Bureau of Non-Formal Education - UNESCO | Building … Editorial Non-Formal Education (NFE) is meant...

1

Government of the People's Republic of Bangladesh

Ministry of Primary and Mass Education

Bureau of Non-Formal Education

Report of Action Research on

SUSTAINABLE NON-FORMAL EDUCATION


2

Report of Action Research

Advisory Board Akhter Hossain Bhuiya Director General Bureau of Non-Formal Education

Kiichi Oyasu

Officer-in Charge

UNESCO Dhaka

Abul Quashem Director (Planning) Bureau of Non-Formal Education

Dr. Selima Rahman

Executive Director

RDRS

A F M Faruk Hossain

Joint Secretary & Director (Planning)


Md Mizanur Rahman Additional Deputy Commissioner Education & ICT Rangpur

Technical Assistance

Md Zoglul Haider Assistant Director (Planning) & CapEFA Project Director Bureau of Non-Formal Education

Manjusree Saha

Head (Program Coordination)

RDRS

Md Moshfiqur Rahman Assistant Director

Bureau of Non-Formal Education Rangpur District

Shereen Akhtar Program Officer, Education UNESCO Dhaka

Md Ali Akbar

Assistant Director


Sirajganj & Focal Point

M Shahidul Islam

Program Officer, Education

UNESCO Dhaka

3

Report of Action Research

Researchers

………………………………………………………………..

Members of the Management Committees of the Community Learning Centers Involved with the Project

of Implementation of Sustainable Non-Formal Education Program

Members of the Management Committees of Union Information Centers

Chairmasn & Members of Union Parishads

Representatives of Union People’s Organizations

Facilitators of Community Learning Centers

Facilitators of the NFE Information Centers

Upazila Parishads, Sadar & Kownia, Rangpur

Upazila Administration, Sadar & Kownia, Rangpur

District Administration, Rangpur

Bureau of Non-Formal Education, Rangpur

RDRS Bangladesh

Compilation

Md Rahmatullah

Editing

Ashafa Selim

Design

Sirajus Sadeq

Duration of Research

January-November 2013

Date of Publication

November 2013

4

Editorial

Non-Formal Education (NFE) is meant to be a learning process organized methodologically with some set

objectives to be conducted beyond the formal educational institutions. This can be of varied nature

(contents) and is organized in view of different contexts for the learners deprived of (formal) education. It

represents some flexibility in organization. This has an extensive character that can include primary

education, culture and life-long education. This learning process creates opportunities of poverty

alleviation with the enhancement of income-related skills. This ensures the equity for access to education

and opportunities of human resource development. Within different phases of NFE, there may be some

continuation of basic education, training of skills and continued education. However, it can be also

conducted as a separate stream.

Action research is different from what is in general known as ‘research’. For the usual kind of research,

one researcher or a team having similar outlook and intentions work on some specific area while in the

case of action research, more than 1 person or 1 team may get engaged in the work representing different

professions, opinions and attitudes.

This is, of course, true that often it is very difficult to get very specific results from the action research

group consisting of persons from diverse backgrounds. Sometimes it is not possible at all unless a third

party takes the responsibility of coordination of the findings of the research team. RDRS has played that

third party role in the project titled ‘Empowering Community and Local Government for Ensuring

Sustainable NFE Delivery Mechanisms’. The substantial materials contained in this research represent the

coordinated reflection of the valuable experiences, thinking, beliefs, attitudes and awareness of each

person involved in the implementation of the project.

The primary materials of this publication have been made available by several actors who include:

members of the managing committee of the Community Learning Centers connected with the

implementation of the project of sustainable NFE program; members of the managing committee of the

Union NFE Information Centers; Chairmen and members of the Union Parishads; representatives of the

Union-based people’s organizations; Upazila Parishads of Rangpur Sadar and Kownia; Upazila

administration, Rangpur district administration, district NFE Bureau; representatives of Union Federation

and local people. The guides and manuals of the Community Learning Centers and of NFE Information

Centers at the Union level have also been used. In the task of compilation and editing, care has been taken

to preserve the continuation process and to present them in a lucid way. To do that, sometimes Bangla

words have been substituted for the English ones in consideration of the individual positions and contexts

of the participants in the research process.

If this report of the action research can make even some marginal impact to ensure sustainable NFE, then

the credit should go to each one of the research team. We will have a feeling of success if the experiences

contained in this publication can make any real contribution to the sustainability of NFE.

5

Foreword

Bangladesh has a long history of Non-Formal Education. NFE has been playing an important role in the

extension of education and development of human resource since the independence of the country.

However, many of these NFE programs are being implemented on a project-based and part-time

limitations and so they have a temporary character. As a result, no permanent or sustainable structure of

NFE exists at the local level. But the establishment of such an implementation structure is imperative for

effective and positive implementation of NFE. With this end in view, an ‘Implementation Structure for

NFE’ has been developed by Bureau of Non-Formal Education with support from UNESCO. This

structure is now being experimentally implemented at the field level.

The project titled 'Empowering Community and Local Government for Ensuring Sustainable NFE

Delivery Mechanisms' has been developed as an initiative based on the needs of local people, which is to

be conducted as per their planning and not as a NFE program imposed from outside.

UNESCO Dhaka is providing financial support to implement this experimental project while the

implementation is being carried out by the local people. The district administration, District Bureau of

NFE, Upazila administration & Parishad, Union Parishad and local people's organizations have come

forward to contribute to this local initiative. RDRS Bangladesh is providing support in the

implementation of the project as a technical support team.

Every aspect of this project is being implemented with the participation of the local people. This has been

only made possible since the public departments have also shared some of the responsibilities. And some

problems cropped up at the time of delivering the responsibilities, which have been subsequently solved.

These experiences have been recorded. This report of the action research contains those experiences.

Hope, the realistic situations contained in the report would offer some practical help to take decisions in

the effective implementation of sustainable NFE programs. I convey my sincere thanks to all connected

with the action research and publication of this report.

Akhter Hussain Bhuiya

Director General


6

Prefatory Note

Education for All (EFA) was launched in 1990 at the World Conference held in Jomtien,

Thailand. This global commitment was reaffirmed at the World Education Forum held in Dakar,

Senegal in 2000 with 6 specific goals under the Dakar Framework for Action.

According to the latest Global Monitoring Report on EFA 2013-14, the goals set for EFA will not

be achieved globally by 2015. In the case of Bangladesh, impressive progress has been made on

primary education and gender parity at primary and secondary levels. However, challenges

remain for achieving EFA in view of large numbers of drop-out from schools and also illiterate

youths and adults.

Though Bangladesh has rich experiences in providing education for out-of-school children and

illiterate adults through non-formal education (NFE), many of the activities were undertaken

under time and budget projects. Sustaining the delivery mechanisms of NFE and developing

the capacity of stakeholders have been continuous challenges of this sub-sector.

UNESCO Dhaka has supported Bureau of Non-formal Education (BNFE) of Ministry of Primary

and Mass Education (MoPME) to systematize NFE since 2006 under the CapEFA programme.

The main focuses of the CapEFA during 2012-2014 have been to develop equivalency

programme and also pilot community based learning networking in selected communities of

Rangpur and Sylhet districts.

This Action Research is important part of the piloting of community based learning networks for

sustainable NFE delivery mechanisms. Unlike evaluation reports or external research papers,

this report was developed based on the day to day documentations of local stakeholders

including government, NGOs and communities.

We wish to express our appreciation to those who have contributed to this action research, in

particular RDRS staff who coordinated the research work and consolidated the findings. We

also extended our thanks to BNFE staff for their cooperation for the CapEFA project generally

and this action research particularly. It is expected that the findings of the report will be useful

for the improvement of future strategies of NFE under the forthcoming NFE Act and

regulations.

Kiichi Oyasu Officer-In-Charge UNESCO Dhaka

7

Introductory words from RDRS

In its 42 years' of experience of working in the rural areas of Bangladesh, RDRS has always emphasized

on education for the socio-economic development of the people. RDRS claims an important position

amongst the NGOs working in the area of NFE after the emergence of Bangladesh as a free nation. The

factors of education, awareness building and skills development are connected with RDRS interventions

in an intensified way.

Bangladesh has a good record in the successful implementation of NFE to develop human resource. But

the fact remains that so far we have not been able to establish a permanent structure of NFE. NFE is being

conducted at short and long terms at different intervals, making it very difficult to assess its

comprehensive impact. The NFE learners acquire some expected changes in their level of consciousness,

but they fail to sustain it for some temporary gap and consequently get back to their earlier state. It means

that the change has no lasting impact. This is, by no means, acceptable. NFE must be a continuous and

sustainable process.

The project titled 'Empowering Community and Local Government for Ensuring Sustainable NFE

Delivery Mechanisms' was undertaken as a pilot initiative and action research with a view to establish

NFE as a sustainable program. RDRS has simply offered technical assistance to it. In real terms, the

project has been implemented by local people and the local government. Necessary assistance was made

available by BNFE, district and Upazila administration, various government departments and Union

Federation, an organization of the people.

This publication of the action research could only be possible for the united efforts of all the persons and

organizations involved with the project. RDRS took care to coordinate amongst the actors in the field of

NFE to create a congenial working environment. So, if the valuable realistic experiences and creative

thinking of the villagers of the remote corners of the country as reflected in this report of the action

research can leave any supplementary impact in the area of sustainable NFE interventions, that credit is

due to the people of the working areas of the project.

RDRS believes that if one single person remains deprived of education, our national development suffers

from incompleteness. So, we hope that efforts to create a literate and skilled human resource will continue

through the establishment of a permanent and sustainable structure of NFE.

Dr. Selima Rahman

Executive Director

RDRS Bangladesh

8

Context

Various government and non-government interventions are in place over the years for the education and

training of the adults and the youth. Centers for Continued learning were established for the adults and the

adolescents under a project titled PLCEHD-2. The focus of this initiative has been on vocational training.

In 2008-9, 7181 Continued Learning Centers were established in 29 districts. Some of these had been in

operation till March, 2013.

Centers for education and training were also established earlier under some projects, similar to PLCEHD-

2. These projects, too, were bound by time-frame and budget limitations. With the end of the period of the

projects, the centers were also closed. As a result, the learners of these centers could not make proper use

of their new knowledge and training and the pace of getting themselves out of poverty line could not be

made sustainable.

In this context, a program for skill development (2008-2014) was undertaken to find out a sustainable

strategy for NFE with emphasis on local initiative. UNESCO is offering support to BNFE in this regard.

The objective is to form a rural education and training network with the active participation of Centers for

Continued Learning, Union Parishads, Union Information Service Centers, Union Coordination

Committees for Development, NGOs with experience in the relevant area and government agencies.

With the objective of facing various challenges in the area of NFE in Bangladesh by 2011, the Bureau of

Non-Formal Education and Ministry of Primary and Mass Education, with support from UNESCO and

participation of stakeholders at different levels have designed 3 NFE frameworks, on the basis of a

methodology of 'learning' and 'counseling'. These are: a) NFE Delivery Network b) Uniform Education

Network and c) Skill development Framework for the teachers/facilitators for NFE.

With priority on the realization of the goals of United Nations Development Assistance Framework

(UNDAF 2012-2016), one experimental project was undertaken at Rangpur and Sylhet on the basis of the

documents mentioned above. This experimental project titled 'Empowering Community and Local

Government for Ensuring Sustainable NFE Delivery Mechanisms' is an action research too. The major

objective of this project or action research is to establish and conduct a network of education and training

as per the needs, resources and planning of, and by the local communities, in substitution of the usual

NFE interventions under any project(s).

9

ABBREVIATIONS

AD : Assistant Director

ADB : Annual Development Budget

BNFE : Bureau of Non Formal Education

CBO : Community Based Organization

CEC : Continuing Education Center

CLC : Community Learning Centre

CMC : Center Management Committee

DG : Director General

DPC : District Project Coordinator

MoU : Memorandum of Understanding

NFERC : Non-Formal Education Resource Center

NFERCMC : Non-Formal Education Resource Center Management Committee

NGO : Non-Government Development Organization

PLCEHD : Post Literacy and Continuing Education for Human Development

PO : People’s Organization

RC : Resource Centre

SKS : Samaj Kalyan Sangstha

TSC : Technical Support Coordinator

UDCC : Union Development Coordination Committee

UISE : Union Information Service Center

UNESCO : United Nations Educational Scientific and Cultural Organization

UNO : Upazila Nirbahi Officer

UP : Union Parisad

UZP : Upazila Parisad

10

Table of Contents

1 Introduction 11

2 Strategic Objectives 12

3 Areas of Action Research 12

4 Action Research Methodology 12

5 Constitution of the Research Team and its Index 13

6 Preservation of Data and Inclusion in the Report 13

7 Analysis of the Context of the Problems 14

8 The Conclusion of the Problems/Inquiries 14

9 Unexpected Situations 14

10 Some Notable Achievements of the Project 15

11 Fundamental Message 21

12 Questions/Enquiries & Reactions 22

12.1 Enhancement of the Organizational Strength of the CLCs 23

12.2 Involvement of the Local Community 24

12.3 Participation of Local Government 23

12.4 Turning the CLC into a permanent institution 24

12.5 Putting together the government and the non-government service-providing

agencies or networking

25

13 The Questionnaires and Problems of the Research Work and Analysis of Data 26

13.1 The Enhancement of the Organizational Strength of the CLCs 27

13.2 Involving the Local Community 36

13.3 Involving the Local Government 42

13.4 Turning the CLCs into permanent institutions 45

13.5 Connecting the Service-Providing Government Agencies & the NGOs or Networking 49

14 Over-all Analysis 54

14.1 Reorganization of the CLCs 56

14.2 Community Participation in CLC including the youths apparently gone astray,

important personalities and former learners

57

14.3 Involvement of the Union Parisad 58

14.4 The management of NFE Resource Centre 59

14.5 The Role of the People’s Organization 59

14.6 Linkage and Networking with Local Organizations 60

14.7 Linkage with University 61

14.8 Progress of Comprehensive Implementation 61

15 Recommendations 61

16 Conclusion 63

17 Appendix 64

17.1 Appendix-1: Action Research Framework 64

17.2 Appendix-2: Action Research Questionnaire 67

11

Overview

1 Introduction

Bangladesh has a long history of Non-Formal Education. In the post-independence period, the issue or

planning of NFE came to fore again and again as an imperative condition for the development of human

resource. The Government of Bangladesh had always been persistent to the cause of NFE, sometimes

with the financial assistance of friendly development partners while at other times various projects have

been undertaken out of the debt received from others.

NFE has been playing a critical role in the comprehensive development of human resource in the country.

But the unfortunate aspect of the story is that as these projects are over, NFE activities also experience a

closure. Local people have been left to think that NFE is a project either of the government or of the

implementing NGO. If people had a ownership of the NFE program, then it would have lasted at least for

some more time as the project period expires.

This experimental 'Empowering Community and Local Government for Ensuring Sustainable NFE

Delivery Mechanisms' project has been undertaken with a view to establish it as an enterprise as per the

demands, available resources and planning of the local people and not as a project-oriented initiative.

The local people faced a lot of problems at frequent intervals to implement various components of this

experimental project. And they made joint efforts to solve those problems. As a result, sometimes the

goals could be achieved in a planned way while at other times the plan had to be revised. This had its

impact on the results. This action research largely reflects all efforts, changes and results of the project.

UNESCO-Dhaka has facilitated this experimental project with financial assistance. District

administration, Bureau of Non-Formal Education (BNFE), Upazila administration, Upazila Parishad,

Union Parishad and local organizations have involved themselves in this project from their own positions.

RDRS Bangladesh has offered technical support in the sustainable NFE project. The linkage and local

level networking of various institutions in terms of participation is reflected in the graph below.

District NFE

Resource Team

12

2. Strategic Objectives

This experimental project was initiated to address the threat of closure of the learning centers as the

PLCEHD-2 was due to expire. This project was designed to make plans and their implementation with the

participation of people. A parallel objective was to make relevant information available at the doorsteps

of the common people, with the participation of the people, through the strengthening of the Union

Information Centers. The project also sought to involve both the government and non-government

organizations. The activities that were undertaken to achieve the goals were:

Strengthening the organizing capability of the CLCs

Involvement of the local community

Involvement of the local government

Sustainability of the Union Resource Centers & CLCs

Unified efforts of the government & non-government service providers & networking

3. Areas of Research

Every program/area relating to the project of empowerment of people and the local government to ensure

sustainable NFE had been included in this action research. Efforts have been made to solve any problem

that came up during any part of the program or intervention and the entire process and its results have

been documented. Project Area is Tepamadhupur and Balapara Unions of Kownia Upazila, Rangpur &

Chandanpat and Haridevpur Unions of SadarUpazila, Rangpur

4. Research Methodology

This research has been conducted on the basis of the analysis of cause and effects as well as the

documentation of the changes that took place in the process of implementation. The project/research is

being implemented as per the following cycle.

13

5. Constitution of the Research Team and its Index

A disciplined and structured methodology was required to collect the desired information.

Accordingly, it became imperative to divide or classify the persons primarily involved in the

research work. Dialogues took place with the participants in various discussion sessions, sharing

meetings and workshops. Decision was taken, as per the views reflected in these meetings, that

the research teams would be formed in accordance with the nature of contribution made by

various persons in the process of the research. Accordingly, 7 teams were formed. Each of the

teams had separate roles to play in the implementation of the project. The following table

contains the breakdown of elaborate participation of persons/institutions.

Team 1 Team 2 Team 3 Team 4 Team 5 Team 6 Team

7 Local

commu

nity

The

committees

conducting

the CLCs;

the

committees

conducting

the Union

Resource

Centers

Chairman,

members and

secretary of

Union Parishad;

Representatives

of people’s

organizations;

UpazilaParishad;

renowned

personalities of

the communities

Facilitators of

CLCs,

Facilitators of

Union

Resource

Centers,

Specialist

trainers,

Trainers of

trade courses

District

BNFE

office;

Upazila

Administ

ration

District

Administra

tion;

BNFE;

UNESCO

Dhaka

Techni

cal

Suppo

rt

Team

The research teams investigated the problems of the project, found solutions to them and

articulated their views and experiences in several ways. The data relating to the research have

been preserved in the registers of each CLC and Union NFE Resource Center under some tables

specified as people's research. These registers, ledgers of center inspection, resolutions of

meetings, official communication and various info of verbal discussion have been included in the

research work.

6. Preservation of Data and Inclusion in the Report

One specific format was supplied to the CLCs and Union Resource Centers to record the

problems faced by the members of the research team during the implementation process of

various aspects of the project as well as the solutions they found to overcome these. Some part of

the format was supplied to the technical support team.

Besides, all resolutions taken in the meetings of CLC Management Committees, NFERC

Managing Committees as well as the proceedings and decisions taken in various training

programs/workshops that reflect different problems and their remedies have been duly

documented. Sometimes decisions had been taken through mutual discussions and electronic

communication.

Some 422 inquiries or questions could be sorted out from the problems and their remedies as

recorded in the narrative formats, proceedings of various meetings and workshops, letters and

email communication.

14

Most of the problems had some identical nature. The 422 items noted above were put for review

in various workshops organized at the Union/Upazila/district levels. 53 questions/inquiries could

be identified and thereby coordinated through sharing/reviews made in group discussions. The

numbers of group-wise questions are noted below.

Team no Team

1 Team

2 Team

3 Team

4 Team

5 Team

6 Team

7 Total

questio

ns

Primary Nos. of

Q’s 153 98 45 78 15 09 24 422

Coordinated Nos.

of Q’s 11 14 09 10 03 03 03 53

The technical Support Coordinator of the project compiled the questions and problems and

prepared the draft. The draft was finalized through a re-examination process in a workshop

attended by stakeholders of all levels.

7. Analysis of the Context of the Problems

Each question or problem that came up in this action research is characterized by some special

context. Without some knowledge of the context, no clear idea can be formed. There had been

eight steps to identify and coordinate the questions/inquiries during the group discussions. These

are:

(1) Description

(2) Context

(3) Analysis of causes and effects

(4) Understanding of contents

(5) Conclusions reached

(6)Initiatives taken

(7) Visible changes

(8) Future plan. Readers can have a clear idea out of these.

8. The Conclusion of the Problems/Inquiries

Out of the primary (422) and coordinated (53) problems mentioned above, some could be

remedied thoroughly, some are in the process of solution and some decisions have been revised

since these could not be remedied. A glimpse of the conclusions to the problems is given below.

Conclusion of the question Nos. of

Q's Specific number of questions

Concluded completely 34 1, 2, 3, 4,5, 7, 8, 9, 10, 11, 12, 13, 15, 18, 19, 23,

24, 25, 26, 27, 28, 29, 30, 32, 35, 38, 40, 41, 42,

46, 47, 48, 51, 52

Partial solution achieved for

changes in primary work- 17 6, 14, 16, 17, 20, 21, 22, 31, 33, 34, 36,43, 44, 45,

49, 50, 53

15

plan and the process of

partial solution is in place

Change in decision since no

solution could be reached

even after changes in primary

work plan

2 37, 39

9. Unexpected Situations

Some unexpected situations cropped up during implementation of the project. These are: the

selection of training of trades, the maintenance of bank accounts, lack of proficiency in the

maintenance of bank accounts, the irresponsibility of the facilitators of some CLCs, the

preoccupation of other assignments of the facilitators of the resource centers, delay in the

purchase of materials, overload of work of some UP Chairmen, the need to visit more number of

centers by the representatives of the people's organizations etc.

The project moved to its desired destination through many such odd situations making some

changes in planning and implementation necessary at different times. But it moved on without

any break.

10. Some Notable Achievements of the Project

Some ideas and areas were thought to be quite effective and of use before the inception of this

action research. However, it was found that many of the pre-conceptions had been wrong. It had

not been easy to implement the activities connected with the action research. Rather the team had

to encounter some unforeseen adverse situations, which could not be calculated earlier. The ideas

and perception of the common people generated from their experiences of the past, which had

been beyond the expectations of the team. Moreover, most of the situations that came up at the

early stage of the work had been far from satisfactory. Most of the local people were poor and

illiterate; they only demanded answers to some very complicated questions, which are basically

connected with their life and livelihoods and are tied to the ways that help them get out of the

limitations of realistic capabilities. The most important area had been the comprehensive

involvement of the local government and administration. However, because of some common,

customary and procedural reasons and regulations, their involvement lacked the expected degree.

And the most important challenge had been to involve people of different ranks and classes and

professions on a common platform of action and to motivate them to take part in the action

research with their collaborative role and interest. In fine, this action research came out to be a

coordinated social welfare enterprise, which identified the long-term benefits of the common

people with answers to the problems and questions raised by them and the work found some

acceptability to the people. The over-all activities turned out to be some symbols of their hopes.

Some of the notable achievements of the work are presented below in an overview.

Nos Primary Objective Earlier

Situation

Present Situation Definitive

Index/Indicators

1. Inclusion of NFE in NFE was NFE is now NFE has been included

16


Situation


Index/Indicators

the budget of Union

Parishad

excluded in the

UP budget

included in the UP

budget

in the budget of 2 UPs,

namely, Tepamadhupur

& Chandanpat

2. Re-constitution of

CLCs and Center

Management

Committees

Non-existence

of learner-

friendly

environment

and

participatory

CMCs

Creation of learner-

friendly

environment with

cooperation of the

community &

Inclusion of UP

members and

representatives of

people’s

organizations in the

CMCs

Availability of standard

furniture; Front yards of

all centers developed as

gardens;

Efforts of realistic

implementation by the

re-constituted CMCs are

ongoing

3. Literacy Programs Literacy

Programs

suffered from

uncertainty as

the PLCEHD-2

was over.

Literacy Programs

continue as per the

demands of the

local community

Illiterate persons have

been identified through

survey in the vicinity of

the centers;

Measures have been

taken with attention to

the needs and

appropriate time-

schedule of the illiterate

population without any

fixed time-limit of for

their learning or of the

courses; Center-wise

planning has been

drawn to continue

literacy programs

4. Participation of

different

stakeholders

Fixed number

of stakeholders

Local community.

Influential persons,

NGOs and persons

from media have

got together for the

cause of NFE

They have prepared

work plan with specific

duties and

responsibilities and are

accordingly contributing

to NFE.

5. Organization of

Union NFE

Resource Centers

No NFE

Resource

Centers

Organization of

NFE Resource

Centers in four UPs

The monthly turn out of

the Union Information

Centers has increased;

More people are visiting

the Union ICs;

The village people are

receiving some services

17


Situation


Index/Indicators

of Union ICs from the

CLCs.

6. Use of mobile

libraries

Nothing existed Four functioning

mobile libraries are

in place.

The mobile libraries

fixed on rickshaw vans

are being operated in an

appropriately structured

way with laptops,

multimedia projector,

generators and materials

of learning and

awareness;

The mobile e-libraries

are supplying books and

exhibiting documentary

films on social

awareness with the help

of ICT;

Popular awareness of

the villagers on various

social issues is on the

increase.

7. Collection and

development of

issue-wise reading

materials

Some BNFE

reading

materials had

been available

In view of the

needs of the local

community, various

reading materials,

CDs of

documentaries &

DVDs are being

collected.

Common readers and

school children are

becoming increasingly

aware of various issues

from the NFE Resource

Centers.

8. Vocational training Training was

available in 2

trade courses

(sewing &

nursery)

Training of trades

are being selected

as per the needs of

the local

community

A good number of

people have received

training in skills

development as per the

demands of the job

market such as,

computer,

manufacturing of plastic

bags, embroidery etc.

9. Planning at the

local level

Implementation

of BNFE plans

BNFE Resource

Centers and CLCs

Relevant stakeholders

are preparing and

18


Situation


Index/Indicators

are preparing their

individual plans.

implementing annual

work plan to create

social mapping and

identification of local

resources;

Efforts are on to

implement individual

plans.

10. Mobilization of

resources

No visible

initiative to

mobilize local

resources

Various initiatives

are in place to

collect donations

12 CLCs and 4

Resource Centers have

so far collected and

deposited Taka 1 lakh

18 thousand and 8

hundred 15 in the bank;

Sanitary latrines have

been installed in 4 CLCs

with financial support

from the UPs;

Similarly, tube-wells

have been established in

2 CLCs and the ground

and floor of 4 CLCs

have been elevated.

11. Exchange of

Learning

The process of

the exchange of

learning was not

visible

The mutual

communication

between CLCs and

NFE Resource

Centers is being

strengthened day by

day.

Some significant

decisions have been

taken in terms of

sustainable NFE;

Matters related to NFE

are being discussed

regularly in monthly

meetings of UP and

UDCCM and of the

Standing Committees;

Manual for

implementation of

sustainable NFE

program has been

developed with the

collective consensus.

12. Review of the Ongoing The issues related The progress of NFE

19


Situation


Index/Indicators

progress of NFE in

the meeting of the

District

Coordination

Committee for

Development

to CLCs & NFE

Resources Center

are given increased

importance

Resources Center are

being recorded in the

minutes of the

committee;

All officers at the

District level including

the Deputy

Commissioner are being

appraised of the fresh

programs of the CLCs &

NFE Resources Centers.

13. Review of the

progress of NFE in

the meetings of the

of the Union

Coordination

Committee for

Development

Earlier, these

did not feature

in the meetings

of the Union

Coordination

Committee for

Development

The issues related

to CLCs & NFE

Resource Center

are given increased

importance.

The progress of NFE

Resources Center are

being recorded in the

minutes of the

committee;

The people's

representatives are

regularly visiting the

CLCs &NFE Resource

Centers.

14. NFE Fair Earlier, such

fairs did not

take place

CLCs & NFE

Resource Centers

have plans to hold

such fairs at the

local level and

implementation is

ongoing.

It has been possible to

organize exhibition of

materials of education

and popular awareness

and of necessary

information; The local

level experience of

organizing such fairs

helped winning the first

position at the District

level fair

15. Developing of the

Manual for

sustainable NFE

Implementation

Project-based

Manual for NFE

Implementation

was in place

Manual for

sustainable NFE

Implementation has

been developed

with the help of

local stakeholders

A Publication Package

has been developed,

which includes: a) the

duties and

responsibilities of the

stakeholders; b) Policy

for running the NFE

Resource Centers; c)

Policy for running the

CLCs; d) The scope of

the resource teams and

20


Situation


Index/Indicators

e) MoUs with the

stakeholders

16. Training of the

stakeholders for the

enhancement of

their skills

Training was

available for the

workers and

students only

District BNFE &

RDRS have jointly

completed 10

different kinds of

training

In order to create

enthusiasm of the

people and to help them

play a skilled role,

training has been

organized on social

dynamism, monitoring,

accounts management,

resource mobilization

etc.

17. Involvement of UP

Standing

Committee on

Education

Earlier, there

was no such

involvement

UP Standing

Committee on

education is

involved now and

playing an effective

role.

Meetings of UP

Standing Committee on

Education take place

regularly, in which the

issues relating to NFE

are given importance;

Important decisions

have been taken on

Union NFE Resource

Centers & CLCs.

18. Preservation of

Data & Mutual

Exchanges

Data were

recorded in the

relevant

registers.

Beyond the

necessary registers,

the views and

advices are

recorded regularly

and these are

discussed in various

meetings

One document has been

published. This is based

on data and has useful

directives. The views

contained in this

document can play a

helpful role in the

implementation of NFE

at any place in

Bangladesh.

19. Planning Action

Research

No Action

Research

existed

Action Research

has taken off.

The stakeholders have

identified 42

enquiries/problems

through Action

Research;

All the problems have

been solved with the

participation of the

community;

One Action Research

Report has been

21


Situation


Index/Indicators

published.

20. Developing &

Publicizing video

documentaries for

NFE

No provision of

such initiatives

of NFE at the

local level

One video

documentary has

been produced at

the local level

One video documentary

has been produced

which includes the

description of all

initiatives regarding

NFE and its utility. This

is being shown through

multi-media in many

villages.

21. District NFE

Resource Team

No existence of

District NFE

Resource Team

District NFE

Resource Teams

have been formed

A 7-member District

NFE Resource Team

headed by Addl. Deputy

Commissioner

(Education ) has been

formed;

Since the ADC

convenes the meeting,

the presence of all has

been ensured;

The scope of NFE

Resource Team has

been developed.

22. Building up of

Literate Unions

No initiative to

build up literate

Unions

One Union has

undertaken various

programs to

achieve 100%

literacy by 2014.

The workers of

'National Service'

Program are working to

achieve 100% literacy

under the leadership of

the Chairman of

Tepamadhupur Union of

Kownia upazila;

Village & Ward

Volunteers team have

been formed and

literacy programs are

going on with the

selection of sites;

A bank account has

been opened for the

operation of the entire

program.

23. Implementation of

diverse programs in

Literacy & Skill

Development

Necessary

multilateral

Health services are

being offered.

22


Situation


Index/Indicators

the CLCs Programs were

in place

programs are being

implemented on the

basis of local needs

along with Literacy

& Skill

Development

Programs.

Need-based skill

development/vocational

training are in place.

The CLCs are being

used as centers of social

services of various

departments of the

government, subject to

availability of resources

and as per the needs of

the local population.

24. Networking An education-

oriented &

small network

in place

The area and scope

of the network has

been enlarged.

A voluntary medical

team of Rangpur

Medical College is

offering regular medical

services;

The workers of the

departments of

agriculture, fisheries and

family planning are

using the CLCs at the

Union level;

Bikash, a children's

magazine, supplied by

FIVDB, is being

provided to the centers;

SisimpurCD (Serial 31

to 40), & 40 books

received from Save the

Children have been

supplied to NFE

Resource Centers.

25. Sports Competition

of the Adolescents

No initiative

taken

4 NFE Resource

Centers have

organized such

competition.

One event per union has

been organized.

26. Forum for

Resistance of Child

Marriage

No initiative

taken

A NFE Resource

Center-based forum

is active to resist

child marriage.

Learners of the center

situated at the house of

Rahima Khatun at

Tepamadhupur Union

have foiled one such

attempt.

23


Situation


Index/Indicators

27. Social audit to

increase

transparency,

accountability &

responsibility

No initiative

taken

NFE Resource

Centers have

planned to organize

social audit to

increase

transparency,

accountability &

responsibility of the

Union Parishads

Social audit has already

been accomplished in

Chandanpat and

Tepamadhupur Unions.;

As per plan, social audit

will be undertaken at

Balapara & Haridevpur

Unions;

Local people,

professionals and

government officials are

taking part in it.

28. Assistance to

occupy khas land

No initiative

taken

A NFE Resource

Center-based

voluntary team is

offering technical

assistance to help

the really landless

persons to have

khas land.

Technical assistance

available for the

identification of khas

land and the process to

apply for that

29. Open Documents

Day

No initiative

taken

This particular Day

is being observed at

the Unions at every

3 months under the

initiative of the

NFE Resource

Centers.

The Union Parishad

releases all relevant

documents connected

with public interest and

make them open to

inspection while the

people's representatives

answer to any inquiry

made thereupon.

30. Involvement of the

adolescents in the

decision- making

process

No initiative

taken

Involvement of the

adolescents in the

decision- making

process of the

Union Parishads

NFE Resource Centers

organize debate

competition & issues

related to UPs are

chosen as the motion.

The arguments of these

debates influence the

decision making process

of the UPs.

31. Stipend for the poor

students

No initiative

taken

Implementation of

the plan to create

incentive for the

poor meritorious

students with the

4 poor and meritorious

students have received

the awards.

24


Situation


Index/Indicators

award of stipends

32. Observance of Days No initiative

taken

NFE Resource

Centers & CLCs

are observing

various important

Days with all

formalities to

increase social

awareness at the

grass-root level.

NFE RCs & CLCs have

observed Independence

Day, Environment Day

and Literacy Day.

33. Meetings of Union

Development

Coordination

Committees

No initiative

taken

UDCC meetings

are held in all 4

Unions as per govt.

rules.

UDCC meetings are

held in all 4 Unions as

per govt. rules under the

initiative of NFE RCs.

34. Exchange of mutual

experiences

No initiative

taken

Exchange of mutual

experiences takes

place at CLC level.

Visits by CMC

members have taken

place in the CLCs for

the exchange of mutual

experiences to inspire

them to undertake new

and creative initiatives.

35. Increase of

awareness through

cultural programs

No initiative

taken

Awareness being

increased through

the formation of

local cultural team

and cultural

practices

6 theatrical & 6 Musical

teams have been formed

through this

experimental project.

The teams are engaged

to increase social

awareness.


media

Nothing known The local media are

involved in various

activities of NFE

RCs & CLCs

The news of 20 events

got published in the

print media.

37. Mobilization of

local resources

Each CLC had

Taka 10,000 out

of the

PLCEHD-2

project.

Mobilization of

local resources has

led to the increase

of permanent

resources

At present, the fixed

fund of each CLC has

grown to Taka 25,000

from that of 10,000 got

out of PLCEHD-2

project, which is

deposited with the bank.

38. Power connection at

the CLCs

This did not

exist.

The CLCs

discussed at the

local level for such

Power connection has

been ensured in 8 CLCs;

The evening sessions

25


Situation


Index/Indicators

connection and they

have it now.

are being run at ease.


UPs

No direct

involvement of

the UPs with

the CLCs

The UP Vice-

Chairmen now take

part in them and

play an important

role in matters of

sustainability of

NFE.

They were present in

various CLC events.

Have supplied tube-

wells in 2 CLCs.

40. Overseas

transportation of

items produced by

the trained persons

with a view to

display these over

there.

No initiative

taken

Commodities

produced by the

trained persons

have been

transported

overseas for

display.

17 plastic bags and 6

different show-pieces

have been sent to the

International Trade Fair

of Nepal for display &

sale with cooperation of

D.net.

41. Inclusion of women

UP members in

NFE

No such

practice

Steps have been

taken for the

participation of the

women UP

members within the

organizing structure

in order to ensure

the sustainability of

NFE.

The number of members

of the management

committee of the CLCs

has been increased to

reserve the positions of

women UP members;

The illiterate women,

usually visiting the

women UP members,

have been motivated to

visit the CLCs.

The acceptability of the

CLCs has increased

within the community.

42. Winning first prize

in the Digital

Innovative Fair

No participation

in any Fair not

connected with

NFE

Participation in the

Digital Innovative

Fair of Rangpur

District

administration

Won the first prize as an

institution making ICT

services available at the

doorsteps of the

marginalized

communities.

43. Observance of

various national &

international Days

Only

International

Literacy Day

had been

observed.

Other than ILD,

International

Mother Language

Day, Independence

Day, Environment

Day & Human

The significance of

various national and

international Days could

be conveyed to people at

the grassroots.

People of various ranks

26


Situation


Index/Indicators

Rights Day are

being observed

with all due

formalities.

and professions are now

involved with the CLCs.

11. Fundamental Message

Various changes were found necessary in order to set the primary work-plan and implementation

methods within the local structure. This experimental project demanded some changes in the

traditional ideas, habits and discharging of responsibilities of persons involved with its

management. Unless a congenial environment is created so that these changes are cultivated in a

lasting way, people may forget about these and thereby the CLCs cannot be turned into some

useful institutions for all the people of the locality. Therefore, NFE cannot be made sustainable

unless the necessary programs attached to the project are put to regular practice.

12: Questions/Enquiries & Reactions

Introduction: The contents of this chapter include the questions and problems raised during the

implementation of various aspects of the project and the reactions of the research team or

persons concerned or the new problems that came up as the earlier ones had been met. The major

activities undertaken during the comprehensive achievement of the project and the reactions or

responses of the research team and others concerned in the activities have been recorded in this

chapter.

12.1 Enhancement of the organizational strength of the CLCs

The success of any institution depends on its organizational strength. Any plan to make the CLCs

sustainable as institutions cannot be realized without enhancing their existing organizational

strength. So, in the very beginning, emphasis was put on this aspect.

It should be noted here that while the project started on January 16, the activities of CLCs took

off from April 15. This unintentional delay was caused by the pressure of work that came upon

the facilitators of CLC to wrap up the activities of PLCEHD-2. But within this period, steps were

taken to improve the organizational strength and to activate the management of the CLCs. The

reactions/responses of the research team and the persons concerned are given in the graphs

below.

Subject/Phases Persons

Concerned Responses (Questions)

Convening the first

meeting Team-2 (CECMC) 1. Why is the meeting?

2. What would be our benefits or what shall

27

we get out of the meeting?

Meeting ongoing

(beginning) ˮ 3. How long would be the meeting?

4. Why didn't any meeting take place earlier?

Meeting ongoing

(in the middle)

ˮ 5. Why was the center transferred from SKS to

RDRS?

6. What would the donor of land get in return

if s/he offers land to RDRS?

7. Would the salary of the facilitators be

increased?

Meeting ongoing

(toward the end)

ˮ 8. What would be responsibilities for the

person in the committee?

9. Whom should we include in the committee?

10. What benefits the people's organizations

reap out of its monitoring of the CLCs?

11. Is it necessary to open a new bank account

in favour of the center or the former one

would do?

12. Is it necessary to include the representatives

of the people's organization in the operation

of the bank account?

At the end of the

meeting ˮ 13. What would be the interval of the meetings?

Would we all have the chance to join the

meeting?

14. What should we do if the Union Parishad

does not cooperate?

12.2 Involvement of the local community

Various efforts are in place to involve the local community in all the programs of the project.

Two such examples can be cited. One, the assembly of former students on the occasion of

Independence Day celebration in which the freedom fighters were felicitated, followed by a

cultural program. During the discussions, local people were introduced to the activities of the

CLC. Two, enlightening the local people through the representatives of the people's

organizations of the activities of the CLC, in particular the members of the centers and inviting

them to take part in various activities of the center. The reactions/experiences of the research

team and the persons concerned are described in the graph below.



During the speech of a

former trainee in the

program on March 26

Team-1&

Local

community

15. We have already completed training in literacy

and skill development, why should we come

regularly to the Centers?

16. We received training in skill development but

28

could not have the opportunity to use those.

For example, many of us got training in

tailoring. But if all of us try to become tailors,

how can we find employment? Would there be

any scope to train us in other areas?

17. What materials would the trainees get from the

centers?

During the seminar ˮ 18. Felicitation of the freedom fighters is a

patriotic agenda, would this kind of activities

be repeated?

Team-2

CMC

19. The freedom fighters are the honoured citizens,

how can they contribute to the centers?

20. We want all the local people to come to the

centers. What kind of facilities should be here

to ensure everyone's participation?

21. We are the inhabitants of this area. What kind

of role can we play so that we can run the

centers properly even when in the future the

government or NGO contributions dry up?

After the cultural

program ˮ 22. Many of the boys and girls of our area have

become spoilt. And since musical or other

kinds of cultural programs can attract people,

can't the CLC organize such cultural events at

regular intervals?

In the meeting of the

people's organizations Team-3 &

Members of the

people's

organizations

23. What benefits can we have as people's

organizations for our participation in the

activities of the CLC?

24. If the CLC does not welcome our participation

since we are not its members, how can we

cooperate with them?

25. The CLC is quite far from the residences of

many of us. That's a problem. Is there any

provision to cover our travelling costs?

26. Is it possible to open more centers in addition

to the existing ones? Can we expect any help if

we want to open a center?

12.3 Participation of Local Government

One of the major concerns of this project is to involve the local government in NFE. Various

steps have been taken at different levels to accomplish this objective. The case of holding

29

planning meetings at the local level can be primarily noted. On March 11 & 12, planning

meetings were organized at the local level in all the 4 Unions covered under this project. On

March 11, the meeting took place at Chandanpat Union from 10:00 am to 1:00 pm, while the

meeting was held at Haridevpur Union Parishad the same day from 2:00 pm to 5:00 pm.

Similarly, on March 12, the meeting was held in the morning at Balapara Union and in the

afternoon it was organized at Tepamadhupur Union. The persons and organizations that took part

in these meetings included the UP Chairmen, all UP members, the women members in the

reserved seats, the members of the standing committee on education, the members of the

managing committees of the CLCs, the representatives of the people's organizations and NGOs

and UNESCO-Dhaka and members of the technical support committee.

Besides, the meeting of the standing committee on education is being convened every month

under the initiative of NFE Resource Center. Various reactions could be identified in the

proceedings of the meetings.



Planning meeting

at the local level Team-3 (UP

Chairmen &

Members,

Secretary),

Representatives

of the People's

Organizations,

UpazilaParishad

and local elites

27. The Union Parishad has no objection to allot a

room, but it cannot be done without the approval of

the UpazilaParishad. Who will look after this

permission from the UpazilaParishad?

28. What would be the scope of functions of the Union

NFE RC?

29. Who would look after the management of Union

NFE RC?

30. Who will take care of the daily business of the

Union NFE RC and what would s/he get in return?

Any provision for salary?

31. How would be the Union NFE RC run as the

project period is over?

Meetings of the

Standing

committee on

education at

various intervals

and of the

URCMC

'' 32. Would the Union NFE RC be engaged only in the

exhibition of documentaries or organization of

reading circles? Or would they take up some

multilateral activities?

33. The facilitator of the Union NFE RC does not give

adequate attention to the Center rather s/he is busy

with other things.

34. S/he comes much later than when s/he is supposed

to be there. Why doesn't s/he come on time?

35. How can there be some arrangement of exclusive

transport?

36. How can the funds for the Union NFE RC be

30

multiplied to make it sustainable?

12.4 Turning the CLC into a permanent institution

One of the important tasks of the project is to turn the CLC into a permanent institution. And the

foremost condition for its sustainability lies with an active and effective management committee.

The two other areas that must be addressed are its infrastructure and activities. Whether people

will visit the CLC or not depends on its activities or what kind of services they can get out of it.

And as people continuously visit the Center, it will become sustainable.

It was not easy to fulfill these two conditions in an experimental project. Before the takeoff of

the project, a discussion was held with the Center Management Committee. It appeared that they

are not agreeing to continually offer assistance because of their other preoccupations. However,

most of the donors of land and Chairmen were ready to work with whole-hearted earnestness.

With a view to capitalize this positive attitude of them, various initiatives of social services such

as, medical and agricultural assistance were undertaken to create enthusiasm amongst the

members of CMC. It had its impact and the CMC members gradually showed their active

interest.

Exhaustive discussion took place even before the meetings were held at the local level; various

motivational activities followed. Then the centers got started from March 15. But later, some of

the donors of land showed a long face. In spite of diverse problems, efforts are on to make the

centers sustainable. These problems have been enlisted below through various questions as

raised by persons concerned.



Discussion with

the members of

CMC before its

re-constitution

Team-2

CMC

37. The PLCEHD-2 project used our land for about 4-5

years. So, why can't we use the establishment of the

centre as our individual asset?

38. If the government or RDRS want to implement any

new project, why can't they either construct a new

room or pay us rent?

39. The poor people offered their plots of land with an

expectation that they would have the opportunity to

use the establishment as their private property.

Their expectations failed. So, what incentive do

they have to allow their plot of land to be used

again?

Discussion with

the members of

CMC after its re-

Team-2

CMC &

Team-4:

40. What kind of assistance can be had for the repair

and beautification of the centers?

41. Would there be some provision to effect some

31

constitution Facilitators,

Guest Trainers,

Trade Trainers

changes in the activities to suit the demands of the

common people?

42. Can the monthly meeting be held on a fixed date?

43. If one stays in the center for 4 to 5 hours, there

should be provision for pure drinking water, latrine

and wash rooms. How would these be provided?

44. What measures can be taken for the marketing of

the products of those persons who had already

completed training in different trades?

45. Can there be some move so that the persons now

undergoing computer training courses are awarded

certificates with the completion of their courses?

12.5 Putting together the government and the non-government service-providing agencies

or networking

The coordinated efforts of all organizations devoted to identical development programs can

always expedite the work. So, continuous efforts are in place to involve all providing similar

services in each aspect of the project. Sometimes the efforts succeeded at ease, while sometimes

it had been very difficult to achieve. Areas of failure are being repeatedly addressed to achieve

success. Experiences out of these efforts are described below, with the reactions of the persons

concerned.



Planning meeting

at the local level Team-5,

District BNFE,

Upazila

Administration

46. Which District BNFE would make contact with the

UNO? If the UNO wants to know about the nature

of involvement of the higher authority of BNFE,

how can we answer it since we don't have any

related documents?

The MoU for the

transference of

the properties of

the URCs & Use

of logo in various

materials

'' 47. Why should we sign the MoU without the

permission of the higher authority of BNFE in black

and white? Who would take responsibility in case

some awkward thing happens?

Preparing the

annual plan of

Union NFE RC

Team-4:

Facilitators of the

Union RC &

Team-7:

Technical

48. How can the URC-based computer lab be

established out of LGSP fund?

49. How can we make the local educational institutions,

various NGOs and agencies offering social services

32

Support

Committee

involved in the activities of the URCs?

50. Would there be provision of support to the centers

till these become financially and strategically

capable to be run by local cooperation and

resources?

During the

inspection of

Union NFE RCs

Team-6,

District

administration,

BNFE,

UNESCO-Dhaka

51. Would the ICT materials of Union NFE RC be

available on hire?

52. How can the Union Parishads use the CLCs for

various development activities?

53. How can we involve the Begum Rokeya University

in order to continue NFE program?

13: The Questionnaires and Problems of the Research Work and Analysis of Data

Various questions and problems came up in the process of the implementation of different

activities of the project. As solutions to the problems were being searched, some conclusions

were reached through the analysis of cause and effects and various initiatives were undertaken.

Reviews of these were made, which led to future planning in this regard. This chapter deals with

five areas that had been critical to achieve the strategic goals of the project.

1. The enhancement of the organizational strength of the CLCs

2. Involvement of the local community

3. Involvement of the local government

4. Sustainability of the Union NFE RC and CLC

5. Connecting the service-providing government agencies and the NGOs or networking

This chapter presents the problems and allied issues and solutions to them as these came up in

eight sub-sections:

1) Description;

2) Review of the context;

3) Analysis of causes and effects;

4) Understanding of the contents

5) Conclusions reached;

6) New initiatives;

7) Visible changes; and

8) Future Plan

13.1 The Enhancement of the Organizational Strength of the CLCs

No efforts of any organization can be successful without its organizational strength. The priority

areas for the enhancement of strength of the CLCs were the following.

Management of the centers

33

Conducting of the meetings in a participatory process

Noting down the resolutions and preservation of information

Identification of local resources and mobilization

Maintenance and regulation of accounts

Development of work-plan and implementation

Effective communication with Union Parishads

Dissemination of knowledge about the CLCs to the local inhabitants

It had been imperative to accomplish the success of the work involved in the above areas to

reach the goals of the project. During the implementation of the work, some problems came up

that had to be sorted out in order to enhance the organizational strength of the CLCs. However,

most of them could be settled down. The team and persons concerned with these activities

engaged themselves in open discussion and reviews and accordingly found answers to most of

the questions; they made an analysis of causes and effects and finally came to conclusions as per

their respective roles.

Question or Problem no. 1

The description of the problem: Why is the meeting?

Review of the context: The question came up at the time of convening the meeting. The

meetings were convened informally through personal contacts. The representatives of the

people's organizations convened the meetings since the facilitators of the CLCs were engaged in

the wrap up activities of PLCEHD-2 project and 100% monitoring business. The people's

organizations played the leading role in convening the meetings. They were assisted by the

technical support coordinator.

On enquiry to this point raised, it was discovered that other than the Chairman of the CMC and

the donor of land, no one had any idea about this meeting in the CLC.

Some of the CLC facilitators1 stated that sometimes the members signed the resolutions after

these were recorded while at times, the signatures were collected before any resolution was put

in black and white.

Some of the facilitators2 themselves consciously put the signatures of the members against their

names. This only means that the meetings had not in reality been held or not held at least as per

rules. Since there existed no scope for refreshment or sitting allowance for these meetings, the

members did not feel motivated to attend the meetings. But the members put their signatures

even if no meeting was held.

Analysis of causes and effects: While trying to find out the reasons of disinterest of the

members in attending the meetings, all the CLC members were found to be unanimous on the

finding that putting down the resolution was thought to be more important than the meeting

itself. So the facilitators updated the proceedings just with the insertion of resolutions in their

1 Mr. Hasan, Mr. Altaf, Mr. Shafiqul Islam, Mr. Shahinur Islam 2 Ms. Bulbuli (later she resigned)

34

own ways. The members did not have any idea about the importance of the meetings. Moreover,

there was provision for refreshment in the monthly meetings of the Centers, but somehow, there

was no arrangement for that.

Understanding of the contents: The CLC members agreed on the point that they should have

regularly taken care of the affairs of the Centers.

Conclusions reached: The CLC members would come to the Centers for the various services

available in addition to their commitment to regularly take part in the meetings. Moreover, they

would visit the Center from time to time.

New initiatives: The Centers have initiated provision for multi-dimensional services. There is a

fixed date for holding the monthly meeting with arrangement for refreshment for the members.

Visible changes: The CLC members are deliberately attending the meetings.

Future plan: The CLC members will arrange for refreshment in the meetings in a rotating way.


The description of the problem: What benefits shall we have out of the meetings or what would

we get?

Review of the context: At times of convening the meetings, such questions were raised. The

CLC members3 and the villagers

4 have a feeling that the NGOs organize some meetings, seminar

or function in their own interests. The NGOs work to assemble people and utter all kinds of

words of hope, have some photographs of these events and send them to the donor organizations

to get more funds in the name of support to the poor. And most of the amount that they receive

from the donors is eaten up by them. The poor get only a little. And they send the photographs to

the donors to verify that the money is being spent for the benefit of the poor. So these people

show indifference to take part in any program of the NGOs unless there is something for them in

return.

Analysis of causes and effects: The CLC members were never enlightened on the fact that CLC

is not a part of any NGO rather this is bridging body for the development of the people. The CLC

members do not even know about their duties and responsibilities in terms of supervision,

development and sustainability of the centers. In short, there was no initiative to motivate the

members on this issue. There existed no communication among the members after the

constitution of the centers.

Understanding of the contents: The members now understand the fact that the NGOs and other

organizations have different scope of activities. The CLCs are different from them. These are

organizations of the people. The CMCs have responsibilities for their development and

sustainability.

Conclusions reached: Some amount of the fund, allocated by the project for refreshment in the

monthly meetings, will be diverted to the account of the center to meet up some emergency

expenditure.

3 The CMC members of Manjuara Bari and Shafiul Islam Bari CMCs 4 Villagers of village Rajib of Tepamadhupur Union

35

New initiatives: The amount for refreshment is Taka 500.00. Now only 100.00 is being spent

for that. The rest Taka 400.00 is saved in the account of the center.

Visible changes: Some fund is being deposited in the bank account of the center out of savings

through economic use of the budget allocated for the refreshment of monthly meetings.

Future plan: CMC members will pay monthly subscription and engage themselves in income

generating activities.


Description of the problem: How long will the meeting take?

Review of the context: This question was raised in the very beginning of the informal meeting5

with the CMC. The Union Federations took the responsibility of facilitating the formal meeting

with the CLC Management Committee. The Union Federation is the organization of the poor

people. These organizations are run in a democratic process as per their Constitutions. The

primary agenda of these federations is to unify and lead the poor people to get their rights

realized. RDRS Bangladesh helps build up the capacity of these organizations. So, these

federations were requested to organize and conduct the formal meetings with the CMCs since

they enjoy strong acceptability to the poor people within the communities. The Union federations

are experienced enough to get together the local people to implement any initiative.

The question raised was: how long the meeting will take. In response to this, the representatives

of the Union federation said that if they so want the meeting might be closed before any

discussion takes place. We have convened the meeting, however, you will decide about the

agenda, length of the meeting and everything about it. We just want to remind you that one

institution has been in operation for four years under your leadership and now this is on the point

of closure. If you want you can use this center to provide various services to the people. This is

neither a personal nor a NGO property. This belongs to you, to all people of this area. If you

want to use for community services, you are free to do that. If you want to build the center so

that various kinds of services can be made available from here, in that case we can come forward

and work together with you. The objective behind calling you over here is that whatever

decisions you reach, let those be taken in view of the opinion of all the CMC members. The

future of the center cannot be left to the whim of 2/3 persons or a minority.

As this context became clear to them, the CMC members became serious and took part in

discussion on various issues and thereby some conclusions could be reached.

Analysis of causes and effects: The people came to the meeting in view of repeated requests

and communication from the representatives of the people's organizations. They had the idea that

there is nothing to get out it. So the CMC members suffered from an irrational hurry to leave the

meeting as soon as possible. So the disinterested members raised the question about the probable

length of the meeting.

Understanding of the contents: Building up the CLC as a site for various developmental

programs of the local people is not the business of the people's organizations. The responsibility

rests with the CMC members.

5 The residences of Fazlul Haque; the residence of Rahima Khatun; the residence of Abdul Hakim; the residence of Shah Alam

36

Conclusions reached: People's organizations will support the CMC members at times of need.

New initiatives: The learners, facilitators and CMC members are becoming members of People's

Organizations.

Visible changes: CMC members are voluntarily convening meetings; representatives of the

people's organizations are taking part in them; CMC members are taking part in the meetings of

the people's organizations

Future plan: The services of the people's organizations will be made available to the learners,

facilitators and CMC members such as, distribution of high yielding seeds and plants for social

afforestation.


Description of the problem: Why didn't any meeting take place so far?

Review of the context: This question was directed to the CEC facilitators. CMC members6

asked this question during the monthly CMC meeting with the understanding of the usefulness of

the meeting. The facilitators could not offer any satisfactory answer. So others advised not to

prolong any discussion on that.

Analysis of causes and effects: Earlier, the CMC members or CEC facilitators had not been

much concerned about the usefulness of the meeting. They thought that the CMC members are

not eligible to take any decision about how the CECs would be conducted. Activities will be

guided by the directives of the NGO implementing the government-funded PLCEHD-2 project.

Understanding of the contents: No resolution can be taken without holding a meeting. No

development process imported from outside without the consent/will/ decision of the people can

become sustainable.

Conclusions reached: CMC can take any decision about how to run the CLCs with due

consideration of the local context and the demands of the local community.

New initiatives: Meetings will take place regularly.

Visible changes: The number of participants in the activities of CEC is increasing day by day.

Future plan: In addition to regular monthly meetings, if necessary, meetings can be convened at

any time in view of the needs of the community.


Description of the problem: Why was the room of the center transferred from SKS to RDRS?

Review of the context: The usual perception of the CMC members7 is that the NFE centers are

project-based. So as the project period is over, the centers become automatically closed. And

when a new a project starts, a new room is constructed or hired. The perception of CEC

facilitators is nothing different from this. Everyone thinks that one project gets going as the

earlier one is over. RDRS is entrusted to offer technical assistance to the next project. May be,

6 The residence of Jahurul Master; the residence of Bholaram Das 7 The residence of Firoz Miah; the residence of Bholaram Das; the residence of Manjuara Beowa

37

RDRS has got funds to build up a new center. May be, SKS and RDRS have mutually shared the

funds. That’s why RDRS is keen to start the new center in the old room earlier constructed by

SKS.

Understanding of the contents: This area has some past experience of the implementation of

NFE projects. Experience says when one project is over, the next one takes off. There is some

gap of time between the two projects. Moreover, new projects always started at a different site.

It’s better to build up some permanent structure for the NFE centers rather than building centers

from time to time. And it is also better to build up the center not in the plot of land owned by

some individual but in some plot owned by the center itself. It’s better to build up some

permanent structure for the NFE centers rather than building centers from time to time. And it is

also better to build up the center not in the plot of land owned by some individual but in some

plot owned by the center itself.

Conclusions reached: Measures will be taken for necessary repairs of the centers.

New initiatives: Repairing of the center with the project fund along with gardening in front of

the Center for Local Services.

Visible changes: A reader-friendly environment has been created in the CEC.

Future plan: If some well-to-do persons donate land, the center can be transferred to that site to

facilitate the return of the earlier plot owned by a poor person. In case of availability of khasland,

the center will be moved over there.


Description of the problem: What would the donor get as s/he donates land to RDRS?

Description of the context: There is a great value of land to the rural population in agro-based

Bangladesh. Some of the CECs8 have been built on the land of some persons who have very

limited landed property and they cannot pull on only what they get out of their agricultural

production. Since these centers are being run for four years in the plots of the poor people, so the

idea of turning them into permanent establishments was not a happy proposition for them.

Analysis of causes and effects: This is true that learning is essential for the poor since they are

deprived of mainstream education. However, the land of these poor has to be used to build up the

center for their education. From a commonsensical position, they thought that the tin shed or

some furniture of the center would be left to their own use.

Understanding of the contents: In order to use the CLCs in an uninterrupted way for the

implementation of sustainable NFE, it is better to give priority to find plot of land for the centers

from the well-to-do persons rather than from the poor. Thus some unexpected complications can

be avoided.

8 The residences of Rahima Khatun, Helal Miah, Firoz Miah, Fazlul Haque, Anwar & Manjuara Beowa

38

Conclusions reached: As the plot of land for the center is available from the well-to-do persons,

the land of the poor would be returned to the respective donors. Efforts should be there to find

out khas land.

New initiatives: Plan has been taken to find out khas land through the URCs.

Visible changes: No visible changes could be identified.

Future plan: Efforts will be made to find out khas land as enlisted by the URCs.


Description of the problem: Would the honorarium of the facilitator increase?

Review of the context: Under the PLCEHD-2, one male and one female facilitator look after the

day-to-day activities of each CEC. The amount of honorarium for one was Taka 1400.00 and for

the other it was Taka 1300.00. For work of 4 hours a day, the amount is quite poor. The

facilitators are close relations of the CMC members. The problem comes out of that. It should be

noted that only one person is supposed to be appointed in this experimental project and the

honorarium was to be fixed at Taka 2000.00.

Analysis of the causes and effects: It could be that facilitators are to appointed as volunteers

for the expansion of NFE. But this is also true that those who are appointed are the members of

poor families. And the families depend on their income.

Understanding of the contents: If the educated persons belonging to the well-to-do families

would have opted to become volunteers in addition to their professional engagement, the NFE

project could have been more successful. In that case, the honorarium could be flexible

depending on the requirement rather than something fixed. However, in Bangladesh, such a

congenial social environment has not developed, particularly in the project area.

Conclusions reached: Putting aside the management of the center by one facilitator rather two,

immediate dialogue can be initiated with BNFE, UNESCO-Dhaka to operate with two.

New initiatives: Consequent to the discussions with BNFE and UNESCO-Dhaka, two persons

could be retained and the honorarium has been increased to Taka 2700.00.

Visible changes: Other than 4 centers9, in all other centers two facilitators are working in each

center and they are regularly receiving the honorarium.

Future plan: Those facilitators who are found to be not sincere, they would not be appointed in

future. If someone is found to be sincere, his/her honorarium can be increased to Taka 2000.00

and the rest Taka

700.00 can be deposited in the bank account of the center.


Description of the problem: What would be duties of the member of the committee?

9 The residences of Fazlul Haque, Abdul Hakim, Shaful Alam & Manjuara Beowa (See case study-5)

39

Review of the context: Since the CEC had no opportunity to play any important role in the

running of NFE centers under PLCHD-2 project, they did not have any clear idea of their own

responsibilities. On the other hand, they had the opportunity to be present during the meetings in

which things like the management of center with local support or the inclusion of the local

government or motivating the villagers to visit the centers were discussed just from the very

inception of NFE Delivery Mechanism Project10

, and so they became quite excited to know what

could be their responsibilities in this respect.

Analysis of causes and Effects: The reason behind their eagerness to know about their

responsibilities was rooted in the fact that if any involvement has any contrary effect on their

professional life since that would mean the end of their earlier position. And all of them were

engaged in some kind of employment.

Understanding of the contents: The discussions led them to an understanding that the members

of CMC would fix up their own responsibilities. The only objective is to run the centers in a

sustainable way so that these can cater to the critical needs of the local population.

Conclusions reached: A draft will be prepared to indicate the responsibilities for the existing

posts in the CMC. Later, the responsibilities will be more defined on the basis of discussions and

reviews.

New initiatives: Formation of a sub-committee to fix up the responsibilities of CMC members

Visible changes: A set of principles for the management of the CLCs has been developed that

includes the duties and responsibilities of the CMC members. Each CLC has 2 copies of this set

of principles.

Future plan: This set of principles will be printed in a book format and distributed among the

members.


Description of the problem: Who are to be included in the new committee?

Review of the context: Sometimes it becomes imperative to reconstitute the CMC. Death of any

member and submission of any application asking release from the committee are the common

reasons. Such a situation gives rise to this question. While this issue came under discussion,

many expressed the view that one representative from the people's organizations should be

inducted in the CMC. Another opinion was that the member of the concerned ward in which the

CLC operates should be in the committee; some people said the female member of the reserved

seat of the Union may be one of the members. Some persons proposed the inclusion of the head

master of the local primary school within the committee.

Analysis of causes and effects: The representatives of the people's organizations are

comparatively efficient in running the organizations than the CMC members. Moreover, there

are similarities in the objectives of people's organizations and the CMCs. And the female

members of reserved seats are usually less busy than their male counterparts. Whatever may be

the degree of their contribution, they are easily accessible in times of crisis.

10 NFE Delivery Mechanism Project

40

Understanding of the contents: The CLC may be benefitted in various ways if the female

member of the reserved seat in the local government is inducted in the committee. The

representatives of the local people's organizations can be of good help too.

Conclusions reached: The total number of CLC committee members will be increased from 9 to

11. The two increased seats would be filled in by female member of the reserved seat in the local

government and by the representative of the people's organization.

New initiatives: Inclusion of the duties and responsibilities of the two new members in the

appropriate list of CMC.

Visible changes: The duties and responsibilities of the two new members have been included in

the set of principles for the management of the CLCs.

Future plan: Those persons in the existing committee who are found to be less sincere will be

replaced by others who are more enthusiastic.


Description of the problem: What prospects would prompt the people's organizations to look

after the CLC?

Review of the context: The location of the CLCs may be quite far from the working areas of the

people's organizations within the Union. So, some of the CMC members raised this question

when the issue of their membership in the CLC came under discussion. What prompted them to

ask this question was to decide that whether some payment has to be made to the member thus

included in return of his/her services to the CLC.

Analysis of causes and effects: Most of the representatives of the people's organizations are

women. The distance of the CLC from the point where they work is quite far, not a distance that

can be covered on foot. They have to use a rickshaw or van. That would involve some monetary

cost for them to take part regular activities of the CLC. And unless this travel cost is provided,

these persons can gradually lose their interest in the CLC.

Understanding of the contents: If their presence in the meetings is deemed necessary, then they

should be provided with the travel cost.

Conclusions reached: The representatives of the Union federation will not be entitled to any

travelling allowance. But if the CLC Management Committee thinks that it has the financial

capability to pay some incentive allowance to them in exchange of the services it receives, in that

case it can fix up an amount equal to or a little more or less and accordingly the CMC can pay it

to them.

New initiatives: A receipt book meant to maintain the accounts of the above travel cost has been

printed. Moreover, an information data form has been printed to record the activities of these

members as they take part in some specific activities of the CLCs they visit from time to time.

Visible changes: These representatives of the POs are visiting the CLCS and playing an

important role in collaboration with others to find out solutions to various problems that exist in

the CLCS.

41

Future plan: Teams of the people's organizations will be formed in areas adjacent to the CLCs.

Then they would be able to work for the CLCs without any involvement of travel cost.


Description of the problem: Would the existing bank account work or a new one to be opened?

Review of the context: The agenda in the meetings of the CLCs include various activities,

budget allocated for the work, management of the budget etc. The technical support team gave

answer on this important issue. Budget for the activities relating to CLC and URC will be

deposited with their respective bank accounts. The CMC members will decide on the

expenditures.

Analysis of causes and effects: Earlier the management costs of the CLCs were paid in cash.

This plan of using the existing account was new to everybody. Naturally many had the feeling

that a separate bank account would be opened for the project.

Understanding of the contents: Depositing money in the account of the CLC would boost up

the spirit of all.

Conclusions reached: The existing account would do; no need for a new one.

New initiatives: The representative of the PO has been nominated as one new signatory for the

bank account.

Visible changes: Expenditures of the centers are being made through withdrawal from the bank

account. The signatory from the PO is putting her/his signature accordingly. No problem came

up in the process.

Future plan: The local financial help will also be transacted through the bank account.


Description of the problem: Why should the representative of the PO be included in operation

of bank account?

Review of the context: One proposal was taken that recommends the deposit of any money in

the bank accounts of the CLC and URC to implement all necessary activities. This proposal

came from the Technical Support Committee. The rationale behind this proposition had been to

ensure that all expenditures are made in accordance with the views of all CLC members and as

per the decision taken in the meeting participated by them. Besides, the induction of the PO

representative as a signatory would add to the active participation of the member concerned in

CLC activities.

Analysis of causes and effects: Earlier, the signatories of the bank account used to put just their

signatures only and did not care to monitor the credit and debit aspects. So, the facilitator in

charge of dealing with the bank used to take decisions at the personal level.

Understanding of the contents: With no opportunity of withdrawal of money without the

signature of the PO representative, s/he would take more care in the right handling of accounts,

42

management of expenditures and transactions as the resolutions of the CMC meetings. That will

reduce any probable irregularities.

Conclusions reached: One PO representative will be included as a signatory for operation of the

existing bank account of the CLC.

New initiatives: One PO representative has been included as a signatory for operation of the

existing bank account of the CLC.

Visible changes: The efficiency of the CMC members in the handling of the bank account has

been enhanced.

Future plan: The provision of one PO representative as a signatory for operation of the bank

account of the CLC would continue. Any change in PO representation in the CMC would lead to

the change of the signatory too.


Description of the problem: What would be the frequency of the meetings? Will we all have the

opportunity to be present there?

Review of the context: Meetings were held at some places after a long interval and at some for

the first time. Discussions of open nature on diverse aspects and attachment of the importance to

everybody's view and above all, the idea of conducting the CLCs as per the needs of the local

community had been crucial to please the people. The local elites other than the CMC members

present in the meeting showed keen interest to join the next meetings.

Analysis of causes and effects: Common people of the locality expect that the centers should be

run smoothly to offer some services to the villagers. Earlier, meetings at regular intervals and

participation of all were not ensured.

Understanding of the contents: Regular meetings would energize CLC activities.

Conclusions reached: Meetings will be held every month on a fixed date. Other than the CMC

members, any local citizen even the learners can be present in the meeting. But only the CMC

members are eligible to sign the register for recording of the resolutions taken.

New initiatives: Meetings are held regularly on the fixed date of the month.

Visible changes: Other than CMC members, local people are taking part in the meetings.

Future plan: Annual General Meeting will be convened every year.


Description of the problem: What will we do if the Union Parishad does not cooperate?

Review of the context: Plan has been undertaken to involve the Union Parishad in various

activities of the CLCs. These include: attending the monthly meetings, receiving financial help

from the UP for the development of the CLC, allocation of funds for the CLCs in the UP budget.

Earlier, there existed no plan to involve the UP in this regard.

43

Analysis of causes and effects: Earlier, there existed no thinking11

that the UP could play an

important role in the comprehensive development of the CLCs.

Understanding of the contents: UPs can play an important role in the comprehensive

development of the CLCs.

Conclusions reached: The representative of the Union Parishad will be included in various

activities of the Community Learning Centres (CLCs) in particular the preparation of the annual

work-plan and every aspect of its implementation such as, monthly meetings, social mapping,

meeting to assess the needs, inaugural and closing sessions of courses, health camps etc. The

concerned Ward member will be involved in every activity of the CLC so that s/he considers that

as one activity of the Union Parishad too and initiates discussion on the activity in the meeting of

the UP. This can facilitate to have the expected collaborative role that is necessary for the \CLC.

This can include allocation of of funds for the CLC or to increase various opportunities to

strengthen the infrastructure of the CLC through the development projects.

New initiatives: The participation of the Chairman/representative and the concerned ward

member in the annual work-plan of the CLCs was ensured. At every stage of of the

implementation of the plan, help of the UP Chairman/representative and the concerned ward

member is solicited.

Visible changes: With the involvement/presence of the UP Chairman/representative and the

concerned ward member in various activities of the Community Learning Centres (CLCs) such

as, monthly meetings, social mapping, wealth mapping, meeting to assess the needs, inaugural

and closing sessions of courses, health camps etc. they can understand the problems of the CLCs.

3 tube-wells and 2 sanitary latrines have already been installed in the CLCs from the allocated

budget of the UP.

Future plan: Demands will be placed with the UPs to allocate funds in their annual budget for

all the CLCs. In the revised budget of Chandanpat and Tepamadhupur UPs, provision has

already been made to divert some funds from the education sector for the use in NFE.

13.2 Involving the Local Community

The important factors to involve the local people in NFE are:

Initiating such measures for the implementation of activities that can create the interest of

all

Provision of education and training that can be used in real life situations

Involvement of other local service-providing organizations

Stakeholders of all sectors took all-out efforts to ensure the participation of the local community

to implement the project as a work of action research. Sometimes their efforts have been

successful. At times, the expected results did not follow, which led them to take new initiatives.

But the efforts have been ceaseless.


11 Most of the CMC members

44

Description of the problem: Those of us who have already completed training in literacy or

skill development, why should we visit the center regularly?

Review of the context: Most of the persons who received training from the CLCs under

PLCHD-2 project did not any more visit the center as their training was over. Some of them have

joined some jobs with the completion of training in trade courses. Some of them couldn't find

jobs and they lost their interest in the particular training. Some of them received training both in

literacy and trade courses. Sometimes some persons received training for more than once in one

trade course.

Moreover, the sessions which had been dedicated to certain issues were more or less some kind

of mere paper work. Some of them got certificates signed by the Resource Person without being

present in the center. Signatures were just put down on the tables of the office12

.

Analysis of causes and effects: The learners raised this question in apprehension that similar

things like what happened in PLCHD-2 could be repeated.

Understanding of the contents: One of the important keys to motivate the people to visit the

center regularly could be the inclusion of such contents which they are in need of, but cannot

easily access. These should be in addition to the important areas of literacy and enhancement of

knowledge and skills.

Conclusions reached: The activities of the CLC will be enlarged and diversified. In addition to

the usual reading from printed materials and training of trades, measures will be taken to include

provision of services on health and medication, dissemination of information on agriculture,

creating environment for folk cultural practices.

New initiatives: MoUs have been signed with doctors with MBBS degree, agricultural

specialists and resource persons on folk culture to provide these services.

Visible changes: People not only from the surrounding areas but from afar regularly visit the

center to have necessary services.

Future plan: Diversification will be effected in the daily activities of the CLC.


Description of the problem: We received some training in skill development but had no scope

to utilize that. Would there be some opportunity for us to receive some useful training that serves

the purpose of the present day?

Review of the context: Most of the CLCs offered training on tailoring course. Out of the 12

centers, 10 offered training on tailoring, 1 on house wiring and the rest in nursery.

Analysis of causes and effects: Trainers in tailoring could easily be found the project area.

Some of the close relations of the donor of the land or of the Chairman or of the facilitator of the

center were always found to have knowledge in tailoring. Since they wanted to appoint

somebody out of these relations, tailoring became the first choice.

12 Reported by Shahinur Alam, Shafiqul Islam, Khadija Begum, Hasan and others; all of them are CEC facilitators

45

Understanding of the contents: The selection of the trades should not depend on creating some

individual benefits or to help some relatives, rather it should be guided by the demands of the job

market in the locality.

Conclusions reached: Training in trades, such as computer, making of plastic bags and

showpieces and embroidery should be organized.

New initiatives: Training in trades, such as computer, making of plastic bags and showpieces

and embroidery has been organized.

Future plan: To open a sales and showroom for the produces from NFE centers within the area

of Rangpur City Corporation.


Description of the problem: What are the materials that will be given by the center to the

trainees?

Review of the context: There was some satisfactory amount allocated for supply of materials

among the learners in the budget of PLCHD-2. NFE learners were supplied with exercise books

and pens. But in the piloting of NFEDM, more emphasis has been given on trades and provision

of various services. The project also expects that the trainees of the trades would pay some

amount of money as course fee.

Analysis of causes and effects: On the basis of the experience in the past, many13

think that the

trainees were less interested since the training had been free and the job prospects very limited.

Rather they showed more interest in literacy skills since they could carry back the free exercise

books and pens for their children.

Understanding of the contents: Sometimes free items are treated as having lesser value. On the

other hand, any skill which can bring about some change in one's life, s/he would like to learn

that on payment.

Conclusion reached: Training of trades will be selected in view of job prospects and trainees

would pay for them as per their abilities.

New initiatives: Course fee will be charged for the training.

Visible changes: Attendance in trade courses is higher than it had been earlier.

Future plan: Trade courses will be offered in view of demands of the time and the trainees

would pay for them.


Description of the problem: Felicitation of the freedom fighters is an event of patriotic spirit.

Would such activities follow?

Review of the context: On March 26, 2013, the Independence Day was observed in each of the

CLCs and local freedom fighters were felicitated. This event created great amount of joy and

inspiration for the local people.

13 Shahinur, Shafiqul, Rita Rani, Altab Hossain

46

Analysis of causes and effects: The freedom fighters embody our national pride. People have

endless admiration for them. Inviting these great souls to the center and involving them with its

activities can encourage people to visit the CLC. The freedom fighters can also play an important

in the fund-raising of the CLCs.

Understanding of the contents: The visit of the freedom fighters and other socially admired

persons to the CLC would create interest among others about the center.

Conclusion reached: Visit of the freedom fighters and other socially admired persons to the

CLC will be organized.

New initiatives: Organizing the visit of local leaders to the center.

Visible change: Visit of locally honorable persons is being organized.

Future plan: National/international guests will be invited to the center by the local

people/RDRS.


Description of the problem: Freedom fighters are the honoured persons. How can they

contribute to the centers?

Review of the context: The CMC members raised this question in view of the observance of the

Independence Day in the center, in which the freedom fighters were requested to contribute to

the sustainability of the center.

Analysis of causes and effects: The freedom fighters can contribute to the sustainability of the

center.

Understanding of the Contents: The freedom fighters enjoy some extra-ordinary access to

some places and they can demand something from there such as, the office of high public

officials. If the freedom fighters consider the CLCs are important in the development of the

locality, they can play an useful role.

Conclusion reached: The freedom fighters will enlighten the people at various meetings and

occasions and motivate them to take part in CLC activities.

New initiatives: Enlightening the people at various meetings and occasions and motivate them

to take part in CLC activities.

Visible changes: Nothing visible has been achieved so far.

Future plan: Enlightening the people at various meetings and occasions and motivate them to

take part in CLC activities will continue.


Description of the problem: What opportunities are available here to motivate the people to

visit the CLC?

Review of the context: The freedom fighters felicitated in the event raised this question.

47

Analysis of causes and effects: Without some material incentive, the common and busy

villagers cannot be compelled to come regularly to the CLC. That will have negative impact on

their life.

Understanding of the contents: The village community has to be busy to earn a living. So

unless there is something in return for them, such as some appropriate services or concrete

benefits, as they visit the CLC, then they wouldn't feel interested to be regularly there.

Conclusion reached: Provision for various services will be in place in the CLCs.

New initiatives: Charting a schedule to exhibit documentaries on health and medical treatment,

agricultural development, folk culture and issue-based stories.

Visible changes: People are visiting the CLC to get various services as per weekly schedule.

Future plan: The weekly schedule of the CLC will be adjusted as per the needs of people.


Description of the problem: We are the inhabitants of this area. What kind of role can we play

so that we can run the centers properly even when in the future we do not get support from the

government or NGOs?

Review of the context: Local people put this question to CMC members, UP members and CEC

facilitators.

Understanding of the contents: NGO or the donors will not provide resources for good.

Conclusion reached: Resources will be mobilized from the rich persons of the locality. A

voluntary team can be formed locally with persons interested in this area. The members of the

team will call on the houses of the rich persons of the area to motivate and invite them to visit the

CLCs and would enlighten them on various activities of the Centres such as, the education of the

illiterates and dropped out learners, the provision of reading newspapers, consultations available

on services of health, education and agriculture. Through this process, the rich persons would

become aware of the usefulness of the CLCs and might donate money, crops, labour or

assistance of any kind.

New initiatives: The voluntary team has been formed and it is engaged in raising funds for

various activities of the CLCs in general and also from the well-to-do persons. If the fund-raising

acquires an upward turn, there is a plan that some 1 to 5 per cent of the amount collected can be

offered as incentive allowance.

Visible changes: Funds have been raised from Union and Upazila Parishads14

. The garden of the

center has been developed with bamboos collected from local people15

.

Future plan: Local people will pay as per their ability against the services received from the

CLC.


14 CECs at the house of Anwar, Abdul Hakim and Shafiqul Islam 15 All CLCs except the CLC at the house of Manjuara Beowa

48

Description of the problem: Many of the boys of our area have become spoilt. Can't the CLC

take some steps to prevent them from going astray?

Review of the context: Some open discussions among the villagers can create confidence in

them. So the villagers put this question to CMC members, UP members and CEC facilitators.

Analysis of causes and effects: Many of the adolescents of the school-going age just drop out

from the school. They cannot even engage themselves with any income-generating activities. So

their idle brain gets occupied by devil's designs such as gambling, narcotics, stealing etc.

Understanding of the contents: Since musical or other kinds of cultural programs can attract

people, so the CLCs can organize such cultural events at regular intervals. Other activities may

include: organization of job-oriented training for the unemployed youths, motivating these

youths to take part in programs of social welfare such as dissemination of information,

orientation, training etc.

Conclusion reached: In the Unions where the federation or people’s organizations exist

actively, efforts will be taken to integrate the youth forums with the CLCs so that the youth

members of the forums take a leadership in the activities of the CLCs, such as different meetings,

courtyard assemblies, fairs, cultural functions etc. They can try to motivate youths who have

gone astray in order to initiate them in activities of social services. Besides, there would be

provision for cultural activities especially of music and theatre in the CLCs.

New initiatives: Provision for cultural activities especially of music and theatre in the CLCs has

been created in the CLCs. The members of the youth forums have been asked to get involved

with the CLCs.

Visible changes: The artistes of Sarathi Natya Sampraday and Paglapir Sangeet Academy are

offering training in music and theatre at fortnightly intervals. Even with the call to the members

of the youth forums to ask them to join the CLCs, the response is far from encouraging. One of

the reasons behind it is that most of them live in the peripheries of the central operation of the

Union federation and the distance of the CLC varies from 5 to 10 kilometres. Moreover, about

70% of the members of the youth forums are school students. With their academic occupation

and involvement in social welfare activities in their own areas, their participation in CLC

activities becomes too demanding.

Future plan: The cultural activities especially of music and theatre would continue in the CLCs.

Besides, the former members of the youth forums of the age beyond 18 years will be asked to

take part in CLC activities. Moreover, the members of the CMCs will enlighten people about the

activities of the CLCs in various meetings or assemblies to felicitate some persons and their

efforts to further motivate the wayward youths to ensure their participation in CLC activities

would continue.

Question or Problem nos. 23-26

Description of the problem:

What benefits can we have as people's organizations for our participation in the activities of

the CLC?

49

If the CLC does not welcome our participation since we are not its member, how can we

cooperate with them?

The CLC is quite far from the residences of many of us. That's a problem. Is there any

provision to cover our travelling costs?

Is it possible to open more centers in addition to the existing ones? What kind of help can

we expect if we want to open a center?

Review of the context: In order to strengthen the organizational capacity of the CLC and to

make them sustainable, it was proposed on behalf of the people and local government that the

people's organizations should come forward to help the CLC. In this context, the representatives

of the POs put these questions.

Analysis of causes and effects: The Union federations are the centers for realizing the demands

of poor and marginalized people with collective efforts. These organizations work together with

those who/which help in the program for the rights of poor people and/or receive such help.

Apparently, the CLCs do not come within any of the category. The CLCs work as centers to help

educate common people in some need-based programs with financial support from projects. So,

the question was raised about the position of the POs in this regard.

Understanding of the contents: The POs are always vocal about the rights of the common

people. The CLCs have taken initiatives to work for literacy, skill development and various

services of common people too such as, delivering consultations on agriculture to the poor

farmers, provision of health, education and medical services for the disadvantaged people etc.

Thus both of these organizations have some common objectives. However, the representatives of

the POs raised this question in a meeting convened to introduce the project. Till then they did not

have any clear idea about the CLC. Later, as detailed discussions went on, they could understand

that they do also have some responsibilities toward the CLC.

Conclusions reached:

The POs of the Union concerned will visit each CLC at least once a week. They will take

appropriate steps to solve the existing problems in the activities of the CLC and further to

make the center more active.

The PO representatives will not be entitled to any travelling allowance for visiting the CLC.

However, if the CLC thinks that some amount should be paid in exchange of the cooperation

received, it can fix up the amount and pay accordingly.

There is no plan of opening any new center on behalf of the NFE Delivery Mechanism

project. However, a request will be made to BNFE to continue or open one CLC at least in

each ward of the Union.

New initiatives: The PO representatives are regularly visiting the CLCs. They are playing an

important role to take appropriate steps to solve the existing problems in the activities of the

CLC and further to make the center more active. Such activities are being documented. The

representatives of the Union federation can offer useful advice in matters of fund-raising, the

probable sources of the funds, the strategies and management of the funds. They are also

offering help to the activities of the CLCs in matters of enhancement of the transparency and

accountability of the local government, participation of local people in the activities of the local

government to ensure social audit, the observance of open house day and activities like

50

observance of various days, organization of annual general meeting and comprehensive

management.

Visible changes: The CLCs have become organizationally more strengthened now.

Future plan: In future, the relationship between the POs and CLCs will become more

consolidated.

13.3 Involving the Local Government

There is no more effective way to sustain the NFE other than involving the local government.

And the major areas of the involvement of the local government are:

Use of existing resources of the local government for NFE

Developing implementable policies at the local level with focus on local government

Skills and capacity building of the representatives of the local government

Building a connection between the scope of work of the local government representatives

and various activities of NFE

This Action Research Team took some measures in the context of above points. The findings are

given below.



The Union Parishad is willing to provide a room for the CLC, but it cannot do that without

the approval of the Upazila Parishad. Who will take care of that permission?

What would be the scope of the work of the Resource Center?

Who will be responsible for the management of the RC?

Who would take care of the everyday activities of the RC and what would be his/her

honorarium for that?

How would the RC continue as the project period is over?

Will the RC only organize readers' circle or exhibit documentaries or get involved in other

social activities?

Review of the context: Earlier, the Local Government was minimally connected with NFE. So,

the Chairman, members, members of the Standing Committee and the Secretary of the UP had

no clear idea about NFE. When a planning meeting was convened at the local level with a view

to constitute a NFE Resource Center, this question was raised by the persons connected with UP

in connection with allocation of rooms, scope of work of the resource centre and its

management, fixing up the responsibilities of the person to take care of the resource centre, the

possible fate of the resource centre as the project is over or whether the resource centres would

offer help to innovative and social work. These questions were discussed with importance.

Analysis of causes and effects: Union Parishad cannot take any decision on its own. The

activities of the Union Parishad are conducted under the supervision and advice of the Upazila

51

Nirbahi Officer. That prompted them to raise questions like, allotment of a room for NFE RC,

putting the official of Information Service Center with extra responsibility for the RC, the fate of

the RC after the project period. The UP Chairman, members and the secretaries raised these

questions. Moreover, they had a feeling that the villagers usually prefer to be introvert. They do

not like to get themselves into anything in which they do not find any direct or indirect benefits.

In order to involve them in the activities of CLCs and URCs, some boosting up activities have to

be undertaken such as, observance of days, rallies, discussion meetings, assemblies, recognition

of some laudable performance.

Understanding of the contents: As the above points were discussed, all agreed that NFE does

not exclusively belong to any NGO or donor organization. This is a program of the government

of Bangladesh. The NGOs or the donors are implementing this program with the approval of the

government. So, the Union Parishad will take all initiatives for the constitution, management and

solution to all problems relating to NFE RC. The NGO concerned will only offer technical

assistance. However, the UP Chairman and members do not get any fair return in terms of money

against the efforts they usually invest. As a result, they cannot afford enough time for some of

the better responsibilities they are supposed to undertake. In this context, if some planning is

there in the operation of the Resource Centres which can help improve the connection and good

relationship between the people and the UP Chairman and members that can encourage the later

to take part in the activities of the resource centres.


The UP will play the lead role from the allotting of the room to all comprehensive

functions of RC.

A set of management policies will be developed that will include directives for the

functions, management methods and all matters related to RC. These principles can be

revised/amended in course of time.

There would be allocation of funds for the Resource Centres in the annual budget of the

local government. In addition to that, the RCs would develop training curriculum for sale

and trainers will also be developed so that the RCs can run from the income they are able to

generate. But prayer will be made to the donor organizations and NGOs to continue

financial assistance till the RCs become self-sufficient.

The RCs will not only exhibit documentaries and organize reading circles. They will take

initiatives to offer various courses of training to create efficient human resource. They will

collect various kinds of information on social issues such as ensuring the popular

participation of the deserving people within the social safety net, campaign for the safety of

the children and for quality education and good governance etc. The objectives of the

activities are to connect the good governance of the local government with the life-long

education of the people and to foster a good relationship between the people and UP

Chairman and members.

New initiatives: The UP becomes active to build up the NFE RC and the Technical Support

Team prepared the set of principles for the management of the center.

Visible changes:

52

One room has been allotted in the UP office of four Unions for running the Union NFE

Resource Centres;

The officials of the Information Center have started operating the mobile libraries;

The draft set of principles meant to conduct the Union NFE Resource Centres has been

modified with everybody's participation in it.

Necessary furniture and materials were mobilized.

RC is in operation as per the set of principles.

Initiatives have been taken to conduct various skill development skills and training on

computer has also started.

The Resource Centres are offering help to the CLCs in the organization of rallies, discussion

meetings and campaigns for diverse issues. Simultaneously, initiatives have been taken to

ensure the transparency and accountability of the local government as well as for the

organization of social audit, open house day and occasions of such kinds.

Future plan: In order to make the Resource Centres sustainable some income generating

projects have been undertaken. These include: lease of land and tanks for fisheries; commercial

enterprises within the cooperative structure; undertaking of new projects with funding from the

donors etc. Networks will be formed and strengthened with different departments of the

government as well as with various development partners. The scope of work of the Resource

Centres will be extended to lager population of the community.



The facilitators neglect their duties in RC, rather get engaged in the duties of Union

Information & Service Centre.

They report at the center much later than they are supposed to, why are they not punctual in

their duties?

Review of the context: Every RC has prepared an annual work plan and accordingly, people

have started visiting the center to have necessary services. So, if somebody fails to receive the

expected services at the right moment, s/he can lose her/his trust in the process of NFE. The CLC

facilitators and CMC members raised this question in apprehension of any such undesirable

situation.

Analysis of causes and effects: The Union Information Service Center is often entrusted by the

government in many matters including overseas manpower export. Such responsibilities have to

be delivered within a stipulated time. Sometimes that creates problems for the Information

Center personnel to look after the punctual movement of the mobile library to the RC. As a

result, the fixed services of the RC on a fixed day become disturbed.

Understanding of the contents: Even if the Information Center persons are busy, the activities

of RC cannot be delayed or stopped.

53

Conclusion reached: One apprentice facilitator can be appointed so that the activities of the

Resource Centre are not hampered. S/he can substitute the duties in place of the Information

Center person. For the time being, the honorarium of the apprentice can be met partially from the

amount paid to the entrepreneurs of the Information Service Centre and some amount can be

diverted out of the sale of training. As the funding of the project comes to an end, this can be

paid from sundry income of the Centre.

New initiatives: Two apprentice facilitators have been appointed in 2 Union NFE RCs. One of

them is Liton Ray of Haridevpur Union. He is an undergraduate student of a local college and is

receiving computer training from Union Information Service Centre. He carries the mobile

library from the Resource Centre to the CLC as a barter for his computer course. Similarly,

Rabiul Islam is working as an apprentice in the URC at Tepamadhupur. He has appeared at the

HSC Examination and since he has some free time, he is learning computer skills from

Tepamadhupur Union Information Service Centre. And he too earns the training against his work

for carriage of the mobile library from the URC to the CLC.

Visible changes: The activities of NFE RC have gained dynamism.

Future plan: Two new apprentice facilitators will be appointed in the rest 2 Union NFE RCs.



How to arrange own transport system?

How to raise funds to make Union NFE RC sustainable?

Review of the context: The Union NFE RC arranges transport for the movement of a mobile

library once a week for the CLC. 12 days a month. The mobile library moves to different

destinations.

Analysis of causes and effects: The transportation cost becomes high as the materials are

carried on rented vans. Moreover, the rented vans do not report on time causing delay in reaching

the places. Naturally this creates irritation for the service receivers.

Understanding of the contents: This situation could be avoided if the RCs would have owned

the vans themselves. Moreover, there remain some serious concerns about the sustainability of

the program at the end of the project unless adequate funds are mobilized.


RDRS will arrange vans from any of their old projects.

UP will mobilize funds and resources under the coordination of a team to raise its own fund.

The income of the RCs has to be increased through organization and delivery of various

trainings.

Visible changes: 4 vans have been arranged and distributed to 4 NFERCs from the Protiva

project run with financial support of Save the Children. The UP will raise funds with its team;

receipt book has been printed for this purpose. Initiatives have been taken to organize various

training courses including computer for income generating activities.

54

Future plan: Efforts will be taken to increase funds to strengthen the NFERCs.

13.4 Turning the CLCs into permanent institutions

The foundation of NFE is rooted in the Community-based Learning Centers (CLCs). Naturally,

the sustainability of NFE and NFE RCs are mutually dependent on each other. The sustainability

of the CLCs rests on the following factors.

Allotment of land for the CLC

Building up a learning-friendly room for the center

Installation of tube-wells and latrines adjacent to the centers

Arrangement of local funds good enough to pay for honorarium

Effective steps taken by a proactive CMC

This Action Research did everything to see that every step is made effective in order achieve the

sustainability of the CLCs.



The PLCEHD-2 project used our land for about 4-5 years. So, why can't we use the

establishment of the centre as our individual asset?

If the government or RDRS want to implement any new project, why can't they either

construct a new room or pay us rent?

The poor people offered their plots of land with an expectation that they would have the

opportunity to use the establishment as their private property. Their expectations failed. So,

what incentive do they have to allow their plot of land to be used again?

Review of the context: At the time of inception of PLCEHD-2 project, the plot of land was

arranged for the center. Then the owners of those plots thought that they would become owners

of the room built on their plots on the expiry of the project. But since a new project has replaced

it, the donors of land do not agree to donate land again.

Analysis of causes and effects: It was found in all the 12 centers under NFE Delivery

Mechanism that all the donors nurtured such an idea that as the PLCEHD-2 project is over, they

would be able to use the rooms so far known as centers for their personal ends. From the past,

they had a common experience that when the government or some NGO comes up with a new

project, a new room is built again to cater services.

Understanding of the contents: Center-based programs must continue in order to make NFE

sustainable. And for this, maximum importance should be attached to the selection of the plot of

land. During the process of selection, the agreement with the donor should be transparent. That

can help avoid any unwelcome situation in future.

55

Conclusion reached: Some of the land-owners of the plots of land are reluctant to put these to

use again as centers. These should better be shifted to different plots, the owners of which could

be more interested in CLC and/or have more material capability.

New initiatives: 3 centers would be shifted and steps have been taken for repair and

beautification of all centers.

Visible changes: Three centers have already been shifted.

Future plan: In order to make them sustainable, all centers will be shifted in phases to the plots

of those owners of land who unconditionally volunteer to donate land.



What kind of help can be expected from the project for repair and beautification of the

centers?

Can some changes be made in the program of the center to include some activities on the

basis of people's needs?

Review of the context: It is essential to improve the seating arrangement, make necessary

repairs and create congenial environment to make the center a place of assembly of the local

people. Besides, some changes should be made in the program of the center to include some

activities that reflect the people's needs.

Analysis of \causes and effects: The target groups of NFE are the illiterate persons who are

usually busy with work. Most of them drop out of school because of their sheer poverty or many

of them stayed out of school. Since they don't have adequate skills, they can only find jobs of

low wages. There is hardly any change in their socio-economic conditions.

In order to motivate these persons to come to the center, it is necessary to repair the centers and

create good environment for learning. In the mean time, some changes should be made in the

program of the center to include some activities on the basis of people's needs.

Understanding of the contents: If infrastructural changes of the centers are financed out of the

project funds, the local people would not feel any ownership. So, the local people should take

decision about all probable changes. Besides, local support is essential to implement the plan.

Conclusion reached: In order to implement the plan of infrastructural changes of the center,

25% will be mobilized from local resources and the rest 75% will be expended from the project

fund.

New initiatives: Every house has been knocked with a call to donate in the fund-raising of the

center. The work-plan has been developed in the light of local demands.

Visible changes: Mixed reaction has been found in the initiative to collect money and resources

from door to door. Many poor people like the rickshaw-wallahs and agricultural workers have

donated even from 2 to 5 Taka. Front-yard of each center has been turned into a garden with the

money and bamboo sticks donated by the local people. Diverse services are being provided from

the centers in view of local demands. It is true that the local people primarily expressed their

annoyance in the early days of fund-raising at the local level. The reason behind this was that the

56

volunteers themselves arbitrarily fixed up the amount as per their own expected amount of

collection. However, in view of the reaction of the people, now they have changed their

strategies. Now they speak about the activities of the CLCs and ask money to donate in order to

conduct the Centres. They ask people to take part in the CLC activities even if they are unable to

give any money. So even if the some local people do not donate any money, the early annoyance

is gone. Rather they try to contribute as per their abilities.

Future plan: The process of mobilization of local resources will continue. Changes in the

activities of the centers will be brought in view of local demands.


Description of the problem: Can the monthly meeting of the center be held on a fixed date?

Review of the context: No institution can become dynamic without the holding of regular

meetings. The organizational development of any institution depends on collective decisions and

their implementation.

The CMCs of the CLCs meet on a monthly basis but most of the meetings suffer from quorum

and important decisions are always delayed.

Understanding of the contents: If any particular date is fixed for the monthly meeting, then the

members would keep free that particular slot of time of the day. Presence of all in the meeting is

the key to success.

Conclusion reached: A date was fixed for CMC meeting.

New initiatives: A convenient date in the 1st/2nd/3rd/4th week of the month would be fixed for

CMC meeting.

Visible changes: No problem about the quorum now. Taking decisions and implementation have

become easy.

Future plan: Convening and managing of meetings as per fixed date would continue.

Question or Problem nos. 43

Description of the problem: The centers should have tube-well and latrine. How to provide

them?

Review of the context: The learners and other persons who visit the CLC have to use, if

necessary, the latrine and tube-well of the houses around the center. Naturally this is

embarrassing. Sometimes at times of necessity, they go back to their own houses and do not

come back for the day.

Analysis of causes and effects: Tube-wells and latrines should installed at the centers so that the

learners and service-receivers can use them easily at times of need.

Understanding of the contents: Local government and Public Health department supply tube-

wells and latrines in the community. The members of local government can place the problem to

appropriate persons and thus tube-wells and latrines can be installed in the centers.

57

Conclusions reached: Applications will be sent to Union and Upazila Parishads for installation

of tube-wells and latrines in the CLCs.

New initiatives: Applications have already been sent to Union and Upazila Parishads for the

installation of tube-wells and latrines in the CLCs.

Visible changes: One tube-well has been installed with support from Rangpur Sadar Upazila

Parishad. Chandanpat Union Parishad has helped to install latrines in 3 centers; Tepamadhupur

Union Parishad has helped to install I tube-well and 2 latrines and Haridevpur Union Parishad

has helped installing 2 latrines in different CLCs.

Future plan: The participation of local government, local commercial establishments and

bountiful people should be intensified and the degree of their material support should also be

increased.



How can the marketing of the goods such as, plastic bags, show-pieces, design of outfit,

produced by persons completing trade courses from CLCs be facilitated?

Can some certification be arranged for the participants in computer training?

Review of the context: Training is being offered in 3 areas, namely, embroidery, making of

plastic bags & toys and computer skill. The trainees have acquired some satisfactory proficiency

in embroidery and if there is any scope to consistently use this skill, they are supposed to excel in

it. Similarly, persons with training in the making of plastic bags and toys are also delivering fine

products. With training in computer, the trainees now show good competence. But still they

cannot use their skills for self-employment. And the employers do not accept any job-application

without any certificate from an institution.

Discussion continued on this issue since the inception of the project. Finally, in the workshop on

exchange of learning held in the office of the Deputy Commissioner, the agenda of issuing

certificate for the computer course came under discussion. As per a decision taken earlier, in the

very workshop was brought the issue of marketing CLC products at Shatranjipalli, from where

the traditional mats of this region are sold out to different places.

Besides, the CMC members came up with another proposal. They proposed that whether the

CLC products can be put on sale in the showrooms, which are run by RDRS, for the marketing

of handicrafts produced by the Adivasis or the small ethnic groups. While this issue was brought

to the attention of the General Manager, RDRS, he suggested that the matter should better be

discussed with the higher authority. The solution to the problem was ensured in the discussion

with the higher authority.

Analysis of causes and effects: In the absence of any company in the area that has demand for

embroidery work, persons having training in the trade remain unemployed. It was found that

with the provision for certificates in computer training, more certificates are required for the

persons interested in this training. And unless some measures are taken for the marketing of the

commodities produced by the persons trained in different trade skills such as, plastic bags, show-

58

pieces and embroidery of the outfit etc. people will not become seriously interested in the

training of these trades.

Understanding of the contents: Trades should be selected in view of local job market.


A team of CLC management committee and the Technical Support Unit had a meeting with

the Manager of Shatranjipalli, who agreed to provide some space there for the display

and sale of CLC products.

Request will be made to RDRS Enterprise for the marketing of the handicraft products

produced by CLCs.

To facilitate the certification of the trainees in computer skills, a test will be held and

District Administration will be approached to issue necessary certificates.

Visible changes:

The showrooms of Shatranjipalli agreed to allow some space for the CLC products on three

conditions. These are: only quality products will be on display and sale; no advance

payment will be made meaning that the price will be paid after the sale of the product and

5% of the sale value will be deducted as the rent of the showroom. Some of the CLC

products have been put in the showrooms of the Information Centre of the Shatranjipalli on

these conditions.

Some of the CLC handicraft products are in display for sale in the showroom of RDRS

Enterprise.

The Additional Deputy Commissioner has made commitment to issue certificates for the

trainees in computer skills in view of the test taken.

Future plan: To arrange a showroom for sale and display of the products produced by the NFE

learners.

13.5 Connecting the Service-Providing Government Agencies &the NGOs or Networking

To make NFE sustainable and to upgrade it to the standard of formal education, we should bring

in a new system that would bridge or create a networking of the following NFE institutions

which has experience and expertise.


Upazila Administration

District Administration & Local Government Division

Public Universities and

Various well-established social and commercial organizations

In this Action Research, efforts have been made to suggest a network of all probable institutions

in order to make NFE sustainable. The questions/issues that came up in this process are given

below.

59

Question or Problem nos. 46

Description of the problem: Why should District BNFE communicate with UNO? If the UNO

wants to know that how is the higher authority of BNFE connected with the project, we have no

documents to answer this question. So what would we say?

Review of the context: An initiative was taken to intensively connect the local government,

Upazila administration and district administration with the project in order to ensure sustainable

continuation of its activities even if the project period is over. For obvious reasons, the Technical

Support Committee thought that if BNFE takes the lead role in the networking of local

government and Upazila and district administration, then it could be quite effective. But since the

district BNFE did not have any official directive from its central office, it refused to take the lead

role. However, they agreed to be involved in all activities.

Analysis of causes and effects: The public offices or the officers perform as per public rules,

policies, notification and directives from higher authority. They cannot move beyond that. They

are deemed responsible for any unwelcome development due to any aberration thereof. This is

reflected in district BNFE’s refusal to take the lead role in this respect, otherwise it has extended

its cooperation in all activities.

Understanding of the contents: Central BNFE should issue a letter to its district office.

Conclusion reached: UNESCO-Dhaka, the development partner in this project will send a

request to Director General, BNFE asking their approval to allow the district BNFE to play a

leading role in the activities.

New initiatives: UNESCO-Dhaka already had a meeting with DG, BNFE and a verbal request

was made in this regard.

Visible changes: Rangpur district BNFE offers cooperation in all activities of the project.

Future plan: District BNFE will make regular field visits.


Description of the problem: Why should we sign any MoU without the written permission from

the higher authority of BNFE? Who would take responsibility if some untoward thing happens?

Review of the context: One of the major thrusts of the project is the constitution and

management of Union NFE Resource Center. Along with the extension of the scope of work and

capacity building of Union Information Service Center, this Resource Center is likely to play an

important role to support NFE.

One separate room has been allotted for the Union Information Service center to extend the

scope of its work and to strengthen its capacity. Mobile library has been constituted and ICT

materials have been supplied. To ensure the proper protection of these materials, the need for

signing a MoU was felt.

But the district NFE Bureau conveyed that it cannot sign any MoU without the written approval

from the head office.

60

In this context, it was necessary to hand over the materials of the Resource Centres and to ensure

their proper use through some effective means as soon as possible. Any delay in the delivery of

materials can lead to some belated implementation of programs at the field level.

Contact was made with the district administration. As a result, Deputy Director, Local

Government (DDLG) was asked to take appropriate measures. Mizanur Rahman, the then

DDLG, talked to the Assistant Director of district NFE Bureau. But the later commented that

since the central BNFE has not issued any letter in this regard and since there had not been any

precedence of such work between NFE and the local government so there is no scope to sign any

such MoU. Later, the DDLG, concerned UNOs and the Assistant Director of district NFE met in

a joint consultation meeting and found out some more easy, realistic and effective means.

Analysis of causes and effects: It is more likely that the Technical support Team will not offer

any assistance as the project period is over. So, the supervision of some public department is

essential to ensure the appropriate use of the materials received out of the project. And district

BNFE is the right institution for this.

Understanding of the contents: District BNFE requires the signing of a MoU to take the

responsibility. So, if the MoU has the signatures from Upazila administration and District BNFE

for the use and maintenance of the materials after the completion of the project, it will be more

effective.

But since the district BNFE will not take any responsibility without the approval of higher

authority, so it is imperative to deliver the goods necessary for conducting the Resource Centres

as soon as possible with the approval of the UNO, consequent to a MoU signed between the UP

and the Technical Support Team.


A bi-lateral agreement will be signed between the Technical Support Team and Information

Service Center.

This MoU will clearly indicate: the scope of activities of the Resource Centres; the

description of the goods delivered; duties and responsibilities of the chief /associate

facilitators; use and safe custody of the goods delivered; the replacement of the goods in

case of loss and damage and the instruction for the use of the goods of the Resource Centres

as the project comes to a close.

New initiatives: A bilateral agreement has been signed between Technical Support Team and

UP. This MoU clearly indicates: the scope of activities of the Resource Centres; the description

of the goods delivered; duties and responsibilities of the chief /associate facilitators; use and safe

custody of the goods delivered; the replacement of the goods in case of loss and damage and the

instruction for the use of the goods of the Resource Centres as the project comes to a close

Visible changes: The Resource Centre is being conducted as per the terms of the MoU

Future plan: All conditions of the agreement will be operative in future.

61


Description of the problem: How can the URC-based computer lab be established from LGSP

fund?

Review of the context: The participation of the youth has increased in the Union RC because of

diversification of activities. All young people are interested in computer skills. But the center

does not have enough computers to proceed with the training.

Analysis of causes and effects: Computer skill has a good demand in the job market. Besides,

one can find some self-employment out of this skill.

Understanding of the contents: If one computer lab is established in each center that would

contribute largely to the employment of the youth.

Conclusion reached: The urgency of establishing URC-based computer lab in all 4 Resource

Centers out of LGSP fund will be properly placed with the UNO.

New initiatives: The agendum of the urgency of establishing URC-based computer lab in all 4

Resource Centers out of LGSP fund was discussed in a meeting with the UNO.

Visible changes: 2 desktop computers have been delivered to Chandanpat Union Parishad NFE

RC to establish URC-based computer lab out of LGSP fund.

Future plan: URC-based computer lab out of LGSP fund will be established in the rest 3

Resource Centers.


Description of the problem: How can we involve local educational institutions, various NGOs

and service-providing organizations with different activities?

Review of the context: Intensive participation of the resource persons is a must to achieve the

goals of Union NFE RC. This particular factor has been in the focus of the monthly meetings of

the RCs.

Analysis of causes and effects: The individual services of the facilitator cannot ensure the

participation of all while without external support the center cannot be made sustainable.

Understanding of the contents: There are many persons in various educational institutions,

NGOs and service-providing organizations who are ready to take part in voluntary activities. If

we can get these persons involved, the Resource Centers can be run quite smoothly.

Conclusions reached: A list of service-providing persons and institutions will be prepared. In a

meeting, participated by all, the plan would be drawn about how to involve them in the activities

of the center.

Visible changes: Many Resource persons of the Union have got involved in the activities of the

center.

Future plan: Efforts would be there to involve various organizations in the activities of the

center.

62


Description of the problem: Would there be support available till the centers become

financially and strategically capable to be run with local cooperation?

Review of the context: The participation of cross section of people has increased in the centers

with the provision for various kinds of services. They feel that the activities of the center should

continue.

Analysis of causes and effects: This is true that the UPs have not become financially solvent

enough to expend all the money required to run the centers. So there remain serious doubts about

the continuity of the Resource Centers as the project is over.

Understanding of the contents: As the financial part of the project dries up, RDRS, the

organization now offering the technical services, will not be able to come forward with financial

assistance. However, technical services would be made available.

Conclusions reached: Requests will be made to UNESCO-Dhaka, BNFE, District &Upazila

Administration and UPs to continue financial support so that the activities of the Resource

Centers can be undertaken unhindered.

New initiatives: Requests have been made to UNESCO-Dhaka, BNFE, District & Upazila

Administration and UPs in a number of meetings and workshops to continue their financial

support to the centers.

Visible changes: Efforts are there to locally mobilize funds.

Future plan: The volume of funds raised locally will have to be multiplied.


Description of the problem: Would the ICT materials of RC be put to hire?

Review of the context: As the ICT materials of the RC are available for hire, there has created a

local demand for these. The UP and local educational institutions often hire them against

payment.

Analysis of causes and effects: Use of ICT materials are being encouraged by the government.

But there not enough supply of such materials at the Union level.

Understanding of the contents: While the URC ICT materials are not in use, the local

organizations can benefit out of putting these to use. On the other hand, the RCs can have some

extra income.

Conclusions reached: The ICT materials of the RCs will be put on hire at 10% lesser rate than

the market price. To protect them from any damage, the facilitator or any skilled person will be

there to operate these in other places.

Visible changes: Laptop, multi-media and sound boxes are now available on hire.

Future plan: Receipt books will be printed to keep accounts for that.


63

Description of the problem: How can the UPs use the CLCs for multipurpose developmental

activities?

Review of the context: Even if the UP members are requested to visit the centers regularly, they

come here only on particular days.

Analysis of causes and effects: There exists no infrastructural establishment of the UPs to

implement its activities at the ward level.

Understanding of the contents: The Ward members have to be involved in various activities of

public relations such as, arbitration in family feuds, convening of a meeting to find remedy to

any offence committed in the locality or discussion meeting to select the beneficiaries of various

services from the government. Usually these meetings are held in the residences of some

persons. If the centers could be used for holding such meetings, the UP members would feel

interested to get more involved in NFE programs.

Besides, the representatives of various departments of the Government (such as, sub-assistant

agricultural officer (rural development), Union social activists, field assistants (livestock),

assistant health inspector, veterinary field assistant etc.) usually use the space of the Union

Parishad; they do not have any specific space to run the field level programs. So they also meet

in the residences of others at different places. If the CLC is allowed for the use of conducting the

activities of the public departments, this site can be set as the place for the delivery of rural

services, which can, in return, ensure the participation of local people in CLC activities.

Conclusion reached:

The UP members can use the centers at some fixed time of the day to use it for

meetings/arbitration/office purposes.

The sub-assistant agricultural officer (rural development), Union social activists, field

assistants (livestock), community health officers, veterinary field assistants etc. who are

responsible to conduct field activities will be requested to deliver their duties from the CLCs.

Visible changes:

The UP members are holding meetings/arbitration in the centers.

The sub-assistant agricultural officer, responsible for the union, comes to the CLC and

delivers agricultural services two days a month.

Future plan:

The UP members will be present at some fixed time of the day so that any citizen can go

over there to meet him/her.

Contact will be established with higher authority to ensure the presence of all officers

responsible to deliver services at the Union level at the CLCs.


64

Description of the problem: How can Begum Rokeya University be involved in NFE?

Review of the context: A 12-member team visited the State of West Bengal, India from June 18-22,

2013 with the support of UNESCO-Dhaka to have some on the spot knowledge of NFE in West

Bengal and to exchange opinion with their Indian counterparts with the objective of learning to make

this project more organized and effective. The active participation of the Indian public universities in

NFE has given it the required sustainability. This experience led us to think about any possible role

of Begum Rokeya University in NFE.

Analysis of causes and effects: Experiences from the past reveal that the NFE could not become

sustainable since these are always project-oriented. To make it sustainable, NFE has to be attached to

some autonomous social welfare/education/research organization in addition to its substantial

connection with the project. That can help the sustainability of NFE even beyond the project period.

Understanding of the contents: The University is an excellent center for the cultivation of all areas

of knowledge with so many young, spirited and meritorious students. They can play an important

role in the literacy activities for the poor community along with their pursuit of studies. Such a

program exists in 73 Indian universities. The proposal includes: opening an individual department;

recognizing the visit to the NFE centers as 'field work' and making it a compulsory vocation for the

students of different departments of the university; recognizing the contribution to NFE as an extra

qualification at times of promotion of the teachers. Such initiatives have played a very significant

role to offer life-skills to the members of the community who somehow dropped out of the

mainstream education.

Conclusion reached: Efforts would be made to organize one workshop in which the Vice-

Chancellor, Registrar, Deans of different faculties of Begum Rokeya University would take part. The

workshop will reflect on the role of Indian universities in NFE. Necessary plan will be in place to

open a department of Non-Formal Education at Begum Rokeya University.

New initiatives: A 3-member team has been constituted with Additional Deputy Commissioner

(Education & ICT), Assistant Director, District BNFE and Coordinator of Technical Support Team to

make necessary communication with the University and look after the implementation of the plan.

Visible changes: A Concept Note has been prepared for the workshop to be organized in

collaboration with the University.

Future plan: Steps will be taken to organize the workshop and find out the feasibility of opening

NFE department in Begum Rokeya University.

14. Overall Analysis

In the introductory part of this Report on Action Research, within the ‘overview’ section, mention

has been made of the noteworthy achievements with reference to the methodology of the work, the

research team and circle. Moreover, detailed discussion has been included in the form of findings on

the questions/problems, reactions and in the section on the ‘problems/questions and analysis of data

and information’ can be found the review of the context, analysis of causes and effects,

understanding of the contents, conclusions reached, visible changes and details of future plan. This

chapter reflects, through an overview, the basic scope of the action research, the conclusions reached

in diverse areas and the progress of the implementation of the conclusions. This will put up a simple

and transparent idea of the comprehensive impact of the work. With a view to offer a clear

understanding, this is presented in the form or figure of a fruit-full tree waiting for the maturity of

the fruits.

65

Comprehensive

assistance in the

management of

CLCs

Training of

skills

developmen

Practices of cultural activities

Agricultural

education

Networking with

various institutions

Priority of CLP

issue in UDDC

Involvement of

district

administration

and local

government

Involvement

of the POs

and local

community

Involvement

with BNFE

Conducting

e-libraries

Training of skills

development

Health

education

Education

of adult

illiterates

Education of

neo-literates

Education of

the dropped

out children

CLCs

Conducting

co-curricular

activities

(sports &

Coordination of

CLCs with the

public

departments at

the local level

Good governance

of the local

government

Creating

leadership of

the Youths

Budget allocation for

NFE

Union

NFERC

Linkage with

various local

organizations

Operating the

NFERCs

Involvement of

the UPs

Linkage with

the University

Participation of

people of various

ranks and

professions

Role of the

POs

Reconstitutio

n of CLCs

Sust

ain

able

No

n-F

orm

al E

du

cati

on

66

The tree known as ' Sustainable NFE Program' stands on seven strong roots. These roots have

been the basic areas of the action research. This would mean that multiple questions had been

raised from all these seven areas and various measures have been taken to find solutions to them.

And these measures have helped move forward the NFE program to its final destination.

As the leaves of a tree intake carbon-di-oxide and emit oxygen, similarly, in order to keep the

tree named Sustainable NFE Program, this same role is being played by BNFE, local

government, Union federation and local people. The implementable measures to solve the

problems/questions raised and realization of most of the ends could only be possible with the

necessary assistance received from them.

Now the CLCs and NFE Resource Centres are maturing from flowers into ripened fruits. The

characteristics of these fruits [CLC] include: the learning of the neo-literates; education of the

adult illiterates; learning of the dropped out learners; training on skill development, health

education, agricultural education; exercises on cultural practices and conducting of e-library;

NFERC; budget allocation for NFE; coordination of CLCs with the public departments at the

local level; good governance of the local government; priority of CLC issues in UDCC;

management of co-curricular activities (Sports & Debate); creating leadership of the youths;

comprehensive help in the management of CLCs.

To make NFE sustainable, the imperative move is networking with different organizations. This

is now at a steadily increasing state.

Now we would try to see the conclusions that were reached in view of the problems/questions

raised at the basic areas and the extent of their progress so far.

14.1 Reorganization of the CLCs

Diverse problems cropped up in connection with the re-constitution of the CLCs. 11 decisions

have been taken to find solutions to the problems. Five of them have been properly and fully

realized so far. Six others are now under implementation. Most of these are now within the

working process. The graph containing the decisions on the reconstitution of CLCs is given

below.

11. In spite of the fact that no new CLC can be

established at the Union level now, under

Sustainable NFE Project, request will be made to

BNFE to form and operate one CLC in each Union.

10. Discussion will take place very soon with BNFE

and UNESCO Dhaka to see that 2 facilitators can

work instead of one put out off from his/her service.

9. The CLCs now established in the plots of land

owned by some poor persons will be trans-located

to plots owned by rich ones. The centres would be

finally located to some khas land, subject to

availability.

8. Necessary repairs of the Centres will be

67

undertaken.

7. The existing bank account would work; there is

no need to open a new one.

6, There will be a fixed date for holding the

monthly meetings of the CMCs. Other than the

CMC members, any person even the learners can be

present in the meetings.

5. The number of CMC members will be increased

from 9 to 11. Membership of these 2 new persons

will be reserved, one for the female member in the

UP and the other for the representative of the Union

federation.

4. A draft will be prepared indicating the

responsibilities of the present CLC members. Later,

after discussion and review, duties and

responsibilities would be finalized.

3. The CMC will be entitled to take any decision in

view of the local context and expectations of the

local people.

2. Some amount of money taken out of the project

fund for refreshment of the participants will be

deposited in the account of the Centre.

1 CMC members will visit the Centre, in addition to

their regular participation in the meetings and

having different services from the Centre.

Not yet Started Completed

68

14.2: Community Participation in CLC including the youths apparently gone astray, important

personalities and former learners

The participation of community including the youths apparently gone astray, important

personalities and former learners has been a continuous process. Seven resolutions were in this

regard and the process of implementation has duly started.

Conclusions Reached Progress of

Implementation

Compl

eted

Have

started

Not

yet

started

1.Youth Forums will be involved in the activities of CLCs, in the Unions

in which People's Organizations and Union Federations are active. The

objective behind this is to initiate the youths of the forum to take the

leading role in organizing various meetings, courtyard assemblies and

cultural functions of CLCs and they can also try to involve the youths

who have gone astray.

√

2. Provision of various services will be made available from the CLCs. √

3. Job-oriented trades will be selected and course fees will be charged as

per the ability of the trainees.

√

4. Steps will be taken to create an environment in which can take place

readings from printed texts, cultivation of folk culture. In addition to

training in trades, people will have access to advice on health and

medicare and agriculture.

√

5.Trades will include computer skills, making of plastic bags and show-

pieces, embroidery and food processing.

√

6. Resources will be mobilized from the rich persons of the locality. A

voluntary team can be formed locally with persons interested in this area.

The members of the team will call on the houses of the rich persons of

the area to motivate and invite them to visit the CLCs and would

enlighten them on various activities of the Centres such as, the education

of the illiterates and dropped out learners, the provision of reading

newspapers, consultations available on services of health, education and

agriculture. Through this process, the rich persons would become aware

of the usefulness of the CLCs and might donate money, crops, labour or

assistance of any kind.

√

7. Common people will feel increased interest about the CLCs if the

freedom-fighters and other persons having been honoured by the state are

motivated to visit the Centres.

√

69

4. The representative of the UP will be involved in the

annual work-plan of the CLC and its implementation

such as, monthly meetings, preparing of social map

and of the resources of the society, meeting for

estimate of demands, inaugural and closing sessi

3. The RCs will not only exhibit documentaries and

organize reading circles. They will take initiatives to

offer various courses of training to create efficient

human resource.

2. There would be allocation of funds for the Resource

Centres in the annual budget of the local government.

In addition to that, the RCs would develop training

curriculum for sale and trainers will also be developed

so that the RCs can run from the inco

1. The Union Parishad will play the leading role in the

comprehensive activities of the CLC including the

allotment of the room.

14.3 Involvement of the Union Parishad

The seven resolutions taken in relating to the act of involving the Union Parishad in sustainable

NFE and the state of the progress of their implementation can be seen in the following graph.

14.4 The management of NFE Resource Centre

The state of implementation of the resolutions taken for the management of NFE Resource centre

is given below.

Conclusions Reached Progress of

Implementation

Completed Have

started

Not yet

started

1. One apprentice facilitator can be appointed so that the activities

of the Resource Centre are not hampered. S/he can substitute the

duties in place of the Information Center person. For the time

being, the honorarium of the apprentice can be met partially from

the amount paid to the entrepreneurs of the Information Service

Centre and some amount can be diverted out of the sale of training.

As the funding of the project comes to an end, this can be paid

from sundry income of the Centre.

√

70

2. RDRS Bangladesh will supply used vans from any of its

projects.

√

3. The UP will constitute a fund-raising committee for

mobilization of funds and resources.

√

4. The income of the Resource centre will be raised through

organization of different trainings.

√

5. A comprehensive management policy will be prepared

that would include the activities, management procedures and

overall functions. This policy will contain directives for all

possible questions. The policy will be amended in tune with the

demands of time and of the people.

√

6. 25% of the funds required to implement the changes as planned

by the people will be raised locally while the rest 75% would come

from the project assistance.

√

7. The ICT materials of the URC will be rented out at 10% lesser

than the market price. While on rent, the entrepreneur

himself/herself or a skilled person will be present at the site to take

care of the material from any possible damage.

√

14.5 The Role of the People's Organizations

The people's organizations are very closely associated with this Action Research on Sustainable NFE.

Three decisions were taken as to what role these organizations would play. The implementation of them is

still going on.

71

14.6 Linkage and Networking with various Local Organizations

In all, eleven decisions were taken to establish linkage and networking with local organizations with the

objective of making NFE sustainable. Two of them have been fully realized. Seven of them are in the

process of implementation and no further conclusive action was taken to implement one till the

preparation of this Report on the Action Research.

Conclusions Reached Progress of Implementation

Completed Have

started

Not yet

started

1. Application will be sent to Union and Upazila

Parishads to install tube-well and sanitary latrines in

the CLCs.

√

2. Request will be made to facilitate marketing of CLC

products through RDRS Enterprise.

√

3. The representatives of CLC management committee

and Technical Support Team will contact the

manager of Shatranjipalli and arrange to put some

CLC products in their showroom.

√

4. Application will be sent to district administration so

that certificates can be issued on the result of a test

to the persons completing computer training.

√

5. Request will be made to the DG, Bureau of Non-

Formal Education through different Development

Partners and UNESCO-Dhaka so that the district

BNFE leads in some relevant activities under the

project.

√

6. A bi-lateral agreement will be signed between

Technical Support Unit and Union Parishad.

√

7. This MoU will clearly indicate: the scope of

activities of the Resource Centres; the description of

the goods delivered; duties and responsibilities of the

chief /associate facilitators; use and safe custody of

the goods delivered; the replacement of the goods in

case of loss and damage and the instruction for the

use of the goods of the Resource Centres as the

project comes to a close.

√

8. The necessity of establishing computer lab in all the

four Centres out of LGSP fund will be explained to

√

72

Series1, Implementation finally completed

, 8, 18%

Series1, Efforts of

implementation in process , 34,

77%

Series1, Not yet implemented , 2,

5%

the Upazila Nirbahi Officer.

9. Request will be made to UNESCO-Dhaka, BNFE,

district administration, upazila administration, Union

Parishad to continue funding for the running of the

Resource Centres even when the project period is

over. Simultaneously, efforts would be intensified to

mobilize funds at the local level.

√

10. The UP members will use the space of the

CLCs in some specific hours of the day to conduct

meetings/arbitration/official matters.

√

11. The sub-assistant agricultural officer (rural

development), Union social activists, field assistants

(livestock), community health officers, veterinary

field assistants etc., who are responsible to conduct

field activities, will be requested to deliver their

duties from the CLCs.

√

14.7 Linkage with the University

A resolution was taken to organize a workshop with participation of teachers and the Dean of the

concerned Faculty on the role of the university in NFE in the context of the experiences of the

Indian universities. Till November, 2013, some informal discussions took place. The district

NFE Resource Team is sincerely working in this area. Hopefully, necessary planning would be

in place to open a department at Begum Rokeya University.

14.8 Progress of Comprehensive Implementation

In fine, the state of comprehensive progress in the implementation of the conclusions reached in

this Action Research is presented in

the figure below.

Those which have been implemented

and those which are in the process of

implementation fall within a

continuous process. The task of

issuance of a certificate on the result

of a test with consultation with the

district administration for the persons

completing computer courses could

not be realized yet. No initiative has

been taken so far in this regard. But

what is important for the

implementation of all resolutions is

73

the availability of full technical assistance till the realization of all of them and to continue similar

technical assistance even after that.

15. Recommendations

While trying to implement different activities of this Action Research project, the team

encountered a lot of questions from the local community. The team tried to sort out those and to

enlist the responses or reactions of the people and then, not quite unnaturally, some new

problems cropped up. However, answer to every enquiry was sought and all decisions regarding

them were taken in a collective process. Lessons learnt out of the process had been discussed

both at district and upazila levels.

The participants in the discussion sessions drafted the following recommendations, which can

help make NFE sustainable with local support.

1. Literacy should be prioritized in comparison to other activities of the CLCs. The opinion of

the local people should reflect on the urgency to make everyone literate and programs

should be undertaken accordingly.

2. Literacy sessions should take place for 4 hours every day separately for men and women: 2

hours daily for each group. Other services of CLCs would be provided either before or after

the literacy sessions.

3. A mapping of illiteracy situation should be conducted under the leadership of UP. In view

of that survey, the UP can move the existing centers to more appropriate sites. Two factors

should be considered in this case: (1) the majority of illiterates in terms of number and (2)

the prospects of local fund raising.

4. No individual agency can singularly implement NFE. This must be a team work. So it is

necessary to ensure the participation of local community. It is also necessary to increase the

number of persons taking part in the planning phase.

5. With only 3 CLCs the entire population of the Union cannot be brought under the coverage

of literacy. So at least 9 CLCs should be established in 9 wards of the Union.

6. The involvement of District Education Officer, District Primary Education Officer and

Superintendent of the Primary Training Institute should be intensified at all phases of NFE.

7. Implementation of effective NFE requires campaign on a larger scale. Exhibition of

documentaries in increased number through mobile libraries can be useful in this case.

Besides, the use of street plays and folk music in the rural areas can attract and persuade

people to NFE program.

8. In every activity of NFE, local government and BNFE should work together. In all

publications/sign boards/bill boards, the name and logo of these two agencies along with

that of the district administration should be put together. This will create greater trust in the

people, will give them some ownership and would indicate that this is not just a NGO

business.

9. The NFE Resource Team will not work as a project-oriented committee. As long as NFE

program will continue in the district, the committee should remain active. This committee

74

should not be restricted by any time-limit. This committee will render technical services of

every kind as per the needs of the CLCs. The recommendations made by this committee to

BNFE and CMC should be implemented with support from DPEO, UEO, PTI and District

administration.

10. The families involved with NFE should be entitled to some extra services to enable them to

improve their state. This will encourage the illiterate people to get involved in NFE. UP

should take care of this factor.

11. The opportunity of computer training in the NFE RC would be very helpful. Similar

opportunities in the CLCs would help develop human resources. If the local people can

mobilize 70% of the funds required to buy computers, the rest 30% can be made available

by the government or from the project.

12. Applications can be sent to different organizations to supply new/old computers to the

CLCs.

13. In order to sustain the CLCs, arrangement for proper honorarium of the facilitators should

be in place. The present amount should be enhanced.

14. In order to make the functioning of the NFE RC steady, one apprentice facilitator can be

recruited who can run the URC on behalf of the personnel in the Information Service

Center.

15. The Upazila and Union Parishads should jointly take efforts to have financial help from

various commercial organizations to ensure the sustainability of the CLCs and Union RCs.

16. Applications can be sent to the Central Public Library and other institutions asking them to

donate books to CLCs and Union RCs.

17. The sustainability of any endeavour cannot be proven with the survey of a short period of

say, 6 months or 1 year. So the piloting period should be extended. The project area and

programs should be increased during this extended period.

18. Nothing can substitute education and skills development to improve life and living of the

illiterate, neo-literates and semi-literates. So, NFE should be implemented not as a project

but as a long term program.

16. Conclusion

There are some crucial differences between conventional education and NFE. The fundamental

objective of NFE rests on achievement of literacy. Literacy is not limited to familiarity with

letters and putting down the signature. Many consider literacy as the skill to read, to write and to

count. But in fact literacy is not limited to these three skills. Literacy is much more; it is

stretched throughout one's life. Literacy means the acquisition of the capability that helps

develop the awareness one can utilize and the quality of adjustment in changed situations. It

helps one to properly know and understand the society and to take part in its various phases of

change. Naturally, NFE is considered as a substitute of conventional learning.

The target groups of NFE are the people deprived of opportunities earlier. The management and

achievement of NFE is tougher than general education. And because of this, NFE requires multi-

dimensional media. In this context, NFE Sustainability Project with local support has been

different from all other earlier models of Bangladesh. This was characterized by on the one hand,

75

the participation of the government, NGOs and local people, and on the other, by the

combination of diverse services and ICT education.

Multiple challenges came up during the implementation of this program. However, most of the

challenges could be met through discussions and consultations. As a whole, this has been a new

experience. If the lessons learnt are not put to further practice, these may not prove to be

sustainable. So, it is imperative to continue the sustainable NFE activities of the project with

local support.

Acknowledgement is due to them who shared responsibilities to implement this experimental

project of sustainable NFE and also to them who faced the problems but also found solutions to

those with ceaseless efforts.

76

17. Appendix

17.1 Appendix-1: Action Research Framework

Name of the Project: Sustainable Non-Formal Education with Local Support

Duration of the Project: January to November, 2013

Project Areas:Tepamadhupur and Balapara Unions of Kownia Upazila, Rangpur & Chandanpat and

Haridevpur Unions of SadarUpazila, Rangpur

Implementation by: Bureau of Non-Formal Education

Technical Assistance Team: RDRS Bangladesh

1 Introduction Sustainable Non-Formal Education with Local Support has been an effort to coordinate exercises and

research. This research work has been accomplished to improve and find out ways to make Non-Formal

Education effective with Local Support in a methodological process. This work includes the views and

reactions of the representatives of people’s organizations, members of the Standing Committee of the UPs

and the local people. These views took into account of the realities of situation and thesealso represent the

exercises of social customs, local knowledge and practices. Persons involved in the process played a

supportive role in the work.

2 Objectives

The objectives of this research work had been:

a) Participation of all (involved in the project) in matters of planning;

b) Implementation of the plan they themselves have prepared

c) To help any probable future replication, preservation of the changes in, and findings of, the

project.

3 Applied definition

In the heart of this work lie the continuous implementation of various activities of the project and their

impacts. All necessary data have been collected and subsequently analyzed to prepare information.

4 Action Research Cycle

77

5 Identification of problems supported by reasons

Bangladesh has a long history of NFE. The government took a number of initiatives to improve the state

of NFE. However, all such efforts had been project-oriented. Naturally, as the projects are over, all

activities come to a halt. This action research as a project was undertaken in this particular context. In the

process of implementation, efforts were made to identify the experiences/problems. Analysis was made to

find out ways of solution to them. Local people played an effective part in the sustainability of NFE

program.

6. Comprehensive methods

6.1 Identification of questions/problems: This part was undertaken by learners, CEC facilitators, CMC

members, representatives of people’s organizations and UPs. They put down in writing every problem

they faced. This had been a continuous process. The problems were discussed in the monthly meetings

and work plan was developed in view of the opinion expressed by all.

6.2 Continuous activities

6.2 (a) Inquiry of knowledge: The persons concerned with this work (learners, CEC facilitators, CMC

members, representatives of people’s organizations and UPs) have invested their own knowledge and

experiences of real life in their association with the activities of CLCs and Union NFE RCs.

6.2 (b) Collection of data: This was accomplished in the monthly meetings of Union NFE RCs.

6.2 (c) Preparing the substance of data: This was accomplished through intensive participation of all

members.

6.2 (d) Preparation of the work-plan: All relevant persons took part together in this process to find out

solutions to the existing problems of CEC and Union NFE RCs.

6.2 (e) Checklist for the work-plan: This included- the number of index of the work plan such as, the

name/description of the problem, the way to solve it, the time schedule and the process of

implementation.

6.3 Implementation of the work plan

The numerical and qualitative data: Both kinds of data have been collected with the use of

various tools such as, feedback checklist, participatory action research format, the records as

contained in the registers of CEC and Union NFE RCs:

Data collector: Data have been collected by local people, learners, CEC facilitators, CMC

members, the members of the management committee of NFE RCs, members of standing

committee of the UPs:

Validity and reliability of the data: Cross-checking and discussion with the members of various

participatory groups have been the tools in this respect.

6.4 Triangulation method

Interviews with members of all12 CECs

Findings of the field visits by Technical Support Coordinator, representative of District

BNFE and of the monitoring unit of Technical Team have been taken into account;

78

Validation through group discussions: Existing situations and changes as preserved in

participatory action research format were reviewed through discussions and analysis in

various meetings.

6.5 Data/information of the work plan, important experiences & reflection of opinion

Elaboration and analysis of information: Elaboration and analysis of necessary

information has been done in fixed/regular reports. Statistical methods, graphs, chart

were not much applicable in this work, so their use had been quite limited.

Exercises: When the problems were identified, most of them were solved with the active

participation of the local community. Identification of problems and the process of

solution became a regular habit of the local people.

Looking at it from a distinct angle: Local media, Education Committees at upazila level

and the District NFE committee looked at the activities of the project from their

individual angles and offered all necessary support.

6.6 Data/information of the work plan, important experiences & views

The report will be published with the insertion of the views:

--July 15, 2013

--September 15, 2013

--November 15, 2013

Special experiences/reflections would be described as case studies with investigative reports.

6.7 Revision of plan, if required: The framework can be revised, amended and re-fixed on the basis of

local situations, and greater interest or expression of will of the local people.

7. Major tools

Work Plan of NFE RCs& CLCs

Internal research

Framework of the Action Research

Participatory Action Research Format

Self-analysis

Progress Report

Concluding statement

This framework will play an effective role to identify the problems of NFE activities and encourage the

stakeholders to solve them. As the technical support working with this Action Research project, RDRS

Bangladesh hopes that this would be considered as a tool in the implementation of NFE with local

support.

79

17.2: Appendix-2

Information sheet of people’s participatory research

(This format has two parts. The first is dedicated for implementation by CLC/Union NFE RCs. The

second part has been supplied to the Union Parishad and the relevant NGOs.)

A) General Information

1 Name of the Center

2 Date of recording the participatory research

3 Time: Morning/Afternoon/Evening at.......................

4 Duration of review of the information of participatory research............................

5 Number of persons taking part in participatory research: Women...........Men..............

B) Visible Situation

1 No. of persons receiving services from the center....................

2 No. of persons receiving services from the center in the whole day....................

3 Description of services delivered throughout the day:

...............................................................................................................................................

.................................................................................................................................................

C) Noteworthy Changes/Successes

The changes that can be identified in the standard of living of the local people due to the

interventions of the center...................................................................................................................

............................................................................................................................................

D) Existing Problems and Initiatives Taken

The problems that hinder the fixed activities of the center

are........................................................................................................................................................

.............................................................................................................................................................

2 The initiatives that have been taken to remedy the existing problems

include...............................................................................................................................

3 The kinds of changes which are visible for the initiatives taken are enlisted below.

.............................................................................................................................................................

.............................................................................................................................................................

E) Views of the persons taking the lead roles in participatory research:

(Please put down the decisions taken in the meeting participated by the persons present in the

center to review the overall situation.)

.........................................................................................................................

.............................................................................................................................................................

Signature of the Facilitator on behalf of the center Name of the person leading the participatory

research

Designation..............................

Signature.....................................

Bureau of Non-Formal Education - UNESCO | Building … Editorial Non-Formal Education (NFE) is meant...

Documents

Transcript of Bureau of Non-Formal Education - UNESCO | Building … Editorial Non-Formal Education (NFE) is meant...