pottery • Wooden Products • Candle Making

d) Rural Credit & Employment Generation Programme (RCEP): It started after

the first phase out in 1990. Here provisions of credit was planned to improve income and employment among the landless people. Though the loan amount provided was not adequate to start enterprise and generate employment but it helped indeed the families in time of need. The following information depicts some of the important features of the RCEP.

Types of Loan & its Range There were two types of Loan provided by

Diakonia under the RCEP Programme : 1. Individual Loan ranging from T500 to

T2000. 2. Project Loan (group/Committee Loan)

ranging above T5,00,000 (5 lakhs) to one Thana

No. of Beneficiaries More than 10,000 as per the available figure till 1993-94

Loans Disbursed 71,08,831,00 for individuals 762,57,000 for projects

Rate of Interest @ 12% out of which 2% to Central Committee 4% to Thana Committee 6% to Revolving Fund

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Mode of Sanction & Repayment Individual � Group � Union� Thana Committee � Central Committee

Repayment will also be done in the similar way

Rate of Repayment In 1991 - 98% In 1992 - 88%

It was planned to handover the RECP to Central Committee by 1995 and phased out from this project.

2.5 PHASE FOUR – 1995 TO 2004 – RESTRUCTURING AND RENEWAL

The period during 2nd phase out of 1995 and afterwards, witnessed a major restructuring in Diakonia Bangladesh not only in its organizational structure and administrative setup but also in strategies, approach and major programme components. In absence of desired documentary evidences, it is not possible to analyse the reasons behind those changes. Why these changes were made is better known to Diakonia head office and the leadership at that time.

Thus Diakonia Bangladesh which enjoyed the status of Asia Regional Office till 1995, was reduced to simply an office representing Bangladesh only. The regional office shifted to Chiang Mai (Thailand) along with the Management team. A drastic reduction was made in the available staff, majority of programmes and support staff were slowly curtailed. Ms. Sultana Begum took charge as country representative in 1997 with only two support staff. No professional staff were assigned to her. The office also shifted to small premise.

This new organizational structure and administrative setup followed by change in the intervention strategy. Though the process of conscientisation continued among the grass root people along with mobilizing them and building their organization but only up to village and union level not up to central level (as per earlier strategy). The land less agriculture labourers and marginalized people remained as target group but approach changed from need based to right based. The credit support was totally stopped and not encouraged at all. A change was also marked in the programme components. Earlier the sectors like credit, health, education, IGP were the core areas of intervention / support but with the changed approach gender development, human rights, good governance, strengthening democratic institution became core areas. From 1996 till 2002, programme intervention continued as usual but from 2003 onwards it became more focused and systematic with introductions of “strategic planning” concept and practices. The Asia Regional Office introduced strategic

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planning in all the operational countries of the region under the over all Diakonia framework. Each country is now preparing its strategic plan based on its own specific issues, concerns and prospects, which ultimately contribute towards the strategic plan of the region.

In this document, it has been tried to provide a brief but pinpointed review of Diakonia Bangladesh – from its origin to present status. Reviewing and presenting approximately three decades of programme interventions is very difficult task indeed challenging in itself. People might ask what is the need and relevance of looking back in the history ? The review provides exciting learning and experiences, which will help to guide and build the future course of action. Those learnings are very much valuable to ensure success in future intervention and to help in minimizing the risk.

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CHAPTER - THREE OVERVIEW OF CURRENT PARTNER ORGANIZATIONS

1.0. SARA –

Social Association for Rural Advancement (SARA) is a local NGO established in 1983 at Mymensingh district town. From its inception SARA had started to work for the disadvantaged people especially for those who are of rural areas.. It was registered under the social service department on 9 May 1984 with the no. MA-0343 and FD registration was secured from the NGO affairs Bureau on 23 January 1986 which bears the no. 201. Several Projects were operated phase wise within the decade with support from Diakonia as follows-

o Integrated Community Dev. Project “ICDP” (1983-1990) o Integrated Rural Dev. Project “IRDP” (1990-1995) o Credit and Poverty Alleviation Project “PAP” (1995-1998) o Integrated Family Dev. Project “IFDP”(1998-2001) o Sustainable Tribal Dev. Project “STDP” (19997-2001) o Gender Justice and Rural Employment Project “GJREP” (2001-2003)

Vision: Development of target people Mission: Aware and organize target people towards development partnership. It was in 1997 that the focus of work shifted to addressing gender imbalances in society mainly owing to Diakonia’s initiatives and organization’s selected senior management and staff were oriented on the same. Recently Integrated Gender Development Project was implemented from 2004-2006 in two districts of Mymensingh and Netrakona covering 11 upazillas 33 unions and 99 villages which included 8640 families and 43200 beneficiaries. Aims and objectives of the Project : o To reduce gender discrimination o To develop education and social values o To develop health, nutrition and environment o To help in poverty alleviation

The core programs of this project were as follows.

* Development Training

- Gender Training - Health and Nutrition - Aquaculture Training - Skill Dev. Training - Staff Dev. Training - Human rights & legal aid training

* Street Drama - Drama on Gender Issue - Drama on Health - Drama on human rights issue

* Domestic Awareness * Seminar - Human rights and legal aid - Gender

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- HIV/AIDS - Women & Child Trafficking - Drug Abuse

* Organizing of village Dev. Committee (VDC)

* School Debate - Drug Abuse - Gender - Watsan

* Organizing Adolescence Group * Rally

- International HIV/AIDS Day - International Environment Day - International Women Day

* Dialogue - Gender - HIV/AIDS - Drug Abuse - Child Labour - Women & Child Trafficking - Environment

* Education Support Program * Sanitation Program * Tree Plantation

SARA is also implementing other projects like Poverty Alleviation Project (PAP),Gender Social Justice and Popular Theatre Project and SARA Shouhardo Rural Project with funding support from : i) CARE Bangladesh ii) Ain O Shalishi Kendra

2.0. PARTNER

PARTNER is one of the non-government organizations, which has been putting timely contribution to Bangladesh’s socioeconomic development. In 1978 Swedish Free Church Aid (SFCA) stared a project targeting the lathyrisim patients in northern region of Bangladesh and the project activities were implemented by the donor directly. This organization has come up as an independent organization in 1993 towards sustainable development in the light of its loan working experience as development partner. It has got approval of NGO Affairs Bureau of Bangladesh government in 1994. It has been committing work with organizing the most neglected, poverty-stricken, exploited, and deprived poor community of northern region of Bangladesh in order to establish poverty alleviation, human rights, democracy, good governance, fair and nondiscriminatory society through empowerment process.

Establishment: August 15, 1993 Legal Status:

Department/Directorate Registration No. Date of Registration

NGO Affairs Bureau 808 13-02-1994 Social Welfare Dept. 462 12-09-1999

VISION: To build up a Peaceful and Equitable Society.

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MISSION: Ensuring peoples’ participation towards a just and gender balanced society. GOAL:

To establish an equitable and economically stable society by promoting gender equity, democracy, human rights and fair economical structure through peoples’ participation.

OBJECTIVES: • Building institution of the rural poor with women, adolescents and children in

the family, considering the ‘family’ as a unit. • Ensuring the target people and their organizational participation in community

activities. • Forming community based organization and social promoter and making

them responsible with regard to local issues. • Developing working-relationship among the local government, other

organizations, community-based organizations, and the target people. • Creation of employment opportunity through skill development and micro-

credit program. • Ensuring literacy for the school-going children up to a particular level through

organizing and checking dropout tendency from literacy. • Creation of awareness regarding sense of equality between men and women

in the family. • Creation of awareness regarding rights, democracy, and good governance. • Creation of awareness regarding disease preventive measures, health care

and nutritional improvement. • Mobilization of economic and other local resources for developing locally

feasible income generating activities. • Improvement of healthy environment in the family and then in the community. • Ensuring food security and economic stability for the farmers with improving

agricultural technology and production. • Awareness building and make the people confident so that they could face

natural disasters and manage themselves.

The various phase wise project implementation includes

� Rural Socio-economic Project � Rural Community Development Project � Integrated Community Development Project � Strengthening Capacity of Individuals to attain livelihood (2004 – 2006) � Gender & Good Governance Project (2007- 09)

It was in 1997 that the focus of work shifted to addressing gender imbalances in society mainly owing to Diakonia’s initiatives and organization’s selected senior management and staff were oriented on the same.

The Project “Strengthening Capacity of Individuals and Groups to Attain Livelihood Security (SCIGAL)” has been implemented under financial and technical supports from Diakonia a Swedish International AID organization since 2004. Basically, this project is an ongoing project of “Integrated Community Development Project (ICDP). The notable strategies of the project are a) To

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Ensure the Birth registration, b) To Protect the Child Marriage, c) To Ensure the Marriage Registration, d) To Protect the Violence against Women, e) To Prevention on Child and women Trafficking, f) Ensuring the participation of the target people, their organization, community based organization, local government, administration and other development organization, social promoters/leaders in community activities and, also ensure to increase the women participation in the above activities. The project is being implemented in total 209 villages of 22 unions of 7 Upazilla under Rajshahi and Naogaon district.

Project Goal:

To increase capacity of the poor people and build institution so that they could earn livelihood security through bringing change in their socioeconomic condition. Objectives: o Develop institutional capacity through increasing analytical knowledge of the

group members and leaders of the target people to ensure stable political environment locally, Good governance, democracy, health and education.

o Ensure participation of the target people, their organizations, community-based organizations, local government, administration, and other development organizations, Social promoters/leaders in community activities.

o Poverty alleviation through skill development of the target people and mobilization of Local resources Programs Issues

• Institution Building Ensuring Birth Registration • Gender Advocacy Child Marriage Prevention • Capacity Building Ensuring the Marriage

Registration • Non-Formal Primary Education Prevention on Violence against

Women • Service Program Increase Women participation in

Social, Economical and political process

• Behavioral Change Communication Prevention on Child and Women Trafficking

Network:

PARTNER feels active cooperation and integrated efforts from other similar organizations to implement the project rightly through its long working experiences. It has developed intensive contact with the local, national, and international organizations from this realization.

SL # Network name Status of

Network Nature of Problem

Activities

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01 ADAB National Central and Chapter

Development/Coordination

02 Barandra Unnayan Forum

Local Partnership Gender and good governance

03 ATSEC National Thematic Publicity regarding Child and women trafficking prevention

04 Development Alliance

Local Primary Literacy and development

05 Rajshahi Development Cell

Local Primary Health and environment

06 Governance Coalition (WAVE Foundation)

National Partnership Good Governance

07 Fund Raising Network

National Primary Local resources mobilization

08 Land Network National Primary Local resources mobilization

PARTNER has no other funding support apart from Diakonia but is running a micro credit programme .The revenue generated from the micro credit programme is partly utilized in implementation of the project activities.

3.0. Manab Kallyan Parished(MKP) was founded in 1984 and in 1990 received NGO bureau registration. Since its inception MKP has been involved in the field of disadvantaged people’s development. Initial work focused on facilitating organization of landless people but very little emphasis on women’s participation & leadership in the process. It was in 1997 -98 that the focus of work shifted to addressing gender imbalances in society mainly owing to Diakonia’s initiatives and organization’s selected senior management and staff were oriented on the same.

The main purpose of MKP is to institutionalize gender and development in all sectors of development through advocacy, lobbying, networking and development intervention.

Vision – To ensure a peaceful and discrepancy free society Mission – To ensure people’s participation for creating a gender balanced society Goal – To establish gender equity, democracy, human rights and good governance with the participation of people with a view to establish an economically stable society Objectives – • To create scope for empowerment and equal rights of women in every sphere • To know about women health rights including STD/HIV & AIDS risk • Create an environment of fraternity by exercising democracy • To increase awareness on prevention of hazardous child labour and trafficking

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• Ensure legal rights and justice by establishing good governance • To ensure education for children specially poor & drop out girls & boys • Upgrade development and create self employment • To protect bio diversity and pollution free environment to keep balance of

environment • To develop situation on policy advocacy and network approach

Area of operation is spread over 796 villages in 84 unions across 12 Upa zillas in 3 districts of Thakurgaon, Panchagarh and Dinajpur. Diakonia supported Project on “Ensuring Gender Justice, Rights and Good Governance with the participation of Rural People is being implemented in 210 villages in 4 Unions under 6 Upazillas across 3 districts of Thakurgaon, Panchagarh and Dinajpur

Main activities:- • Group formation and motivation • Training • Salish Mediation and legal aid • Credit support • Advocacy & Campaign • Workshop/Seminar/Publication • Networking

Other current donors:- - Water Aid & NGO forum for Sanitation Programme (Awareness & Construction) of

Sanitary Latrines at school, markets, household level in Thakurgram district. - Government of Bangladesh & UNICEF – 100% Sanitation Programme in

Panchagarh district. - USCCB for Adolescent Girl De Programmes - Life skill education including

Vocational Training for married adolescents (couple training). Earlier Donors: - - ILO – Trafficking Issues – identifying vulnerable families – community vigilance team

formation. Community awareness through street plays on Trafficking - CARE – Agriculture programme (local technology support) - OXFAM - DAE –DFID, GoB - EU – WFP, GoB

Networking MKP is member in various forums /associations like Association of Development Agencies in Bangladesh(ADAB), Bangladesh Sishu adhikar Forum, Development for Worker Information Network, Campaign for popular Education, Credit Development Forum, Association of Land Reform & Development, Agriculture Rehabilitation Task Force, Thakurgaon NGO Cell, Bangladesh Resource center for Indigenous Knowledge, Bangladesh Society for Waste management, STI/AIDS Network Bangladesh

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4.0. AKOTA was founded in 1985 (1st July) and registered in 1986 with Social Welfare

Department. Initial work had started in one village with organizing 3 women’s groups. In 1990 support was extended by PKSF for training & micro credit, which has been completed. Integrated Women Development Project was initiated in 1999 with DIAKONIA funding. Different programmes undertaken/ongoing with different donors are as follows:-

o 1999 end – Oxfam supported Disaster preparedness completed o CARE, Bangladesh supported Integrated agriculture programme completed o 2004 – River erosion Project supported by Practical Action, Bangladesh o 1997 – BRAC supported – Non Formal Primary Education Programme o 1993 – NGO Forum supported Water & Sanitation o 2003 – Bangladesh Bank – Low cost Housing Project o 2006 – CIDA (Canada) – Gender Fund o GoB & UNICEF – Water & Sanitation o GoB – North – South Fisheries Project

The overall operational area is spread over 34 Union, 165 villages in Gaibandha District. The total beneficiaries covered is 98,436.The number of groups facilitated is 4,924 groups (2,424 women’s groups & 2,500 men’s groups)

DIAKONIA supported Integrated Women Development Project is operational in 20 villages under 4 Unions of 1 UpaZilla. Integrated Women Development Project Issues addressed

o Women’s Empowerment o Gender Equality o Human Right o Livelihood Issue (was included till 2004)

Major Activities: - Group Formation (women’s & men’s groups) - Leadership Training - Training on Gender & Development, Women’s Rights & Family law - Seminar on Gender & Development, Trafficking - Workshop on Entrepreneurship - Sensitization Workshops on Early Marriage, Human rights, Birth & Marriage

Registration - Folk Theater to promote gender issues - Facilitation of Gender & Development Forum (21 member team-11 women & 10 men

with women as President) - Facilitation of Gender Change Agents which includes

o Social entrepreneurship group at union – 25 members (all male) o Women activist group 20 – 25 members o Student volunteers group 15 – 20 members (equal no. of boys & girls)

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- Celebration of International Human Rights Day,, International Women’s Day, World AIDS Day

- Staff Development Training

5.0. ADESH

The organization was founded in 1988 when some of the founder members had come together to undertake relief work following devastating floods in the area with support from OXFAM. Subsequently they had set up a school for working children. Diakonia started providing financial support from 1991.Initially during 1991-95 the activities centered around organizing landless people and generating awareness among them. Since 1996-97 programme focus shifted to gender and development programme.

The operational area is spread over 70 villages in 7 unions of Savar upazilla, the largest Upazilla of the country. Other programmes being implemented by ADESH in the same area include:-

o Microcredit programme supported by CARE(also includes component of skill up-gradation , micro enterprise setting up and linkage establishment)

o Water and sanitation programme supported by NGO Forum o Project on Disabled in Development supported by CDD

Gender and Development Project supported by Diakonia Major activities undertaken

o Facilitation of group formation o Trainings on gender and rights issues o Development of model villages, one in each Union (initiated since last 3 years) o Networking with local NGOs for mainstreaming gender o Provision of legal aid , facilitation of local level Salish and Salish Board at

Upazilla level o Awareness generation on health mainly water & sanitation, safe motherhood

and HIV & AIDS

CHAPTER - FOUR FINDINGS & OBSERVATIONS

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1.0. Observations on Diakonia Intervention(general) : 1.1. Development Trend in Bangladesh :

NGOs in Bangladesh started intervention in social development field just after the independence of the country (1971). It was to build the country after ravages of war of Independence and to provide solace to the victims of regular natural calamities including the famine of 1974. The initial years of NGOs intervention was limited to relief and rehabilitation. In the later part of 1970s majority of NGOs after being influenced by the “Comilla Model” changed their focus to community development approach from relief and rehabilitation – A model which was in practice in many countries of the sub continent. Later on it was realized that this model failed to distribute development gains / growth to the poorest people/lower strata of the society (what we called as a failed trickle down approach/ coffee percolation approach). Once again NGOs began to analyze the situation visualizing mass poverty. They realized that poverty is not because of income in-equality only but to large extent because of existing un-equal societal structure and power relation which keeps poor people to remain poor and rich people to remain rich and does not allow any upward economic and social mobility among the poorest. This forced NGOs in Bangladesh to take two prong strategies – at one hand to provide productive resource to resource-less people and to other hand bring changes in unequal societal structure and power relation. Once again the approach changed from community development to target group approach where the marginalized and deprived people, so far by passed by the development schemes of Government were identified for resource support. In the meantime “ The Conscientization Methodology (DELTA METHOD) proposed by Brazilian educationist Paulo Freire was found to be an effective tool for raising political consciousness in many African countries for empowering the poor and making them self reliant communities. A number of NGOs adopted this methodology as strategy for awakening poor, mobilizing them and organizing them to resist the existing structure or to demand change in structure / power relation. Thus target group approach and facilitating poor people movement began to take shape as intervention strategies by NGOs. A number of donor agencies considering insurmountable poverty in Bangladesh came forward to support NGOs (with increasing number and resource support) approving their motivation, commitment, proximity to grass root and local base. Thus a very strong NGOs movement started in Bangladesh with an aim to facilitate strong poor people movement towards self reliant and empowered communities. This does not mean that all NGOs had perspective of people movements, there were many who still believed in their traditional approach of relief and rehabilitation and delivery of services, technology and managing poverty alleviation programme.

1.2. Diakonia Role:

The Diakonia role in context of Bangladesh has been quite effective. It has been contextual which indicates Diakonia as a learning organization. Its intervention provides its identity, visibility and a distinct road map of development perspective.

Responding to the need of the community and humanitarian concern, it intervened with relief and rehabilitation, responding to demand of time it took community development approach in certain area of Mymensingh as implementing agency at the same time

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extended support to a few national organizations (as donor agency). Involved with Lathyrism affected people for their rehabilitation and took appropriate steps for their sustainability. From 1983 onwards redefined its role as donor agency and design a comprehensive intervention strategy of peoples movements based on analysis and reflection. The intervention model / charter developed by Diakonia affirmed a very detailed and painstaking task performed by it along with partners. The guide line provided step by step development intervention and sustainability of people organization. It defined Diakonia role, the context, the partner, the target group, group formation, functions and sustainability, phasing out model for NGOs and Networking module. It also provided a balance mix of need based approach and right based approach. The achievements were quite remarkable with a people organization namely Bangladesh Sromojivee Sangathon (BBSS) comprising of 2,00, 000 people with a structure from village level to central level (country level) with an instrument strong enough to sustain all these organizations and members (individual & group credit structure). After 1995 it again changed it approach with more focus on right based approach taking up the issues which were never taken by mainstream agencies. Thus gender development, human rights, women empowerment, good governance were the issues taken up and being continued to turn these into mainstream issues. In nutshell, it can be said that Diakonia intervention so far in Bangladesh has been very much contextual, relevant, efficient and effective. It has achieved a lot both tangible and in tangible results in all the fields where it intervened at different phases of time. It experiences and success models undoubtedly can be replicated. Of course, the initiatives were kept alive through the years till Diakonia and partners continued. Once they phased out, the whole movement turned to be short-lived. The decision of first phase out in 1990 was taken in 1989 hence only one year time was left for preparation. Though the period from 1983 to 1990 was adequate for phasing out but preparation was done only in last year. Groups were not capacitated enough to manage independently and the planned strategy of follow up by partners to group was not undertaken. Similarly the 2nd phase out was only within five years which was quite short to make the groups capable of Managing independently particularly with added burden of credit programme (individual and group). In both the phases partners NGOs were not provided with scope to follow up the groups. Thus a very unique national level organization of landless people of Bangladesh (first of its kind in the country and region) was left to fend itself without any provision even for guidance by the facilitating partners. A unique process and strong national level organization with potential to influence macro issues / decision was not followed up due to some wrong managerial decisions.

2.0 Specific observations relating to current interventions

The observations presented here are based on the interactions with community and implementing partners. In absence of baseline information and time constraints, it was neither possible to compare the “before intervention” and “after intervention” situation nor to compare “with”(programme village)and “without”(control village) situation. Thus the impact observed possibly might be due to several factors including that of Diakonia.

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The main issues addressed by the organizations are (1) Promoting gender equality and (2) ensuring human rights.

Major activities undertaken on these issues are ;

� Preventing Early marriage � Promoting Marriage Registration � Preventing Violence against women � Promoting Birth registration � Preventing Women & child trafficking

2.1. Impact at community level 2.1.1. Gender related programme & its impact

The understanding of gender discrimination at community level has improved considerably over the years. Earlier such issues were accepted as normal way of living.

� Positive Changes in gender relations is evident to quite an extent for example

- Mobility of women has increased to a great extent – they are able to go out of the

boundaries of their home and take part in productive work and other social activities. They are able to go alone to the school in which their children study to meet the teachers, health center with a sick child (earlier husbands did not allow them to do so).

- Earlier women had to use a partition and stay behind – now they come out and sit in front of men.

- Gender division of labour: Women were previously not allowed in productive work. Now they are able to do so – almost 60% women are engaged in income generating activities at home (sewing, backyard poultry, goat rearing, nursery etc) with resultant increase in family income.

- Girl children are gradually getting same amount & quality of food as the boys. - Women’s participation in cultural & social activities is increasing. - Women can now say husband’s name openly - Increased communication between husband & wife – now slowly men & women are

discussing & determining their family size. - Increase in participation in decision making like in issues related to children’s

education & marriage of children - Men are gradually becoming more supportive towards women and tend to help in

household activities - However regarding women’s improving access to and control over resources, land is

owned by men in most cases - Some women have also participated & won in Union Parishad elections. They are

now becoming members of school committee, market committee - Mobility of adolescent girls and women have increased(for example increase in use

of bicycles by girls for going to schools have been noted) - Increased school going by girls The proportion of girls attending school at primary

level has increased to a considerable extent. Moreover a greater number of girls are attending high school as well.

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� Issues related to marriage Consciousness has been generated to a great extent on Prevention of Child Marriage – women and adolescent girls with support from Village Development Committees, Gender & Development Forums have in many instances been able to prevent/postpone child marriages. Consciousness regarding Marriage registration is now slowly improving and also being reflected in practice. There are now attempts to verify the age of the girl during marriage by checking her birth registration certificate. This attempt is being complemented by efforts in promoting birth registration Birth registration is improving gradually. The government initiative to promote birth registration received momentum as the NGOs spearheaded strong mobilization efforts favouring birth registration. Dowry is now recognized as social evil due to mobilization /awareness meetings against dowry but it persists. Considerable awareness has been created against oral talaq becoming valid. Legal support to women has been effective The partner organizations like MKP, AKOTA has been providing legal support to women in difficult situations – like many women, who had been deserted 5 – 10 years ago have received back Den Mohar (Moharana) with legal support being facilitated by from MKP .

� Violence against women

There is a gradual decrease in eve teasing with increasing consciousness among community Occurrences of domestic violence seem to be reducing as community mobilization is growing against domestic violence. Women come forward to support any one suffering violence (earlier it was not so).However men still believe it is justified to beat women if mistakes are committed by them

� Community level structures/ mechanisms created & facilitated are quite vibrant

and dynamic and they are acting as the change agents in their societies. However the coverage through these structures tends to be limited –all the families in the villages are not yet members of VDCs or GDFs or women’s groups.

They are enthusiastic and want to continue even if the partner organizations do not continue to support in future. Formation/facilitation of Salish Committees and Salish mediation by MKP has been quite successful in mediating many situations of family disputes, domestic violence, hilala. They have even been able to work successfully against Hilala marriages in a few situations. Shalish Committee usually consists of 12-15 local influential leaders along with women & men members of group formed to address gender issues suffered by members. Shalish Committee is significantly contributing to address domestic level conflicts among family members. It has established its reputation as platform of poor women. So far 275 complaints have been received by the Salish Centers during January –June 2006 of which 184 cases were settled and 91 cases are ongoing.

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However, information and awareness on existing law against domestic violence are not adequately available to village level members. As a result the members sometime cannot decide which are the cases of violation of rights and need to be addressed. For example, getting beaten by husband is sometimes treated as husbands’ rights on wife and needs to be ignored until somebody from NGOs help them to understand the reality of the issue.

Shalish group can only solve the issues of poor women within the group. But women’s sufferings in these issues are not limited within the poor women only. Marginal and middleclass women of the same village are also sufferers of similar domestic conflicts and violence. The existing Shalish committees are not capable to expose and address these mistreatments. They are not enough strong to address or protest against ‘Fatowas’ or judgments given by religious leaders against women’s rights.

Type of community level structure created /facilitated Name of NGO Village

Development committee (VDC)

Adolescent groups

Group Formation

Gender Development Forum (GDF)

Social entrepreneurs/Gender Change Agents

Union & Ward Salish center/ Committee

SARA 99 In only 37 VDCs (out of 99 VDCs) i.e. in 37.4% VDCs women are acting as Presidents 1 VDC facilitated per 120 families

3 Adolescent Boys’ Group 9 Adolescent Girls’ Group

Mixed groups of men & women

--- --- ---

PARTNER Adolescent Girls Groups

98 women’s groups & 3 men’s groups with1,613 women members & 85 male members

36 GDF –Women President in 29 GDFs i.e. 80.5% cases. Each GDF consists of 30 members with 20 women and 10 men.

Social entrepreneurs -16 Women activist groups (each group of 15 women) - 16 Social Promoter groups(Each 20 member team – F-7, M-13) - 16 Student Volunteer Groups(each team of 12 members, F-6,

----

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M-6) MKP ---- Adolescent

Girls Groups 386 Women’s groups(7000 members) & 198 men’s groups (3634 members)

---- 168 Ward Salish Centers with 2016 members(1035 men & 981 women) 24 Union Salish Centers with 336 members (177 men & 159 women)

AKOTA ---- Adolescent groups

88 women’s groups & 1 men’s group

GDF Gender Change Agents: - Women activist -Social Entrepreneurs -Student Volunteers

----

ADESH 330 women’s groups 5 groups facilitated in each village

--- ---- ----- ---- -----

Facilitating Model Village development Though ADESH has floated the concept of developing Model Villages, one in each Union but there are no definite criteria set and no yearly monitoring of progress towards becoming a Model Village

Involvement of religious leaders and local key opinion formers like teachers, local professionals (doctors, lawyers) is critical to bring about and sustain changes in existing socio-cultural beliefs and practices which would lead to reduction of gender discrimination in society. It is very encouraging to note that some Imams in the operational areas of the partner organization have been motivated in several situations to speak in the mosque about preventing early marriage, polygamy, dowry and for creating awareness regarding HIV / AIDS. Many of the Kazis or marriage registers are becoming sensitized on the issue of preventing child marriage and attempts to verify the age of the girl to be married.

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Many of the local schools as in MKP’s operational area are playing a key role in generating awareness on gender issues and preventing early marriages. One of the local schools has a weekly session on gender It was noted with concern that no Hindu marriages are registered and there by it is difficult to check the age of the girl during marriage.

� Adolescent Issue

Increased awareness was noted among adolescent girls regarding social issues like early marriage, dowry, polygamy along with an increase in self-confidence in the adolescent girls.

Awareness among adolescent girls regarding reproductive and sexual health is inadequate. Though the girls have been made aware of the changes that take place at adolescence and about the importance of maintaining menstrual hygiene they are unaware the reasons behind the physical and mental changes that occur, they do not know about their body (how it looks and how it works) and do not have clarity about why menstruation occurs. Adolescent girls have acquired preliminary knowledge regarding AIDS (mainly about modes of transmission)

2.1.2. Health & Hygiene programme & its impact

� Improved awareness on health & hygiene among community

Awareness on use of sanitary latrines by families has increased quite considerably. During a debate on hygiene in High School girls demanded separate toilet for themselves and ultimately the same was constructed for them. Use of tube well water for drinking has improved to great extent. Awareness pertaining to Child immunization and immunization of pregnant women has also increased to a great extent. Awareness and service utilization regarding antenatal care has increased though deliveries in many places continue to take place in homes at the hands of traditional birth attendants. Communities are gradually becoming aware about HIV and AIDS particularly in operational areas of all partner NGOs.

2.1.3. Child Education programme & its impact � Child Education Programme is being run by some of the partner organizations

focusing on pre primary education. Follow up mechanism requires strengthening. There is no data regarding whether children have continued at primary school and no gender disaggregated data available.

2.1.4. Microcredit Programme & its impact

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� Micro credit programme Diakonia does not support the partner NGOs in undertaking Micro credit programme .MKP helps to establish linkages between the groups facilitated by them with other NGOs like ASA, Islamic Bank, Grameen Bank for micro credit. However organizations like PARTNER, ADESH, SARA are operating micro credit programme on their own. The micro credit programme is purely individual based (and not group based) and activities are undertaken by the individual after taking loan..

2.1.5. Organization’s networking activities & its impact

� Relation with local administration /Union parishad

The partner organizations enjoy good working relation with administration & Union Parishad. PARTNER is a member in Birth Registration Committee formed by local administration. AKOTA is member of District Legal Aid Committee in Gaibandha district. 132 cases were investigated & report submitted by AKOTA as part of District Legal Aid Committee member.

� The programme has provided support (capacity building) and encouragement

to the women in their role as Union Parishad members. They tremendously value their learning and understanding on issues related to gender and rights of men & women which they have applied he learning in their lives both at family level and in their work place where they had faced much opposition and harassment. However these women are acting as major change agents in their communities – fighting for preventing early marriage, against polygamy, dowry & domestic violence, eve teasing etc. However to sustain their good work they need legal knowledge

� Networking with other NGOs on Gender related issues

Some of the efforts are commendable but require to be further expanded and strengthened. At MKP the Director is founder of Thakurgaon NGO Cell (District level network) & President since beginning 1995.MKP is also member of different local women protection committees. The organization has also facilitated the formation of Narir Prati Sahinsrata Pratirodhe Sthaniya Udyog Forum involving many professional women from the area to fight for justice of women facing violence. Narijogajog Kendra involving local women both professional women and housewives has been facilitated by SARA and PARTNER to facilitate regular meetings, trainings & workshops on gender and legal rights issues. ADESH serves as the secretariat for the district level NGO Samanyaya Parishad.

2.2. Organization level impact 2.2.1. Gender Training module for community members

Partners of Diakonia are providing gender awareness training to community women and men to raise awareness on gender and women rights issues very often. There is no updates gender-training module for community members training. The only manual one partner provided to evaluation team is found is with backdated

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information on gender issues. The contents used in this module for group members training are not need based for example, discussions on position & condition. Contents on early marriage, girls’ enrollment in schools, prevention of dowry, Polygamy, domestic violence, increasing of women’s employment opportunity, mobility, information on basic services like health could increase women’s capacity to solve their daily problems. The manual has not provided related information on subject matter as handout or messages to help facilitators’ knowledge. As a result use of this manual is only limited to the trained and experts on gender issues. The other staffs are not able to learn or facilitate gender awareness training by reading the manual in absence of the experts. A complete module is required for facilitation of any quality training by organization. A complete module refers to a professionally written handbook with clear objective (SMART), methodologies, time, process and evaluation process. Adequate information on session topic needs to be provided to support facilitators’ knowledge. Training materials/messages developed for community members need to be easily communicable messages along with visual materials like pictures. Development of action plan for back home application is always very helpful for the participants for retention as well as application of learning at the end of each training. The action plan will also work as monitoring indicators during post training follow-up by field staff and facilitator. Session exercise on development of action plan is missing in the modules/manuals being used by the partners.

2.2.2. Capacity Building for Staff in the partner organizations

Yearly plan for staff training is developed by the partner organizations. Based on training needs analysis and in tune with national & international priorities DIAKONIA Country Office also organizes workshops for partners. Trainers are usually selected from leading NGOs in Bangladesh like BRAC, PROSHIKA etc. The Annual Partners’ Meeting organized by Diakonia is usually clubbed with a theme based capacity building workshop example LFA, Octagon, Monitoring and reporting mechanisms, WTO issues. Diakonia has also facilitated exposure visits for partner organizations within the country as well as to outside (for example in India) Partner NGOs have also intermittently organized in –house training for their staffs. Though in some situations annual training plan based on needs assessment has been developed it has to be systematic and regular follow up of trainings required.

2.2.3. Institutional Capacity of partners to work on Gender

Diakonia is supporting Partner organization for gender activities. The staffs require basic knowledge and skill to address issues in working areas. Staff capacity is essential to develop community capacity for addressing women issues.

There are very limited scopes within partner organization to develop capacity on gender due to limited resources. Gender TOT or gender awareness training organized by Diakonia can only be offered to 2/3 staff from each organization who

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are in management levels. But organizations require a number of field staff to organize and work at community level. Training the field staff on gender issues sometime can be difficult for the partners due to not having proper training specialist/trainer within the organization. Therefore, the field staffs sometime don’t feel confident to address questions asked by community members.

The staffs trained by outside experts sometimes are not capable enough to disseminate their learning to other staffs within the organization. In some cases due to workload she/he is not available to other staffs to satisfy questions on gender issues. During meeting with review team, a male field staff expressed his embarrassment for not having answers of the question asked by community member.

2.2.4. Organization structure

Management structure

Name of organization

Composition of Governing Body/Executive committee

Composition of General Committee

Remarks

SARA Of total 11 members, there are only 2 women members i.e. only 18.18%

Of total 18 members, there are only 5 women members i.e. only 27.7%

None of the women Executive Committee members are office bearers

PARTNER Of total 7 members, 3 are women i.e. 42.8%

Of total 27 members, 14 are women i.e. 51.8%

President is woman

MKP Of total 9 members, 3 are women i.e. 33.33%

Of total 23 members, 9 are women i.e. 39%

President is woman

AKOTA Of total 9 members, 4 are women i.e. 44.4%

Of total 31 members 15 are women i.e. 48%

President is woman

ADESH Of total 9 members, 4 are women i.e. 44.4%

Of total 35 members, 11 are women i.e. 31.4%

Chairperson & Treasurer are women

Executive members in the organizations come from a varied and distinguished background of academicians, lawyers and social workers and are quite involved in the programme activities and also make field visits. The role of Executive Committee is mainly in areas of Advocacy, Policy making, Resource mobilization (both human & financial), review of progress, development/approval of Organization Management Manual & Service Rules. The Executive Committee at AKOTA undertakes performance appraisal of Senior Management Staff on an annual basis. Executive committee meetings are held at an interval of 2 months, on quarterly basis or on a 4 –monthly basis in the different organizations. But if needed there are more frequent meetings organized

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Staff Structure

Name of organization

Staff Composition (Diakonia supported project)

Remarks

SARA Total 34,Women -13 i.e. 38.23% women, Males – 21 Gender Development. Officer, Health Officer & Asst. Information Officer are women

---

PARTNER Total 65 – 37 women i.e.57% women At Head Office – 12 (5 women) At Field Offices – 53 (32 women) Recently woman has come to position of Director (Programme)

Gender Cell presently chaired by woman (composed of all staff) • There is a special 7

member committee with 4 women & 3 men who conduct bi- monthly meetings,

• Maintenance of Complaints Box and the 7 member committee looks into these complaints

MKP Program Staff -197, Support Staff -22, administrative staff -9 Total 228, Women 124 i.e. 54.4% & Men 104

--

AKOTA Management Team = 5 (F-2, M-3) i.e. 40% women in Management Team Senior Managerial Staff = 11 (M – 6, F – 5) i.e. 45% women in Senior Managerial Staff Accounts Section = 4 (F – 2, M – 2) Trainers Team = 5 (F – 3, M – 2) Total Staff = 252 (M – 120, F – 132) i.e. 52% staff are women Diakonia supported IWDP project Total Staff 16, Men – 9, Women -7 i.e.43.75% women

Nari Forum (all women staff are members) to look into issues of women staff

ADESH Total 32 , Women -13 i.e. 40.6% women 9 management staff – 3 women i.e.33.33%

--

2.2.5. Organizational Policy Formulation – Gender policy, Human Resource Policy,

Administrative & financial guidelines

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Gender Policy All the organizations have Gender policy & Service Rules (Administrative & financial guidelines) though there is scope of much review and improvement especially in some situations, where policy is in a rudimentary form. In 1970’s, when the NGO movements started in Bangladesh, NGO offices were established by men. Therefore, the workplace environment evolved based on men’s requirement to work. Later in 80’s Bangladeshi women started to face challenges of NGO work and this sector needed a break to turn office environment in favor of both men and women’s work. A need of gender policy emerged in the organizations from then. Later, many of the funding agencies also recognized gender policy as one of the principal policy document for the organization.

Diakonia partner organizations, which have been visited by the review team, have got gender policy in place. However, the quality of the gender policy differs among 4 organizations. The team found only one policy is in the shape of policy and others are just a wish list of the organization on gender and development. Policies collected from these organizations shows that they are lacking adequate understanding on the gender policy and its implementation experience. Women staffs’ practical needs are not considered as issues to be addressed through gender policy.

Gender policies developed by these organizations are not merged with the personnel policy. Therefore, the implementation procedures are also not clear to organizational users. In many cases the policy is not openly shared with the general staff and they are unaware about the rights given in gender policy. The information on the gender policy in some cases is not available to the members of Executive Committee.

MKP, ADESH and PARTNER have also developed HIV and AIDS Policy. Efforts at developing & promoting Gender friendly organizational culture like Gender Cell, Nari Forum within the organization are appreciable but needs to be further consolidated and strengthened. The organizations have tried to create a gender balance in staff structure but women still are more in number at field positions while their number in senior management position is less. Staff benefits/leave Maternity leave is available in the partner organizations. It is for 16 weeks (extended from 12 weeks in last June) in AKOTA organization, who also have provision of Paternity leave for 7 days. MKP has provision of 16 weeks of maternity leave and 10 days of paternity leave.Breast feeding facilities for women staff are available in the office dormitory. Moreover women staffs are exempted from field movement (use of bicycle) during 2 – 3 days of menstruation. Marriage related leave for 15 days is also available at AKOTA. However at ADESH maternity leave is only for 60 days and paternity leave for 7days. At AKOTA Nari Forum has been formed to look into issues of women staff and create a gender sensitive atmosphere in the organization. All women staffs are members and meetings held every 2 months. Nari Forum provides space for

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discussion of problems of women staff in workplace & in family life. The Focal point is currently Gender & Advocacy officer (member of Management team) but Focal point would be elected every 2 years. The Nari Forum has helped in creating separate toilet facilities for women three and half years ago.

2.2.6. Reporting Mechanisms

Half-yearly programme & financial reports are submitted by the partner organizations to Diakonia, both to country office and to Regional Office/Head quarters at Sweden apart from annual report and audit. Project staffs usually submit monthly reports to their immediate seniors. Documentation however needs to be strengthened

2.2.7. Monitoring & Evaluation

Monthly Coordination Meetings are organized at the main office by the partner organizations. Field level monitoring is undertaken by senior management persons through field visits and interactions with both staff and community. Some of the organizations have Monitoring Officers as in PARTNER but their job description and clarity of roles played by them needs to be refined. AKOTA has half yearly & annual indicator based reporting which is presented to their Executive Committee. Country representative – Diakonia undertakes field visits on need basis. Moreover for sharing and review of progress Diakonia –Country office organizes Annual Partners’ Meeting. However there is almost no indicator based performance monitoring. The annual reports are mostly focusing around input and output indicators rather than outcome indicators. AKOTA however has a monitoring and evaluation guideline and has attempted at developing an indicator based monitoring system. The internal monitoring mechanisms require strengthening in almost all the organizations.

3.1. Achievements/strengths as identified by organization’s staff during interactive session

� Established as Gender based organizations � Improved understanding on Gender related issues at community level � Now space has been created in community to discuss gender � Reducing social barriers to gender equality � Community members have themselves undertaken initiatives to prevent early

marriage, dowry, hilala marriage, violence against women � Improved mobility of women & adolescent girls � Decision making of women increasing at family level � Women in the community themselves had proposed the formation of Ward Salish

Committee (50% members from men & women’s groups & 50% from outside) � Belief/ Faith in Ward Salish Committee has considerably increased � Women’s leadership developed in the community � Birth Registration highly improved

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� Muslim Marriage registration is greatly improved � People have been made aware of seeking / demanding services at Union Health

Complex as their rights � Good relation with Union Parishad(UP), local administration, religious leaders, Kazis � Social promoters have been included in the Standing Committee of UP � Partner NGOs invited to Participate in Government Programmes � Committed sincere team having trained staff � The support to News Network by providing scholarships to promote women journalists

has been quite effective. The gender sensitization workshops at district levels with journalists have brought about considerable attitudinal change on gender among the male journalists.

� Areas where project staff felt that improvement is necessary

• Increasing networking & advocacy related work • Improving documentation of the work undertaken • Strengthening of Monitoring and supervision system • Capacity building required in areas of programme management, monitoring &

evaluation, updating knowledge on gender & rights based approaches, HIV and AIDS

• Fund constraints � Challenges faced by the organizations

� Male dominance still continues in the community. � Religious orthodoxy – Sometimes the statements made by Moulabis contradict the

activities carried out by the NGOs in promoting gender equality. Religious meetings (Talem Siksha) were also held very intensively to promote purdah some 5 – 6 years ago which had adversely affected the progress of the initiatives undertaken by the NGOs.

� Political unrest � Local elite with vested interest � Dowry persists as a social evil. Though people are gradually becoming aware, they

can not oppose dowry for fear that they may not find a suitable groom for their daughter later.

� Illiteracy within women � Decision making by women still low � Women’s participation in political sphere low � No women in masjid – mandir committees � Lack of favourable conditions to support women’s education, safety & security is still

a concern in many situations. Girls, especially beautiful girls face much difficulty. As a result early marriages are arranged under the notion that marriages would provide protection and security to the young girls but no one admits the same.

� Unable to organize men’s groups � Unable to implement Minimum wages on a continued basis � Overlapping between NGO work � Over dominance of big NGOs � High turnover of staff especially female staff � Natural disaster – Floods, river erosions, Season of poverty – ‘monga’ post flood

situation in Gaibandha district

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� Sustainability issue of people’s organizations � Difficulties in diversifying donor base in some of the NGOs. � Sustainability of the programme and ultimately sustainability of the organization

remain as major challenges. Some attempts at such sustainability plan development are being made by the organization and activities initiated. For example SARA is trying to generate funds through timber plantation in their own land, poultry farming and pisiculture. AKOTA is generating funds from their own agriculture land, nursery, pisciculture and by running a training center. Micro credit programme (revenue from service charge) is being considered as an option for sustaining by other NGOs like PARTNER, ADESH.

� Future Plan of organizations

� Strengthening of activities pertaining to advocacy & networking on gender � Efforts towards diversifying funding base � Strengthening of community based organizations so that they can sustain the

changes that are being generated � Legal awareness generation in community along with legal support to those needing

them � Strengthening staff development programme � Taking up Child Rights Issues by SARA (Highest no. of children engaged as

domestic help in Dhaka are from Mymensingh district) & ADESH � Work on the issue of promoting good governance and Human Rights � PARTNER to intensify the work of Creating Model Union Parishad � Resource mobilization for legal aid support (MKP, AKOTA) � Strengthening the role of women UP members � Strengthening HIV & AIDS prevention programme � Increasing awareness generation activities on reproductive child health � Work on WTO related issues Local seed preservation � Skill development programme for livelihood � Options of promoting weaving (handloom) bed sheets, lungi, Gamcha, blankets by

local families in a cluster approach under consideration at AKOTA 3.2. Interactions at Swedish embassy, Dhaka revealed the following:

• Good reputation of Diakonia in Sweden as one of the forefront organizations • The embassy appreciates the adoption of new approaches including Rights based

approach by Diakonia • The Embassy laid importance on changing mindsets bringing about gender equality • Embassy looks forward to the options of possibility of development of an umbrella

organization in Bangladesh, development of issue based networking on gender, child rights instead of many small NGOs doing work in isolation

• Embassy organizes regular meetings of all Swedish organizations working in Bangladesh to provided scope of sharing

• Emphasis was laid by the Embassy on issues like Transparency within the organization as well as capacity development of local NGOs.

CHAPTER - FIVE

1.0. RECOMMENDATIONS

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General Recommendations

Right based approach calls for people struggle / grass root movements which are local movements for local resources, with local participation and local leadership. No doubt outside support (NGO) is crucial but motivation and mobilization of local communities originate from local compulsion. To sustain and keep the momentum of people strength, there is need of following essential aspects:- � Grass root movement must have a vision of good society – This encourages people

to fight. � Vision is termed in universal term but must be relevant to local condition, willing to

involve local issue. � All such movements are political in sense as they raise question against the existing

system / authority. � The ideology and belief ensures loyalty, cohesion and energy for action. Leadership

should believe ideology that drives members. He should not use ideology for / as tool to control or manipulate members.

Such movements need to be careful about certain challenges like :- � To keep a balance between achieving short-term measurable goals and pursuing

necessarily long term goal. � To ensure that leaders do not become elitist in their attitude & behavior. � There is a danger of goal displacement when in process of making movement

efficient, its procedures are routinized and institutionalized. � It always strives for new strategies to confront its opponents. � Movements need to be examined regularly in terms of member profile. Membership

increase (year to year), unit formed, No of active unit, perfect discipline in financial matters, full participation of women’s, publications and dissemination materials, integrated strategy.

NGO’s role are changing with changing scenario – There is increase in both scope and spread of action. Their role can be ; As Partner – with business and state sector in delivery of public services

As Activist – playing role of watch dog and whistle blower As Innovator- New approaches on development issues & delivery of services

Whatever roles they are playing the questions that are being asked now-a-days in every forum is about their credibility. Credibility means “when one can be believed or trusted”. NGO’s need for credibility is high because it’s very survival depends on public trust. A credible organization is “A well governed organization”. A well governed organization covers – Process of decision making, process of implementing decision, systems and process related to supervision, direction, control and accountability of an organization. Important-characteristics of good governance are-

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� Responsiveness – Vision, Mission, Goal(VMG)of organization articulates needs of beneficiaries

� Efficiency & Effectiveness

- Organization makes best use of available resources - Has defined parameters to measure performance - Has well established mechanism for review & feedback for proper implementation of programme � Rule of law – Organization follows all laws of the country and adheres to all the “Rules & regulation” of the organization � Participation – Ensures participation of all stakeholders in decision making processes. � Accountability and Transparency

- Organization does what it says it does - It can explain & accept responsibility for carrying out its programmes - It is accountable to those to whom it serves, to all who support it and to the

larger society

- Timely disclosure and access to all relevant information about organization - Clear articulation at its vision and mission and how it works. - What is cost of activities - Freely and accurately sharing information about board, staff, finance and - programmes.

Thus every NGO needs to have good governance and they should practice it by:- * Evolving standard of goods practices * Sharing good practices * Setup a mechanism to ensure good governance.

2.0. Specific Recommendations 2.1. Community level interventions including capacity building of communities

� Training on leadership & managerial capacity building support is required for the Village Development Committees, Gender and Development Forums and women’s groups for sustenance.

� Awareness, information and knowledge to members of Village Development

Committees, Gender and Development Forums, women’s groups on women’s rights and human rights need to be strengthened. Making village women aware of their rights and providing them information on laws against violence would be a step ahead to address the problem.

� Initiatives aiming in meaningful engagement of religious leaders, local opinion

formers like teachers, government officials, UP members especially women members should be further expanded and strengthened.

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� The adolescent groups are a vibrant group and organizing holistic life skill education camps for adolescent girls as well as boys would empower them to develop healthy & responsible life styles and act as change agents for creating a gender just society.

� It would be useful to develop forums to include adolescent girls and boys in the

process of village level Shalish as future stakeholders to work on gender and rights issues. Involving adolescent boys in this mechanism would help to reduce Eve-teasing in the community.

� Legal aid is essential for the target group and partner NGOs should be capacitated

both technically and financially to provide awareness, support and linkage where needed.

2.2. Partner Organization level

Gender Policy

� Gender Policy requires intensive reviewing so as to translate the same into a comprehensive gender strategy and formulation of an effective implementation plan.

� Partners require technical support from expert organization/consultant to review and

modify existing gender policy.

� Gender policy needs to be developed in a professional way covering all practical & strategic needs of women in order to create an enabling environment for women & men staff to work and to contribute with full potentials.

� After finalization, gender policy needs to be approved by the proper authority and

merged the policy with personnel procedure. Approved policy must be shared with all staff and made available for use.

� Partners can support each other to develop and upgrade gender policy among

themselves. Some of the partners are also members of other gender networks and getting technical support for working with gender issues. A forum can be developed to share information within Diakonia partners.

� Diakonia partners can develop linkage with existing local and national level

organization/networks for capacity development on gender.

� Regular monitoring system needs to be introduced by Diakonia to monitor the implementation status to turn its partner organizations more responsive to gender issues.

Organizational Management

� It was observed that the Governing boards of all Diakonia partner NGO’s are very actively participating in the meetings. The meetings are regular. They were found to be well aware about activities and took part in decision making. What was observed that understanding and realizing organization vision, mission, culture and norms is not enough but it is also needed that they should exemplify and reinforce organization core values. They should take more responsibility about organization

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role, responsibilities and performance. They should be more involved in strategic planning of the organization, in anticipating problems, prioritizing problems and taking decisions on urgent matter. It was also observed that they should recognize the complexities of issues – observe the challenges in the environment and develop analytical skills to build organization perception. One expects their increased participation in governance not in management. Governance is board’s responsibility – it ensures organization clear mission and strategy. It is about the organization is well managed but not managing it in day today life which is staff responsibility. The partners require to have effective board for good governance which can play fiduciary, strategic, supervisory and managerial roles.

Organizational Culture

� The organizational culture should continue to promote gender sensitive values to be reflected through behaviour and attitudes at work place. This can be undertaken through regular gender sensitization meetings for staffs at all levels as well as of advisory board/executive committees of organizations to enhance gender awareness. For creating gender friendly workplace environment formation of Gender Cell and Nari Forum should be shared with and encouraged in all partner organizations

� The partner organizations need to make concerted efforts towards having a gender

balance in the organizational staff pattern. Efforts should be made to have more women in managerial and decision making roles rather than being in only at implementation levels. Efforts could include putting into place mechanisms for retention of qualified women staff as appropriate as well as through capacity building of existing women staff.

� Efforts should be geared towards developing second line leadership in the

organizations.

Institutional capacity building of partners on gender & other relevant issues � Organizational capacity needs to be developed so as to undertake participatory

Gender analysis involving both women & men at the community level to review and assess in depth the changes occurring in underlying unequal power structures existing between man and women as a result of their interventions. This would help them to design gender specific strategies and interventions better so as to address the inequalities.

� Capacity building of staff is required in areas of programme management, monitoring

& evaluation, updating knowledge on gender & rights based approaches, Human rights, Awareness on constitutional provisions & CEDAW, Legal aid provisions is essential.

� All partners could develop module on gender awareness training with updated

knowledge and information for community members in a unified way. They can get help from any professional training curriculum development organization/ person for this purpose. Working with expert organization will also create opportunity for organizational staff to increase capacity of developing training manual.

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� Creation of Gender Trainers network/forum among partner organization staff would open up the opportunities of sharing knowledge, skill and experience on gender issues. Discussion on challenges of working on gender issues and strategies to address the issues in the forum would benefit all who are involved in gender work.

� Gender awareness training and refresher course for all staff especially for all field

staff need to be organized regularly.

� Different forums can be developed within the organization to continue the learning and discussion on current gender issues. All staff meetings need to have gender agenda as regular discussions.

� A gender trainer (Specialized on training) post needs to be created for all organization as capacity development support to partners. A trainer from outside can be hired as consultant to support partners with gender knowledge & practice and report to Diakonia on quarterly basis.

� Moreover project staffs also require training on issues related to Reproductive Health

& Rights, Adolescent Sexual & Reproductive Health, and prevention & management of STIs and HIV/AIDS for successful implementation of project activities.

� Exposure visit for project staffs in other partner organizations or other organizations

would be beneficial for mutual learning and sharing. Networking & Advocacy

� It is vital that networking and advocacy on gender issues be further improved upon. Forums like Nari Jogajog Kendro, Narir Prati Sahinsrata Pratirodhe Sthaniya Udyog forum should be promoted on a wider scale.

Monitoring & Evaluation

� Internal monitoring and evaluation mechanisms need to be strengthened with

development of indicator based monitoring system.

� Moreover management information system should be strengthened to be more robust and effective to capture essential information including gender disaggregated information so as to lead to effective outcome oriented or results based planning

Reporting mechanisms � The current reporting & documentation processes require to be improved upon.

xxxxx

ANNEXURE I

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Brief note on the meeting held between the evaluation team and two new partners of Diakonia – OWDEB & PALOK The evaluation team did not visit the two new partner organizations of Diakonia but had an opportunity to interact with them during their second phase of work. Organization of Women Development in Bangladesh (OWDEB) – Partnership with Diakonia since 2005 Genesis – OWDEB is a non governmental voluntary organization, which was started in 1994 with opening of two non formal primary schools in urban slums and rural areas for distressed and vulnerable girl children. It was registered in 1996 under Society Registration Act and under NGO bureau in 2001. Vision:- To build a society which fulfills all fundamental rights of deprived people as well as ensure social justice, peace, harmony and ecological balance Mission:-Ensure qualitative achievements of women’s equal rights, establishment of their dignity and empowerment through their own participation towards a democratic society Goal:- Ensuring participation of both men and women for promoting democracy, human rights and establishing a situation of socio-economic and cultural justice for achieving a sustainable democratic society Constituencies:-

� Human rights based NGOS � Women NGOs � Cultural based organizations � Working women and ready made garment sector � Schools & Colleges in rural & urban areas � Local government institutions � Right based networks

Approach:- Participatory process to ensure participation of community from planning to monitoring Membership:- ADAB, BSAF, CUP, CSDF, DRAMA TOOL, IDEA, NETAID, TIB Operational area –

� Wards in Chittagong city Corporation � 15 villages in rural areas

Core Intervention areas:-

� Institution building � Universal education � Rights and advocacy (child rights, women’s rights, minority rights and ethnic rights) � Training , research and communication � Popular cultural practice and presentation

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Present programmes/activities

� Improving status of sweeper community in Chittagong City Corporation � Women workers’ rights and empowerment � Community mobilization for violence against women � Gender equality and women empowerment at family level � Women empowerment & promoting women’s rights

Activities:-

� Running of schools � Awareness building � Leadership training � Facilitating Group formation � Establishing linkages with Union Parishad, Government departments � Organization of Salish meetings � Facilitating formation of Gender Development Forum � Income Generation Programme

------------------------------------------------------------------------------------------------------------ PALOK (means protector) - Partnership with Diakonia since last 6 months Genesis PALOK is a legal and human rights organization operating in Kushtia district of Bangladesh covering 14 Union Parishads. It was established in 1984 as a CBO/NGO with its name as “Prevention of Cruelty to Women Committee”. Later on the mane was changed to PALOK. It was registered under Society Registration Act in 1996, under Directorate of Women Affairs in 2000 and under NGO Affairs Bureau in 2001. Goal & Objectives

� To build powerful, capable, transparent, accountable, pro-poor local government institutions

� To make people aware of their civic and constitutional rights and capacitate them to participate in decision making process

� To ensure access of women and poor to resources and local power structures � To wage social movement against any discrimination, exclusion and violation of

human rights � To work for local leadership and good governance

Major activities so far:-

� Arbitration and conciliation cell – to solve disputes at local level � Legal aid support to oppressed women(in form of filing FIR, filing of cases, providing

legal assistance) � Advocacy on various rights of citizens (particularly women) � Awareness building on good governance, human rights, legal and civic rights � Rehabilitation of poor and senior citizens � Running of crisis shelter rooms

--------------------------------------------------------------------------------------------------------------------- ANNEXURE II

60

PROFILE OF BANGLADESH The current situational statistics in Bangladesh is as follows:-

• Total population (million) – 14.18 crore (UNFPA, ’05) • Annual population growth rate 1.7 (’04 – ’15) • Urban population (as % of total) – 24.7 (’04) • Human Development Rank 137 (’06), 139 (’05), 138 (’04), 139 (’03), 145 (’02), 132

(’01) • Life Expectancy at birth – 63.3 (’04) • Adult literacy rate (%age 15 and above) – 41.1 (’03) • GDP per capita (PPP US $) – 1,870 (’04) • Population below income poverty line (%) - $ 1 a day – 36.0 (’90 – ’04), $2 a day –

82.8 (’90 – ’04), National Poverty line – 49.8 (’90 – ’03)

Priority in public spending • Public expenditure on education (as % of GDP) – 2.2 (’02 – ’04) • Public expenditure on health (as % of GDP) – 1.1 (’03 – ’04) • Military expenditure (as % of GDP) – 1.2 (’04) • Total debt service (as % of GDP) – 1.2 (’04)

Economic performance

• GDP (US $ billion) -56.6, PPP US $ billion -260.4 (’04) • GDP per capita – US $ - 406, PPP US $ - 1870 (’04) • GDP per capita – annual growth rate (%) – 2.5 (’90 – ’04)

Inequality in income or consumption

• Share of income or expenditure (%) - Poorest 10% - 3.9, poorest 20% - 9.0 - Richest 20% - 41.3, richest – 10% - 26.7 (’00)

• Inequality measures : - Richest 10% to poorest 10% - 6.8 (’00) - Richest 20% to poorest 20% - 4.6 (’00)

Literacy and enrolment

• Adult literacy rate – (% age 15 & above) – 41.1% (’03) • Youth literacy rate (% age 15 – 24) – 49.7 (’03) • Net primary enrolment ratio – 94% (’04) • Net secondary enrolment ratio – 48% (’04) • Children reaching grade 5 (% of grade 1 student) – 65% (’03) • Tertiary student in science, math and engineering (% of all tertiary student) – 13 (’99 –

’04) Inequalities in maternal and child birth

• Birth attended by skilled health personnel (%) – Poorest 20% - 4, Richest 20% - 42 (’99)

• One year fully immunized () – Poorest 20% - 50, Richest – 20% - 75 (’99) • Infant mortality rate (per 1000 live births) – Poorest 20% - 93, Richest 20% - 58 (’99)

61

• Under five mortality rate (per 1000 live births) – Poorest – 20% - 140, Richest – 20% - 72 (’99).

• Maternal Mortality ratio reported (per 1,00,000 live birth) – 380 (’90 – ’04) Water, Sanitation and Nutritional Status

• Population with sustainable access to improved sanitation – 39% (’04) • Population with sustainable access to an improved water source – 74% (’04) • Population under nourished – 30% (’01 – ’03) • Children under weight for age (% under age 5) – 48 (’96 – ’04) • Infant with low birth weight (%) – 30 (’96 – ’04)

Gender Related Development Gender Development Index (GDI)

• Rank – 102 (’06) • Life expectancy at birth : Female – 64.2, Male – 62.5 (’04) • Adult literacy rate (%age 15 and above) : Female – 31.4, Male – 50.3 (’03) • Combined primary, secondary and tertiary gross enrolment ratio : Female – 58%, Male

– 56% (’04) • Estimated earned income – (PPPUS$) – Female – 1,170, Male – 2,540 ((’04)

Gender Empowerment Measure (GEM)

• Rank – 67 (’06), 79 (’05) • Seat in parliament held by women (as % of total) – 2.0% (elected), with selected –

14.8 (’01 – ’05) • Female legislators, senior officials and managers (as % of total) – 8% (’03) • Female professional and technical workers (as % of total) – 12% (’06) • Ratio of estimated female to male earned income – 0.46

Gender inequality in education

• Adult literacy : Female rate (% age 15 & above) – 31.4 (’03) - Female rate as % of male rate – 62 (’03)

• Youth literacy rate : Female rate (%age 15 – 24) – 41.1 (’02) - Female rate as %of male rate – 71 (’02)

• Net primary enrolment : - Female ratio – 95%, ratio of female to male – 1.03 (’04)

• Net secondary enrolment : Female ratio – 51%, Ratio of female to male : 1.11 (’04) • Gross tertiary enrolment : Female ratio – 4%, Ratio of female to males – 0.50 (’04)

Gender inequality in economic activity

• Female economic activity rate (age 15 & above) – 52.9% (’04) - As % of male rate – 84% (’04)

• Employment by economic activity : - Agriculture – Female – 77%, Male – 53% (’95 – ’03) - Industry – Female – 9%, Male – 11% (’95 – ’03) - Service – Female – 12, Male – 30% (’95 – ’03)

• Contributing family workers (as % of total) - Female 58%, Male – 42% (’95 – ’04)

62

Gender, work burden and time allocation (Rural)

• Burden of work : Work time (hours & minutes per day) : Female 9H 5m, Male 8H 16m; Females work time as % of male – 110% (’90)

• Total work time : market activities – 52%; Non-market activities – 48% (’90) • Market activities : Female – 35%; Male – 65% (’90) • Non-market activities : Female – 70%, Male – 30% (’90)

Women empowerment • Year women received right :

- to vote 1935 (limited), 1947 & 1972; o stand for election 1935, 1972 • Year of first women elected (E) or appointed (A) to parliament – 1973 (E) • Seat in parliament held by women (as % of total) – 2.0 (01 – ’05), 14.8 (with reserved

seat) • Women in ministerial level (as % of total) – 8.3% (’01 – ’05) • Registered female voters at least election (total) – 36315684 (’01) • Female voters (as % of total) – 48.42% (’01) • Female judges (as % of total) – 8.85% (’99) • Supreme court – 0.00 (’95 – ’99); high court / court of appeal – 0.00 (’95 – ’99) • Female lawyers (as % of male) – 14.3% (’95 – 99)

Refugees and armaments

• Internally displaced people (thousands) – 500 (’05) • Refuges – by country of asylum (thousands) – 21(’05) • Refuges by country of origin (thousands) – 7 (’05) • Conventional arms transfers (1990 prices) : Import – 27 million US$ (’05) • Total armed forces (thousand) – 1.38 (’06)

Status of major international human rights instruments Ratification of major international human rights instruments by GOB

• International Convention on the Prevention and punishment of the crime of genocide – 1948

• International Convention on the Elimination of All Forms of Racial Discrimination – 1965

• International Convenant on Civil and Political Rights – 1966 • International Convenant on Econimic, Social and Cultural Rights – 1966 • Convention on the Elimination of All Forms of Discrimination Against Women

(CEDAW) – 1979 • Convention Against Torture and other Cruel Inhuman or Degrading Treatment or

Punishment – 1984 • Convention on the Rights of Child (CRC) – 1989 • Freedom of Association and collective bargaining Convention • Elimination of Forced and Compulsory Labour Convention • Abolition of Forced Labour Convention • Equal Remuneration convention • Elimination of Discrimination in respect of Employment and Occupation Convention • Abolition of child labour convention

63

• Abolition of Worst Forms of Child Labour Convention • Optional Protocol, CEDAW – 1999

MDG Related Country Profile

• Children under weight for age (% under age 5) – 48 (’92 – ’02) • Population below income poverty line (%) :

$1 a day – 36.0 (’90 – ’03), $2 a day – 82.8 (’90 – ’03), National Poverty line – 49.8 (’90 – ’02)

• Children under weight for age (% under age 5) – 48 (’95 ’03) • Population under nourished (’00 – ’02) – 30% • Population with sustainable access to improved sanitation – 48% (’02) • Population with sustainable access to an improved water source – 75% (’02) • Birth attended by skill personnel – 12% (’95 – ’02) • One year fully immunized (%) – Poorest 20% - 50.3, Richest – 20% - 74.9 (’99) • Malaria cases (per 1,00,000 people) – 40 (’00) • Tuberculosis cases (per 1,00,000 people) – 447 (’02) • Tuberculosis cases detected under DOTS (%) – 33 (’03) • Maternal mortality ratio reported (per 1,00,000 live birth) – 380 (’03) • Youth literacy rate (% age 15-24) – 49.7 (’03) • Net primary enrolment ratio – 84% (’02 – ’03) • Children reaching grade 5 (% of grade 1 student) – 54% (’01 – ’02) • Telephone mainline (per 1,000 people) – 5 (’03) • Cellular (mobile) subscriber’s (per 1,000 peoples) – 10 (’03) • Share of income or consumption (%)

- Poorest 10% - 3.9, poorest 20% - 9.0; - Richest 20% - 41.3, richest – 10% - 26.7 (’00)

• Inequality measures : - Richest 10% to poorest 10% - 6.8 (’00) - Richest 20% to poorest 20% - 4.6 (’00)

• Total debt service : As % of GDP – 1.3, As % of exports of goods and net income from abroad services - 8.3 (’03)

• GDP per unit of energy use (2000 PPP US$ per kg of oil equivalent – 10.5 (’02) • Carbon dioxide emissions – per capita (matric tons) – 0.3 (’02) • Share of world total – 0.1% (’00) • Youth literacy rate : Female rate (%age 15 – 24) – 41.1 (’02) • Female rate as % of male rate – 71 (’02) • Net primary enrolment : • Female ratio – 86%, Ratio of females to males – 1.04 (’02 – ’02) • Net secondary enrolment : Female ratio – 47%, Ratio of females to males : 1.11 (’02 –

’03) • Gross tertiary enrolment : Female ratio – 4%, Ratio of females to males – 0.50 (’02 –

’03).

64

65

Annexure – 3.1

Capacity building initiatives under Diakonia support During 2003 - 2006

Name of Organization: ADESH

Number of Participants

Held on (date) Name of Training/Workshop/Expo

sure

Participants background

Women

Men Total

From To

Place of Training

Name & organization of

Facilitator

Sponsored organization

L.F.A ED, CO, PO, GAD 1 3 4 21-6-03 26-6-03 BRAC T.C BRAC Diakonia

Account Management Accounts Officer, Asst. Accounts Officer

1 1 2 18-9-04 RIDS RIDS Diakonia

Human Rights & Legal Aid CO, PO, DW 1 2 3 13-7-05 15-7-05 Agriculture University

Maymensing

Ain-O-Salish Kendro Diakonia

Gender and Development GAD officer, DW 2 - 2 10-1-06 12-1-06 YWCA Diakonia

Strategic Planning ED, CO, GAD Officer 1 2 3 2-3-06 3-3-06 YWCA Diakonia

Developing monitoring tools and Reporting System

ED, CO, PO, MO 1 3 4 7-5-07 11-5-07 YWCA Diakonia

Coordination meeting ED 1 Yearly 4 times Diakonia Office Part. Office Diakonia

Yearly Partner meeting ED, CO, PO, GAD 1 3 4 Yearly 1 times Diakonia

Partner’s EC & Donors Coordination meeting

EC Member & Diakonia Country Representative

Diakonia partner meeting ED, CO, Accounts Officer

3 3 3-3-07 5-3-07 BRAC

Gazipur Diakonia Diakonia

Workshop on Diakonia Bangladesh. Strategy work plan

ED, CO, GAD Officer 1 2 3 3-12-05 8-12-05 YWCA Srilanka Diakonia

Octagon

Workshop on HIV/AIDS Advocacy & Networking ED, CO, DW. 1 2 3 5-9-05 M.K.P Diakonia

66

Annexure – 3.2 Capacity Building Initiatives under Diakonia Support

During 2003-2006 (PARTNER) Number of

Participants Held on (Date) Name of Training/

Workshop/ Exposure

Participants background

Women Men Total From To

Place of Training

Name & Organization of Facilitator

Sponsored Organization

Training on Logical Framework Analysis

Director, Deputy Director, Coordinator, Women Development Officer & Area Manager. All of the Participants were well acquainted in Development activities.

01 03 04 22nd June’ 2003

26th June’ 2003

BRAC Training Centre, Khagan, Savar, Dhaka

BRAC, Khagan, Savar, Dhaka

Diakonia

Training on Participatory Rural Appraisal (PRA)

Deputy Director & Area Manager. Participants were well experience in Development activities.

01 01 02 In CY 2003

In CY 2003

DASHCO, Training Venue Rajshahi

DASHCO, Rajshahi

Diakonia

Capacity Building Initiatives under Diakonia Support During 2003-2006

Number of

Participants Held on (Date) Name of Training/

Workshop/ Exposure

Participants background

Women Men Total From To

Place of Training

Name & Organization of

Facilitator

Sponsored Organization

Training on Logical Framework Analysis, Base Line Survey and Octagon

Director, Deputy Director (s), Coordinator Women Development Officer, Area Manager and Program Organizer. All of the Participants were vast knowledgeable on Development arena.

18 20 38 20th July 2004

21st July 2004

Training Centre PARTNER, Rajshahi

Mr. B. Nath Executive Director RIDS, Dhaka

Diakonia

Training on Human Rights and Legal Aid

Women Development Officer and Area Manager. Participants have the sound knowledge of development activities.

01 01 02 13th July 2005

15th July 2005

Graduate Training Institute (GIT), Mymensingh

Ain O Salish Kendro Mymensingh

Diakonia

67

Capacity Building Initiatives under Diakonia Support During 2003-2006

Number of

Participants Held on (Date) Name of

Training/ Workshop/ Exposure

Participants background

Women Men Total From To

Place of Training

Name & Organization of

Facilitator

Sponsored Organization

Gender Workshop

Director, Deputy Director (s), Coordinator, Area Manager (s) and the members of Narighogajog Kendro. Participants were well experience in Development activities.

10 05 15 17th August 2005

17th August 2005

TRAC, BRAC, Rajshahi

Dr. Profulla C. Sarker, Professor R.U. and Janntual Ferdous, Assistant Professor, RU

Diakonia

HIV/AIDS Workshop

Director, Deputy Director, Coordinator and Women Development Officer. All the Participants were well acquainted in Development arena.

02 02 04 5th September, 2005

5th September, 2005

MKP Training Center, Thakurgaon

Government High Official, Thakurgaon

Diakonia

Capacity Building Initiatives under Diakonia Support During 2003-2006

Number of

Participants Held on (Date) Name of

Training/ Workshop/ Exposure

Participants background

Women Men Total From To

Place of Training

Name & Organization of Facilitator

Sponsored Organization

Strategic Planning workshop 2007-2009

Director, Deputy Director (s), Coordinator, Liaison and Information Officer. Participants were well experience in Development activities

02 03 05 4th December, 2005

8th December 2007

YWCA Dhaka Ms. Mallika Samaranayake Institute for Participatory Interaction in Development, Sri Lanka.

Diakonia

WTO Workshop/ Seminar

Deputy Director and Women Development Officer. Participants were well acquainted in Development arena.

01 01 02 10th December, 2005

11th December 2005

Sankit Jana Vikash Kendra, Jamsadpur, Jharkhand, India

Professor J.C.Singh, India

Diakonia

68

Capacity Building Initiatives under Diakonia Support During 2003-2006

Number of

Participants Held on (Date) Name of

Training/ Workshop/ Exposure

Participants background

Women Men

Total From To

Place of Training

Name & Organization of Facilitator

Sponsored Organization

Exposure Visit

Deputy Director and Women Development Officer. Participants were well experience in Development activities

01 01 02 12th December, 2005

14th December 2005

Sankit Jana Vikash Kendra, Vikash, Maitry Jono Uunnayan Samity and XISS Jamsadpur,

Respective Organization members

Diakonia

Training on Gender and Development

Coordinator, Women Development Officer, Liaison and Information Officer and Program Organizer Participants were well experience in Development activities

04 - 04 10th February’

2006

12th February

’2006

YWCA, Dhaka

Fouzia Khandaker Eva Proshika, Dhaka

Diakonia

Capacity Building Initiatives under Diakonia Support During 2003-2006

Number of

Participants Held on (Date) Name of

Training/ Workshop/ Exposure

Participants background

Women Men

Total From To

Place of Training

Name & Organization of

Facilitator

Sponsored Organization

Strategy Working Plan and Monitoring Tools

Director, Deputy Director Participants were well experience in Development activities

01 01 02 2nd March 2006

3rd March 2006

Diakonia Dhaka Office

Mr. B. Nath Executive Director, RIDS, Dhaka

Diakonia

Refresher Training on

Director, Deputy Director (s) Women Development Officer,

14 11 25 24th, May 2006

25h, May 2006

Training Centre,

Sultana Begum Country

Diakonia

69

Octagon Area Manager (s) and Teacher (s) Participants were well acquainted in Development arena.

PARTNER, Rajshahi

Representative, Diakonia, Bangladesh

Capacity Building Initiatives under Diakonia Support During 2003-2006

Number of

Participants Held on (Date) Name of Training/

Workshop/ Exposure

Participants background

Women Men

Total From To

Place of Training

Name & Organization of

Facilitator

Sponsored Organization

Workshop on Human Rights and God Governance

Director, Deputy Director, Coordinator Participants were well acquainted in Development arena.

01 02 03 3rd August ‘2006

3rd August ‘2006

Agricultural Extension Building-BAU, Mymensingh

S.M.Muklesur Rahman Lecture of Political Science, Ananda Mohon Collage, Mymensingh, Dr. M.Habib Asstt. Prof. BGU, Mymensingh and Prof. Jatin Sarker, Chairman Bangladesh Udichi Shilpi Gusthi, Dhaka

Diakonia

Capacity Building Initiatives under Diakonia Support During 2003-2006

Number of

Participants Held on (Date) Name of Training/

Workshop/ Exposure

Participants background

Women Men

Total From To

Place of Training

Name & Organization of

Facilitator

Sponsored Organization

Workshop on HIV/AIDS

Director, Deputy Director, Coordinator and Women Development Officer Participants were well acquainted in Development arena.

02 02 04 13th September2006

13th September2006

MKP Training Centre, Thakurgaon

Government High Official Thakurgaon

Diakonia

70

Workshop on violence against women

Country Representative Diakonia, Bangladesh and all the members of Narighogajog Kendra. Participants were well known about the development issues.

35 02 37 11th December 2006

11th December 2006

GDRC, Rajshahi

Mr. Hasan Millat, Chief Editor Sonali Sangbad, Rajshahi

Diakonia

71

Annexure – 3.3 Capacity building initiatives under Diakonia support

During 2003 – 2006 Name of Organization : Social Association for Rural Advancement (SARA)

Number of Participants

Held on (date) Name of Training/Worksh

op/Exposure

Participants background

Women

Men Total From To

Place of Training

Name & organization of Facilitator

Sponsored organizatio

n

Development and Management

Training

-Mr. Akteruzzaman, Credit Supervisor. -Mr. Shahidullaha- Credit Supervisor. -Mr. Abu Hanif - Credit Supervisor -Ms. Sima Snal- Field Trainer - Ms.Torulata Mrong- Credit Supervisor - Ms. Shadhana- Credit Supervisor

03 03 06 7th June 2003

13thJune 2003

RHRDC-PROSIKA, Mymensingh.

PROSIKA, Mymensingh.

SARA,Diakonia

LFA Training -Mr. Tushar Daring-Executive Director. - Mr. Shahidullah-Deputy Director. -Mr. Moinuddin - Ahemed –Program Coordinator. -Ms. Raushan Ara–Assistance Information Officer.

01 03 04 22th June 2003

26th June 2003

TARC-BRAC Khagan Saver

BRAC Khagan

Saver,Dhaka.

Diakonia

Capacity development and organizational sustainability

-Mr. Mukter Hossain -Area Manager -Mr. Muzaffar Rahman Chowdhury- Area Manager -Mr. Abdul Alim-Area Manager.

03 07 10 22th Novemb

er 2004

25th Novembe

r 2004

RHRDC-PROSIKA, Mymensingh.

PROSIKA, Mymensingh.

SARA,Diakonia

72

Number of Participants

Held on (date) Name of Training/Workshop/Exposure

Participants background

Women

Men Total From To

Place of Training

Name & organization of

Facilitator

Sponsored organization

-Mr. Rafiqul Azad-Assistant Accountant -Mr.Nicholash Pattang-Information Officer -Ms. Roushan Area- Assistance Information Officer. -Ms.Shefali Khandaker Health Officer. -Ms.Nargish Pervin-Gender development Officer. -Mr.Saidur Rahman-Program Supervisor. -Mr.Mozibur Rahman- Credit Officer.

Gender Workshop

-Mr. Tushar Daring-Executive Director. - Mr. Shahidullah-Deputy Director. -Ms. Nargish Pervin - Gender development Officer. -Ms.Sumona Haque- Field Trainer -Ms. Munnie- Field Trainer

03 02 05 17th August 2005

-- TARC -BRAC Rajshahi

Prof. of Rajshahi

University.

Partner,Diakonia

Human Rights and Legal Aid Training

-Ms. Nargish Pervin - Gender Dev. Officer -Mr. Muzaffar Ch. Area Manager -Ms. Roushan Ara Begum Asst. Information Officer.

02 01 03 13th July 2005

15th July 2005

Graduate Training Institute (GTI) Mymensingh.

Ain O Shalish Kendro, Dhaka.

SARA,Diakonia

73

Number of Participants Held on (date)

Name of Training/Workshop/Exposure

Participants background Women Men Total From To

Place of Training

Name & organization of Facilitator

Sponsored organizatio

n

02 02 04 5th Septembe

r 2005

-- Training Centre MKP Thakurgown

Govt. Officer. MKP,Diakonia

Strategic Plan workshop 2007-2009

-Mr. Tushar Daring-Executive Director. - Mr. Shahidullah-Deputy Director. - Mr. Muzaffar Rahman Chowdhury- Area Manager -Ms. Nargish Pervin-Gender development Officer. -Ms. Roushan Area- Assistance Information Officer.

02 03 05 4th December

2005

8th

December

2005

Conference Room YWCA,Dhaka

Ms.Mollika Samaranayake IPID Srilanka.

Diakonia

Seminar on WTO

-Mr. Tushar Daring-Executive Director.

- 01 01 10th December

2005

11th Decemb

er 2005

Sankit Jana Vikash Kendra Jamshedpur, JHAKHAND, INDIA.

Dr. Professor

Sing.

India.

Diakonia

74

Participants background Number of Participants

Held on (date) Name of Training/Workshop/Exposure Wo

men Men Tota

l From To

Place of Training

Name & organization of Facilitator

Sponsored organization

Training on Monitoring and

evaluation

-Mr. Mukter Hossain -Area Manager -Mr. Muzaffar Rahman Chowdhury- Area Manager -Mr. Abdul Alim-Area Manager. -Mr. Rafiqul Azad-Assistant Accountant -Mr.Nicholash Pattang-Information Officer -Ms. Roushan Area- Assistance Information Officer. -Ms.Shefali Khandaker Health Officer. -Ms.Nargish Pervin-Gender development Officer. -Mr.Saidur Rahman-Program Supervisor. -Mr.Mozibur Rahman- Credit Officer. -Mr.Ismail Hossain-Accounts Officer. - Mr. Shahidullah-Deputy Director.

03 09 12 18th Decemb

er 2005

22th December

2005

SARATraining Center, Mymensingh.

Mr. Shibu Das PROSIKA, Kytya, Manikgonj,

SARA Diakonia

Number of Participants Held on (date) Name of Training/Workshop/Exposure

Participants background Women Me

n Tota

l From To

Place of Training

Name & organization of

Facilitator

Sponsored organization

Gender & Development

Training

-Ms. Roushan Area- Assistance Information Officer. -Ms.Shefali Khandaker Health Officer. -Ms.Nargish Pervin-Gender development Officer. - Ms.Torulata Mrong- Credit Supervisor

04 -- 04 10th February

2006

12th Februar

y 2006

Conference Room

YWCA,Dhaka

Ms.Fawzia Khondker PROSIKA, Kytya, Manikgonj,

Diakonia

75

Seminar on Human Rights &

Good Governance

-Mr. Mukter Hossain -Area Manager -Mr. Muzaffar Rahman Chowdhury- Area Manager -Mr. Abdul Alim-Area Manager. -Mr. Rafiqul Azad-Assistant Accountant -Mr.Nicholash Pattang-Information Officer -Ms. Roushan Area- Assistance Information Officer. -Ms.Shefali Khandaker Health Officer. -Mr.Saidur Rahman-Program Supervisor.

07 15 22 3rd August 2006

- Agricultural Extension Building,

BAU-Mymensing

h.

- S.M Muklesur Rahman, Lecturer, Deprtment of Political Science, Ananda Muhan University College, Mymensigh. - Dr. Masuma Habib, Asstt. Prof., Bangladesh Agricultural University, Mymensingh. - Prof. Jatin Sarker Chairman Bangladesh Udichi Shilpi Gusthi, Dhaka.

SARA Diakonia

76

Number of Participants

Held on (date) Name of Training/Worksh

op/Exposure

Participants background

Women

Men Total From To

Place of Training

Name & organization of

Facilitator

Sponsored organizatio

n

-Mr.Mozibur Rahman- Credit Officer. -Mr.Ismail Hossain-Accounts Officer. - Mr. Shahidullah-Deputy Director. -Mr. Tushar Daring-Executive Director. -Mr. Malaque-Field Trainer -Ms.Hasnara Mahmood-Field Trainer. -Ms.Razia Akter-Field Trainer. -Ms.Alponarani Biswas-Field Trainer -Ms. Seema Snal-Field Trainer -Mr. Debashis Sarker, Community Organizer, -Mr.Kamrul Islam,Field Trainer, -Mr.Rajat Kanti, Community Organizer, -Torulota Mrong, Field Trainer. -Mr.Torite Mankin, Field Trainer.

77

Number of Participants

Held on (date) Name of Training/Worksho

p/Exposure

Participants background

Women

Men Total

From To

Place of Training

Name & organization of Facilitator

Sponsored organization

Workshop on HIV/AIDS

-Mr. Tushar Daring-Executive Director. - Mr. Shahidullah-Deputy Director. - Ms.Shefali Khandaker Health Officer.

01 02 03 13th Septembe

r 2006

-- Training Center MKP Thakurgown

Govt. Officer MKP,Diakonia

Human Rights & Social Mobilization

-Torulota Mrong, Field Trainer. -Mr.Torite Mankin, Field Trainer. Ms.Alponarani Biswas-Field Trainer -Ms. Seema Snal-Field Trainer -Mr. Aslam Perves, Field Trainer. -Mr. Rupontozo,Field Trainer, -Mr. Akikul,Field Trainer -Mr.Harun or Rashid,Field Trainer. -Ms.Hipa Chiran, Field Trainer, -Mr..Sawakat Hossain, Field Trainer -Mr. Mamun.Field Trainer -Mr.Beauty Begum,Field Trainer, -Mr.Khurshed,Field Trainer

05 08 13 19th December

2006

21th December

2006

RHRDC-PROSIKA, Mymensingh.

Ms. Anzumanara PROSIKA, Mymensingh.

SARA Diakonia

78

Annexure – 3.4

Capacity building initiatives under Diakonia support During : 2003-2006

Name of Organization: AKOTA, Gaibandha. Number of Participants

Held on (date) Name of Training/ Workshop/ Exposure

Participants background

Women

Men

Total

From To

Place of Training

Name & and organization of

Facilitator

Sponsored

Organization

Training : 2003 Training on Women rights and family

law

Group members

25 - 25 3 march 03 5march03 AKOTA training Center

Samad, Bimal AKOTA

Diakonia Banglades

h Training on prevention of early child

marriage Group

members 25 - 25 13 march 03 15march03 AKOTA

training Center

Samad, Bimal AKOTA

Diakonia Banglades

h Training on prevention of early child marriage

GDF members 13 12 25 2 April03 4April03 AKOTA training Center

Samad, Bimal Rebeyab Sultana

AKOTA

Diakonia Banglades

h Training on Leadership

Development Group

Member 25 - 25 15 April03 17 April03 AKOTA

training Center

Samad, Afroza Rebeyab Sultana

AKOTA

Diakonia Banglades

h Training on Organograme of Uinon parishad & responsibility & duties of

elected representative.

U.P Chairman, Member

12 13 25 25 April03 27 April03 Union Parishad

Samad, Bimal Diakonia Banglades

h Training on Gender & Development Group

Member 25 - 25 05 May 03 07 May 03 AKOTA

training Center

Afroza Rebeyab Sultana AKOTA

Diakonia Banglades

h Training on Gender & Development

elected Public representative. U.P

Chairman, Member

12 13 25 13 May 03 15 May 03 Union Parishad

Samad, AKOTA Diakonia Banglades

h Training on Primary Health Care Group

Member 12 13 25 18 May 03 20 May 03 AKOTA

training Center

Thana Family Planning Officer Rebeyab Sultana

AKOTA

Diakonia Banglades

h

Training on Traditional Birth Attendance

Group Member

07 - 07 03 June 03 09 June 03 AKOTA training Center

Thana Family Planning Officer Rebeyab Sultana

AKOTA

Diakonia Banglades

h

Training on Health Follow-up AKOTA Staff 12 13 25 12 June 03 14 June 03 AKOTA training

Civil Surgeon, Thana Family

Diakonia Banglades

79

Center Planning Officer h Training on Rural Doctor Rural Doctor - 10 10 22 June 03 25 June 03 AKOTA

training Center

Civil Surgeon, Thana Family

Planning Officer

Diakonia Banglades

h Training on Identifying of income

Generating Activities. Group

Member 12 13 25 4 July 03 6 July 03 AKOTA

training Center

Afroza Rebeyab Sultana AKOTA

Diakonia Banglades

h Training on Seed preservation Group

Member 12 13 25 13 August03 15 August03 AKOTA

training Center

Afroza, Shahinur AKOTA

Diakonia Banglades

h Training on IPM of Livestock Group

Member 12 13 25 2 September03 5 September

03 AKOTA training Center

Upazilla Livestock Officer

Diakonia Banglades

h Training on Poultry rearing &

Vaccination Group

Member 10 - 10 6 October 03 8 October 03 AKOTA

training Center

Upazilla Livestock Officer

Diakonia Banglades

h Training on Vaccination of Livestock Group

Member - 10 10 3 November 03 07

November03 AKOTA training Center

Upazilla Livestock Officer

Diakonia Banglade

sh Training on Establishment of Nursery Group

Member 10 - 10 12

November03 16

November03 AKOTA training Center

Upazilla Agriculture Officer, & Private

Productive

Diakonia Banglade

sh Training : 2004

Training on Women rights and family law

Group members

25 - 25 5 February 04 7 February 04 AKOTA training Center

Samad, Bimal AKOTA

Diakonia Banglade

sh Training on prevention of early child

marriage Group

members 25 - 25 13 march 04 15march04 AKOTA

training Center

Shahinur, Rabeya Sultana. AKOTA

Diakonia Banglade

sh Training on prevention of early child

marriage GDF members

& Elites 13 12 25 12 April04 14April04 AKOTA

training Center

Samad, Bimal Rebeyab Sultana

AKOTA

Diakonia Banglade

sh Training on Leadership

Development Group

Member 25 - 25 24 April04 27 April04 AKOTA

training Center

Afroza Rebeyab Sultana AKOTA

Diakonia Banglade

sh Training on Primary Health Care Group

Member 12 13 25 05May 04 07 May 04 AKOTA

training Center

Thana Family Planning Officer Rebeyab Sultana

AKOTA

Diakonia Banglade

sh

Training on Health Follow-up AKOTA Staff 12 13 25 25 May 04 27 May 04 AKOTA training

Thana Family Planning Officer

Diakonia Banglade

80

Center Rebeyab Sultana AKOTA

sh

Training on Traditional Birth Attendance

Group Member

07 - 07 03 July 04 09 July 04 AKOTA training Center

Thana Family Planning Officer

Diakonia Banglade

sh Training on Rural Doctor Rural Doctor - 10 10 15 August 04 17 August04 AKOTA

training Center

Civil Surgeon Thana Family

Planning Officer

Diakonia Banglade

sh Training on Homestead gardening Group

Member 25 - 25 03 September

04 05 September

04 AKOTA training Center

Bimal, Shahinur AKOTA

Diakonia Banglade

sh Training on Poultry rearing &

Vaccination Group

Member 10 - 10 23 September

04 25 September

04 AKOTA training Center

Upazilla Livestock Officer

Diakonia Banglade

sh Training on Vaccination of Livestock Group

Member - 10 10 02 october 04 04 october 04 AKOTA

training Center

Upazilla Livestock Officer

Diakonia Banglade

sh Training on Establishment of Nursery Group

Member 10 - 10 12 November

04 14 November

04 AKOTA training Center

Upazilla Agriculture Officer, & Private

Productive

Diakonia Banglade

sh Training on Fish Culture Group

Member 25 - 25 18 November

04 20 November

04 AKOTA training Center

Upazilla Fishries Officer, Samad

Diakonia Banglade

sh Training on Documentation &

Reporting AKOTA Staff 05 05 10 24 November

04 26 November

04 AKOTA training Center

Joynul Abedin Dist. officer HANDICAP

Diakonia Banglade

sh Training : 2005

Training on Women rights and family law

Group members

25 - 25 02 march 05 4march05 AKOTA training Center

Bimal Shahinur AKOTA

Diakonia Banglade

sh Training on prevention of early child

marriage Group

members 25 - 25 15 April 05 17 April 05 AKOTA

training Center

Rebeyab Sultana Shahonur Begum

AKOTA

Diakonia Banglade

sh Training on Gender & Development Group

members 25 - 25 10 May 05 12 May 05 AKOTA

training Center

Samad, Shahonur Begum AKOTA

Diakonia Banglade

sh

Training on Gender & Development GDF, GCA, Elites

12 13 25 20 May 05 22 May 05 AKOTA training Center

Samad, Shahonur Begum AKOTA

Diakonia Banglade

sh

81

Training on Gender & Development GDF Member 12 13 25 03 June 05 05June 05 AKOTA training Center

Samad, Shahonur Begum AKOTA

Diakonia Banglade

sh Training on Documentation &

Reporting AKOTA Staff 05 05 10 10 August05 12 August 05 AKOTA

training Center

Joynul Abedin Dist. officer HANDICAP

Diakonia Banglade

sh Training on Human Rights Group

Member 25 - 25 13 November

05 15 November

05 AKOTA training Center

Khalilur Rahman Shahonur Begum

AKOTA

Diakonia Banglade

sh

Training : 2006 Training on Women rights and family

law

Group members

25 - 25 06 March 06 08 March 06 AKOTA training Center

Shahinur, Rabeya Sultana. AKOTA

Diakonia Banglade

sh Training on prevention of early child

marriage Group

members 25 - 25 17 April 06 19 April 06 AKOTA

training Center

Shahinur, Rabeya Sultana. AKOTA

Diakonia Banglade

sh Training on Leadership

Development Group

Member 25 - 25 10 May 06 12 May 06 AKOTA

training Center

Shahinur, Rabeya Sultana. AKOTA

Diakonia Banglade

sh Training on Gender & Development GDF, GCA,

Elites 12 13 25 06 June 06 08June 06 AKOTA

training Center

Samad, Bimal Shahinur AKOTA

Diakonia Banglade

sh Training on Gender & Development GDF Member 12 13 25 9 July 06 11July 06 AKOTA

training Center

Samad, Shahinur AKOTA

Diakonia Banglade

sh Training on Gender & Development

Staff and Volunteers group Staff &

Volunteers 12 13 25 19 August 06 21 August 06 AKOTA

training Center

Samad, Shahinur Bimal AKOTA

Diakonia Banglade

sh Training on Documentation &

Reporting AKOTA Staff 05 05 10 05 September

06 07 September

06 AKOTA training Center

Joynul Abedin Dist. officer HANDICAP

Diakonia Banglade

sh Training on Basic Human Rights Group

Member 25 - 25 15 October 06 17 October 06 AKOTA

training Center

Khalilur Rahman Golam Mostofa

AKOTA

Diakonia Banglade

sh Training on Human Rights Law for

Staff AKOTA Staff 12 13 25 06 November

06 08 November

06 AKOTA training Center

Adv. Hanif Belal Khalilur Rahman Shahinur,AKOTA

Diakonia Banglade

sh Training on Basic Human Rights and

Management Group

Member, GDF Member

13 12 25 21 November 06

23 November 06

AKOTA training Center

Golam Mostofa Khalilur Rahman Shahinur,AKOTA

Diakonia Banglade

sh

82

Capacity building initiatives under Diakonia support During : 2003-2006

Name of Organization: AKOTA, Gaibandha. Number of Participants

Held on (date) Name of Training/ Workshop/ Exposure

Participants background

Women

Men

Total

From To

Place of Training

Name & and organization of Facilitator

Sponsored

Organization

Seminar 2003 Seminar on women in law

GDF, Group members

18 17 35 18 March 03 - AKOTA training Center

Ad. Hanif Belal Ad. Nirgish Aktar Banu Jug Court, Gaibandha

Diakonia Banglade

sh Seminar on gender and Development GDF, Group

members 18 17 35 10 April 03 - AKOTA

training Center

Samad, Bimal AKOTA

Diakonia Banglade

sh Seminar on Arsenic GDF members and Elites

20 20 40 07 May 03 - AKOTA training Center

D.P.H.E Engineer & N.G.O Representative

Diakonia Banglade

sh Seminar on women participation in democracy

Institution Committee

Group Member

18 17 35 10 June 03 - AKOTA training Center

Political Lider, School & College Teacher

Diakonia Banglade

sh

Seminar 2004 Seminar on women in law

Group Member

18 17 35 10 March 04 - AKOTA training Center

Ad. Hanif Belal Ad. Nirgish Aktar Banu Jug Court, Gaibandha

Diakonia Banglade

sh Seminar on women participation in democracy

Group Member

18 17 35 07 April 04 - AKOTA training Center

Political Lider, School & College Teacher

Diakonia Banglade

sh Seminar on gender and Development GDF members

and Elites 18 17 35 25 May 04 - AKOTA

training Center

Samad, AKOTA Diakonia Banglade

sh Seminar on Arsenic GDF members

and Elites 20 20 40 12 June - AKOTA

training Center

D.P.H.E Engineer & N.G.O Representative

Diakonia Banglade

sh Seminar 2005 Seminar on women in law

Group Member

18 17 35 20 March 05 - AKOTA training Center

Ad. Hanif Belal Ad. Nirgish Aktar Banu Jug Court, Gaibandha

Diakonia Banglade

sh Seminar on gender and Development AKOTA Staff 18 17 35 8 April 05 - AKOTA

training Center

Samad, AKOTA Diakonia Banglade

sh Seminar on Human Rights GDF members 20 20 40 16 May 05 - AKOTA Social welfare Officer Diakonia

83

and Elites training Center

Bangladesh

Seminar on Human Rights based work opportunity

Group Member

18 17 35 20 June 05 - AKOTA training Center

Social welfare Officer Diakonia Banglade

sh Seminar on HIV/AIDS Group

Member 18 17 35 13 November

05 - AKOTA

training Center

Civil Surgeon & D.P.H.C Engineer.

Diakonia Banglade

sh Seminar 2006 Seminar on women in law

Group Member

18 17 35 16 April 06 - AKOTA training Center

Ad. Hanif Belal Ad. Nirgish Aktar Banu Jug Court, Gaibandha

Diakonia Banglade

sh Seminar on gender and Development Group

Member 18 17 35 08 May 06 - AKOTA

training Center

Samad, Bimal AKOTA

Diakonia Banglade

sh Seminar on Human Rights Group

Member 18 17 35 11June 06 - AKOTA

training Center

Social welfare Officer Diakonia Banglade

sh Seminar on Human Rights based work opportunity

GDF members and Elites

20 20 40 03 October 06 - AKOTA training Center

Social welfare Officer Diakonia Banglade

sh Seminar on HIV/AIDS Group

Member 20 20 40 23 November

06 - AKOTA

training Center

Civil Surgeon & T.H.O Gaibandha.

Diakonia Banglade

sh Workshop: 2003 Workshop on importance women participants in local institution/committee

Group Member and

Deferent Committee

17 18 35 11 February 03 - AKOTA training Center

School & College Teacher

Diakonia Banglade

sh

Workshop on prevention of violence against women

Group Member

18 17 35 03 March 03 - AKOTA training Center

Ad. Nirgish Aktar Banu Jug Court, Gaibandha

Diakonia Banglade

sh Workshop on food security Group

Member 20 20 40 05 April 03 - AKOTA

training Center

Upazilla Agriculture Officer & Afroja Parvin

AKOTA.

Diakonia Banglade

sh Workshop: 2004 Workshop on importance women participants in local institution/ committee

Group Member and

Deferent Committee

17 18 35 05 March 04 - AKOTA training Center

Social welfare Officer Diakonia Banglade

sh

Workshop on prevention of violence against women

Group Member

20 20 40 16 May 04 - AKOTA training

Ad. Nirgish Aktar Banu Jug Court, Gaibandha

Diakonia Banglade

84

Center sh Workshop on food security Group

Member 17 18 35 08 September

04 - AKOTA

training Center

Upazilla Agriculture Officer & Afroja Parvin

AKOTA.

Diakonia Banglade

sh Workshop: 2005 Workshop on prevention of trafficking child and women

GDF members and Elites

18 17 35 08 April 05 - AKOTA training Center

Social welfare Officer Diakonia Banglade

sh Workshop on local resource and identification and management

Group Member

20 20 40 18 June 05 - AKOTA training Center

Joynul Abedin Dist. officer HANDICAP

Diakonia Banglade

sh Workshop: 2006 Workshop on entrepreneurship development for IGA

Group Member

18 17 35 13 February 06 - AKOTA training Center

Samad, Bimal AKOTA

Diakonia Banglade

sh Workshop on importance women participants in local institution/ committee

Group Member and

Deferent Committee

17 18 35 22 April 06 - AKOTA training Center

Ad. Nirgish Aktar Banu Jug Court, Gaibandha

Diakonia Banglade

sh

Workshop on prevention of violence against women

Group Member

20 20 40 16 May 06 - AKOTA training Center

Ad. Nirgish Aktar Banu Jug Court, Gaibandha

Diakonia Banglade

sh Workshop on role of democratic practice entrepreneurship development for IGA

Group Member

18 17 35 12 June 06 - AKOTA training Center

Samad, Bimal AKOTA

Diakonia Banglade

sh Workshop on birth and marriage registration

U.P Chairman, Member, Kazi, Imam, Group

& GDF Member

20 20 40 05 September 06

- AKOTA training Center

U.P Chairman, Kazi, Imam

Diakonia Banglade

sh