Bangladesh - Belgium

More documents

Recommendations

Info

the solidarity. The stress on participation is also intended to ensure sustainability of the women’s organisations by keeping the focus on issues which are relevant to the members. In Phase 3, Rupantar is emphasising ‘women to women’ coaching and peer learning whereby older groups nurture new groups. Lessons Learned A number of useful lessons have been learned from the Rupantar experience to date, including: • A long time is needed to affect change- this initiative has been supported for 10 years • There is a sense that the cumulative effect of combined NGO operation in the area has been to empower women. This needs to be qualified, however, by an accompanying impression that NGOs initiatives are overlapping. Hence women on a Rupantar WCC may also be members of up to 8-10 other committees (approx 4-5 of which are NGO-formed committees) and may end up talking to UP and Upazila officials multiple times as representatives of different committees with different sectoral foci. This is a crowded accountability market place which to some extent is feeding the donor appetite for this type of (gendered) CVA activity. The risk is that process outcomes/impacts become inefficient or even damaging. • The development of an appropriate and innovative communication approach through cultural means is effective and ‘marketable’ to others, and has been picked up by national media • Projectisation leads to measurement by numbers of meetings and cultural events; e.g. Rupantar’s project proposal lists regular events and the predicted number of participants implying that, irrespective of whether there is a meaningful agenda, meetings will take place. • Over-rigid and/or meaningless indicators in the log frame [e.g (i) at least 50% of women’s demands met by local government or other service providers (ii) 40% of women inputs taken up, addressed by the UP (iii) 70% women leaders participating /active in sociocultural-religious events’] put pressure on the organisation to deliver regardless of external circumstances and to set up monitoring instruments and indicators which may not be relevant to the change that target groups are actually experiencing. • The above discussion suggests that there is a careful balance that needs to be achieved in this type of intervention between ”top down” mobilisation and “bottom up” social mobilisation. • The main competence and motivation is the Rupantar model” of social transformation through drama and song’. Rupantar feels a pressure (although SDC says that it does not put this pressure on) to (i) scale up (leading to possible inefficiencies when an organisation has to enlarge) and (ii) bring the voice of poor women into policy dialogue at national level, which may not be what Rupantar either wants to do or is good at doing. • There remains a question about the extent to which the women’s organisations themselves are affecting change in attitude and behaviour of service providers and local administration and how much of is affected by the presence (and clout) of a foreign aided project. This question is difficult to really unpack during a relatively short evaluation visit. III: Models of Change Developed Rupantar has a clear model of change which builds improved service delivery and outcomes on the basis of a classic model of enhanced citizen voice and government accountability (see Figure 1). The gendered nature of this support suggests an “effect assumption” that women’s political participation is highly effective in engaging government officials and service providers, but it also suggests a broader set of effect assumptions. These centre on the assumption that political empowerment of women in their relationship with local government will effect empowerment in other spheres, notably in their social empowerment in their households and communities, as well as their economic empowerment in respect of economic decision making and activities. The discussion above (particularly on impacts and on lessons learned) suggests that these assumptions have for the most part been well formulated. Perhaps the are of outcomes where they are least tested is in the impact of this CVA activity on government and service provider performance, i.e. beyond the encouraging noises and frequent meetings that clearly now take place between women and these officials. There are indications that, even if they are now more willing and have a higher level of motivation, local officials may lack the authority and resources to make these types of observable changes. 146
Figure 1. Rupantar CVA Model of Change Assumptions CVA Channels: Activities CVA Channels: Outputs Changes in policy and practice: Outcomes Targeted support to potential women leaders will give them the capacity and confidence to contest local elections and participate in local governance Women’s organisations at different local govt tiers developed More women in local committees and platforms, actively promoting women’s rights Group members link with service providers, demand accountability Women influence decision making in LGI Enhancing women’s voice will create greater accountability amongst local government and local service providers Networks of women provide solidarity to confront issues of women’s rights Leadership training provided Awareness raising amongst men and local officials Women contest & win LGI seats More frequent engagement and dialogue between women and local government officials Service providers and local government officials more accountable and change their behaviour Women are empowered in political, social and economic sphere . IV. Relevant Primary and Secondary data collected during the field work References Khan, Zarina Rahman and Akhter Hussain, 2006 Final Report of Mid Term Review ‘ An Alternative Intervention to Develop Grassroots Women’s Leadership in Union Parishads’ Rupantar Phase 3 Project Document 2007-2010 SDC March 2004 Credit Proposal ( internal document) ‘Rupantar: Grassroots Women’s Leadership Phase 2 SDC July 2007 Credit Proposal ( internal document) ‘Rupantar: Grassroots Women’s Leadership Phase 3 Interviews/Focus Groups Rupantar Senior Management Upazila Government Officials, Khulna Female elected Union Parishad representatives from four different UPs Rupantar Area Office Staff, Khulna Female WCC and Upazila Coordination Committee (UCC) members, Amirpur Union Upazila Coordination Committee (UCC) members, Baliadinga Union Group of female villagers (non committee members) Group of male villagers 147
Page 1 and 2:
Swiss Agency for Development and Co
Page 3 and 4:
Citizens’ Voice and Accountabilit
Page 5 and 6:
Page 7 and 8:
vMwiK gZ cÖKvk Ges Revew`wnZv g~j
Page 9 and 10:
wewmwmGm M‡elYv `jwU †gvU GMviw
Page 11 and 12:
Dr‡KvP Qvov miKvwi †mev¸‡jvi
Page 13 and 14:
Page 15 and 16:
Page 17 and 18:
Page 19 and 20:
Page 21 and 22:
Page 23 and 24:
Page 25 and 26:
Page 27 and 28:
Page 29 and 30:
Page 31 and 32:
Page 33 and 34:
Page 35 and 36:
Page 37 and 38:
Page 39 and 40:
Page 41 and 42:
Page 43 and 44:
Page 45 and 46:
Page 47 and 48:
Page 49 and 50:
Page 51 and 52:
Page 53 and 54:
Page 55 and 56:
Page 57 and 58:
Page 59 and 60:
Page 61 and 62:
Page 63 and 64:
Page 65 and 66:
Page 67 and 68:
Page 69 and 70:
Page 71 and 72:
Page 73 and 74:
Page 75 and 76:
Page 77 and 78:
Page 79 and 80:
Page 81 and 82:
Page 83 and 84:
Page 85 and 86:
Page 87 and 88:
Page 89 and 90:
Page 91 and 92:
Page 93 and 94:
Page 95 and 96:
Page 97 and 98:
Page 99 and 100:
Page 101 and 102:
Development partner Strategic inten
Page 103 and 104:
Page 105 and 106:
Page 107 and 108:
Page 109 and 110:
Page 111 and 112:
Page 113 and 114: Citizens’ Voice and Accountabilit
Page 147 and 148: IV Relevant Primary and Secondary d
Page 149 and 150: II: Overall Assessment of Intervent
Page 151 and 152: Impact According to the 2007 Impact
Page 153 and 154: Model of change Assumptions Activit
Page 155 and 156: D.8. Bangladesh Sanjukta Sramic Fed
Page 157 and 158: Effectiveness BSSF provides 22 trai
Page 159 and 160: . Model of change Assumptions Activ
Page 161 and 162: D.9. Rupantar Grassroots Women’s
Page 163: Impact Phase 1 resulted in a cadre
Page 167 and 168: Table 2. Most significant change an
Page 169 and 170: D.10. Samata - Empowerment Through
Page 171 and 172: Lessons Learned Important lessons l
Page 175 and 176: Table 2. Most significant change an
Page 177 and 178: D.11. GTZ brokered dialogue within
Page 179 and 180: Sustainability GTZ feels that the f
Page 183 and 184: Project (Donor) Partners/ PIUs Inte
Page 185 and 186: Project (Donor) Partners/ PIUs Inte
Page 187 and 188: Annex F. Summary of Stakeholder Deb
show all

Bangladesh - Belgium

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?