stitching of a dream - diakonia evaluation team field work for this evaluation was conducted in...

Stitching of a dream

Supported by:

Evaluation of Gender and Good Governance Project

Evaluation Team: Mahbubul Islam

Laila Arzu Mand Banu

Muhammad Taher

PARTNER Rajshahi

Bangladesh December 2012

Evaluation of Gender and Good Governance Project by PARTNER

iiii

EVALUATION TEAM

Field work for this evaluation was conducted in December 2012 by a team of three members comprising a Gender Specialist: Ms. Laila Arzu Mand Banu, an Organisational Development specialist: Mr. Mahbubul Islam and a Research and Evaluation consultant with specialisation in Rights and Governance: Mr. Muhammad Taher. Each of them has many years of experience in development policy and practice in Bangladesh and elsewhere and have been working as independent Management and Social Development consultants for more than 12 years.

Evaluation Team

ACKNOWLEDGEMENTS

The team would like to express its gratitude to PARTNER for their cooperation throughout the process of this evaluation. Although it was a bit difficult working on the foggy wintry days of mid-December, braving street violence caused by the chaotic political culture of the country, nevertheless we carry with us a happy memory of our work in the field in different villages of Rajshahi and Naogaon districts. We are grateful to all stakeholders of the project that we met for the time they shared with us and their relevant experience with the project. We would particularly like to thank Mr. Md. Abdus Sobhan Meah, Executive Director of PARTNER for his personal care and assistance to us to ensure that the work was completed smoothly and within the time. We are also very thankful to Ms. Alima Khatun, Director, Programmes and all her colleagues for facilitating our visits to different village groups and meetings with the different stakeholders. The team would finally like to express their grateful appreciation to Ms. Khodeja Sultana, Country Manager, Diakonia Bangladesh and her able colleagues, Mr. Mazharul Islam and Ms. Morjina Khatun for providing all necessary support, including information and literature required for the work and for facilitating our visits to field areas.

Mahbubul Islam Laila Arzu Mand Banu Muhammad Taher


iiiiii

ABBREVIATIONS AGM Annual General Meeting ASK Ain O Salish Kendra (Legal Aid Organisation) BLAST Bangladesh Legal Aid Services Trust CBO Community Based Organisation CSO Civil Society Organisation DM Disaster Management DMC Disaster Management Committee ED Executive Director FGD Focus Group Discussion GAGG Gender and Good Governance GDF Gender and Development Forum HR Human Rights HSC Higher Secondary School Certificate ICT Information and Communication Technology LEB Local Elected Bodies LGI Local Government Institutions M & E Monitoring and Evaluation NFPE Non-Formal Primary Education NJJK Nari Jogajog Kendra (Centre for Women’s Communications) OD Organisational Development OFI Off-Farm Interventions PF Provident Fund PNGO Partner NGO RBA Rights Based Approach UP Union Parishad SARA Social Association for Rural Advancement SP Strategy Plan SRHR Sexual and Reproductive Health Rights STD Sexually Transmitted Diseases SWOT Strength Weakness Opportunity Threats ToC Theory of Change UDHR Universal Declaration of Human Rights VAC Value Added Crops VDC Village Development Committee


iviv

CONTENTS EVALUATION TEAM ................................................................................................................................................... ii ACKNOWLEDGEMENTS .............................................................................................................................................. ii ABBREVIATIONS ....................................................................................................................................................... iii CONTENTS ...............................................................................................................................................................iv

1. introduction .................................................................................................................................................... 1

1.1 Purpose of Evaluation ........................................................................................................................... 1

1.2 PARTNER at a Glance ............................................................................................................................ 1

1.3 A Summary of GAGG............................................................................................................................... 2

1.4 Methodology .............................................................................................................................................. 4

2. Key Findings ................................................................................................................................................... 6

2.1 Background of the project phase ..................................................................................................... 6

2.2 Delivery Instruments of GAGG .......................................................................................................... 7

3. analysis of findings ................................................................................................................................... 18

3.1 Effectiveness ........................................................................................................................................... 18

3.2 Relevance ................................................................................................................................................. 19

3.3 Impact ........................................................................................................................................................ 20

3.4 Sustainability .......................................................................................................................................... 21

3.5 Efficiency .................................................................................................................................................. 22

4. Key Conclusions on the Programme ................................................................................................ 24

5. Organisational development of partner ........................................................................................ 26

5.1 Governance and Management ........................................................................................................ 26

5.2 Operations Management .................................................................................................................. 26

5.3 Strategy and Perspective Plan ....................................................................................................... 27

5.4 Training Capacity ................................................................................................................................. 27

5.5 PME System ............................................................................................................................................. 27

5.6 Policy Instruments: Gender............................................................................................................. 28

5.7 Staff Development ................................................................................................................................ 28

5.8 Revenue Generation ............................................................................................................................ 29

6. Conclusions and recommendations. ................................................................................................ 30

Annexes ................................................................................................................................................................... 32

Annex 1: Schedule for Field Programme ................................................................................................. 33

Annex 2: SWOT ANALYSIS OF PARTNER AND GAGG ........................................................................ 35

Annex 3: Terms of Reference for Evaluation ............................................................................................. 36

Annex 4: List of Documents Reviewed ..................................................................................................... 39

Evaluation Report of Gender and Good Governance Project by PARTNER

1

1. INTRODUCTION

This evaluation process was initiated towards the end of a three year phase of Diakonia support to PARTNER for its project titled, “Gender and Good Governance” (GAGG) from January 2010 to December 2012. It is expected that this evaluation will help both Diakonia Bangladesh and PARTNER to have an independent assessment about the programme which would help an improved implementation of the current new phase of GAGG. Thus the purpose of the evaluation was stated as follows:

1.1 Purpose of Evaluation

Evaluate whether the interventions are on track and are likely to reach their objectives by assessing the effectiveness, impact, relevance, sustainability and efficiency

Highlight good examples, practices, if any, within the projects Where applicable, recommend how to improve the design and implementation of

the interventions Assess to what extent the projects are making an effective contribution to the

present results according to the current Strategy Plan for Diakonia Recommendations regarding continuation/phasing out of the evaluated projects

1.2 PARTNER at a Glance

The organisation has come out of a programme by Swedish Free Church Aid, which had operated in the Rajshahi region since late 1970s to address the problem of Latherism among the poor people. When most NGOs in the country chose to include work that generated revenue for their own organisational sustainability, PARTNER decided to tread the difficult path of establishing democracy, good governance, gender equality and human rights of the people. As a result, it has remained a relatively small NGO of about 25 staff members with limited physical assets. It became an independent entity in 1993 through obtaining government registration under the present name. The Vision and Mission Statements of PARTNER read as follows:

"To build a peaceful and equitable society" (Vision), and the Mission is "To ensure people's participation towards a just and gender balanced society". It received NGO Bureau registration in 1994 and Social Welfare Registration in 1999.

The PARTNER has always believed that once the target people become conscious of the basic causes of their poverty, and deprivation about their rights and entitlements, they would then be able to unite and take active part in the programmes for socio-economic and environmental development. The key objectives of the organisation, as noted in the GAGG proposal, were as follows:

a. Establish democratic good governance and capacity building of the right-holders groups through socio-economic and technical skills development;

b. Ensure participation of people in different socio-economic activities;


2

c. Eradicate poverty; and d. Ensure gender equality and establish women’s rights at family and society level.

The work of PARTNER is spread over 209 villages under the two districts of Rajshahi and Naogaon. It works with 13 different stakeholders comprising rural and urban people from different professional and social backgrounds. The organisation is governed by a seven member Executive Board comprising eminent personalities, some of who are locally and national renowned for their contribution to development. The Chair of the Board is Ms. Zebunnessa, Assistant Registrar of the University of Rajshahi. It has a simple management structure comprising Executive Director directly managing the two Directors, one for Programme and one for Finance & Administration at the top. Mr. Abdus Sobhan Meah, the ED, was a recipient of the Prime Minister’s award for Tree Plantation in June 2012.

1.3 A Summary of GAGG

GAGG was designed and planned to address broader socio-economic problems of the poor with special focus on marginalised indigenous communities of the area, and destitute women. The specific focus of interventions was to ameliorate gender discrimination, problems of divorce, dowry, polygamy and violence against women. PARTNER is guided by its development philosophy which lays more emphasis on a Human Development rather than income-indicator based development approach. It therefore lays emphasis on human liberty, rights of people to enjoy fundamental human rights, and establishment of a governance system which is based on the principles of transparency and accountability. They believe that women themselves should raise their voices and demand their rights, while the concerned institutions established to serve them, are responsive to these demands. In order to achieve those, PARTNER believes that establishment of the culture of Good Governance is very essential for the country to eliminate all kinds of discrimination in all spheres of life. The programme of work under GAGG try to address the disadvantaged position of women in society (when compared to men) in respect to education, awareness, access to rights, access to different services and resources. They believe that deprivations emanated from those render women powerless with very limited control over the decision-making process, assets and develop their leadership potentials.

As noted before, this was basically a 'continuation' of the previous phase of GAGG. As there already existed organized community groups and CBOs, the project document stated that they now needed to be strengthened by enhancing ‘capacities’ of the rights holders ‘in a more structured way’. However, the components of the project remained the same with the following four results:

1. Gender Equality Improved 2. Awareness and Respect for Human Rights increased 3. Actors in Civil Society working for strengthening democracy 4. Improved access to economic and social services

The objective of the project was compatible with the organisational Vision of building a peaceful and equitable society. The objective statement read as: "Contribute to


3

improved quality of life, equality and dignity for disadvantaged communities." Quite a long list of activities is there to meet this objective under the four results. To give an idea of the kind of activities carried out under these results a summary list is given below:

Result 1: Gender Equality Improved

Organize Bi-monthly meeting with Gender and Development Forums (GDF). Organize training on Gender and Development for rights holders to 100 (25 persons x 4 batches)

holders to 175 (25X7) Organize sharing meeting with community leaders on Early marriage, Marriage Registration,

Birth Registration, Dowry, Girl-child education Organize discussion session on Reproductive Health Rights with family members Organize Bi-monthly meeting of Nari Jogajog Kendro (Women’s Network) Publication of periodically Newsletter (quarterly) (200 copies each) Publish posters (1 poster in 1st and 2nd year, 1000 copies each) Compile training module and flip chart on SRHR Organize staff development course on SRHR (19 participants) Organize training course among teachers of schools and colleges (32 participants) on SRHR Arrange awareness sessions among students on SRHR Introduce Help Line, Publish leaflet on Help Line Organize training on HIV and AIDS for rights holders (4 batches, 25 participants in each)

Result 2: Awareness and Respect for human rights increased

Observe Int. Women’s Day, Int. day against violence against women (7 events each year, 2 days) Organize discussion on HR issues with family members by CBOs (4 in each Upazila, monthly) Organize training on HR for rights holders to 100 (25 persons X 4 batches) Organize sharing meeting with community leaders on Early marriage, marriage, Marriage

registration Birth registration, Dowry, Women and child trafficking (50 participants in each) Organize sharing meeting with Standing Committees of Union Parishad (16 Ups) Organize sharing meeting with CSDIs Developed Wall Magazine by Student Volunteer groups on Gender, HIV and AIDS and H.R issues (2 times in each year, 16 institutions)

Result 3: Actors in Civil Society working for the strengthening of democracy

Organize Bi-monthly meeting of Social Promoters groups (16 x 4 x 6) Organize sharing meeting with CSDIs Organize discussion meeting with CBOs, CSOs, CSDIs and Religious leaders Day observation on International Language Day, Independence Day and Victory Day (3 days x 7

working areas) Organize half yearly network meeting on democratic issues at Upazila level

Result 4: Improved access to economic and social services

Conduct regular meetings of target groups (60 groups, monthly meeting) Ensure tube-well installation through motivating groups and community people Ensure setting hygienic latrine through motivating groups and community people Organize training course on Value Added Crops and Off Farm Interventions Plant trees in the working area Operate pre-primary school for disadvantaged children Organize teachers training (8 teachers, 7 days) Provide education materials and Tiffin support among students


4

Organize meeting of school social committee

1.4 Methodology

The evaluation approach was broadly based on the principles of participatory rural appraisal and appreciative enquiry, the key point of which is to focus on the positive aspects of the project experience and try to leverage those to correct the negative. It is the opposite of ‘problem-solving” approach which looks for faults and finds them to suggest improvements. Here, the approach was to look mainly for the strengths and suggest ways and means to build on those. Nevertheless, as an exercise, we did engage the staff of PARTNER right at the outset to identify strengths, weaknesses, opportunities and threats of the organisation through a brief SWOT analysis. This self-appraisal was useful for the evaluators to observe that people there were sufficiently open about their “down sides” as well their “high points”.

As was intended, we tried to conduct the assessment of the organisation and the project by trying to figure out the underlying assumptions behind its work. In other words, a theory of change approach was adopted to see how far they (organisation and its key project) were on their road to achieving the goals. Hence, different strategic objectives of the organisation (the Vision and Mission Statements) and the key objectives of the project, were reviewed to produce a ToC statement that reads as follows:

“Mobilisation of community groups for the promotion of mutual trust, cooperation, and voluntarism helps eradicate negative social beliefs and practices to foster a peaceful and progressive society that respects gender equality, democracy, and human rights.”

A close scrutiny of the idea, and the terms used in the statement above, when shared with the staff of PARTNER, revealed a very close resemblance to what the staff of the organisation thought and said about what they believed was the ToC.

The evaluation process started with the review of the project proposal (GAGG), annual reports of the project and various other relevant literature produced by PARTNER. An introduction to the evaluation and the methods that would be followed were shared with the staff of the organisation in their first meeting with the evaluation team in Rajshahi. An introduction to the organisation and the project was also given by the staff to the evaluation team. The occasion was also used to conduct a self-appraisal on PARTNER and the GAGG. The result of the SWOT analysis is given in Annex 2.

The team had developed a set of basic questions for community level consultations and focus group discussions (FGDs) and for the meetings with the concerned civil society organisations, LGIs and PARTNER.

Considering the short period of time available, the field work was quite extensive covering a sample of almost all kinds of groups organised by, and stakeholders linked with the project. The details of the visits can be found in the programme schedule Annexed with this report. As can be seen the evaluation team has also met the members of the Executive Board of PARTNER and had a very thorough discussion on governance


5

practice and future plans of the organisation. The evaluation has also reviewed management and administrative systems, along with its procedures. Before concluding its field visit, the evaluation team gave a brief presentation of its key preliminary findings of the evaluation to the senior staff of PARTNER. This was also an opportunity for the team to receive feed-back on the key findings.


6

2. KEY FINDINGS

2.1 Background of the project phase

The project proposal of PARTNER gave a useful account on the previous phase of the project and what changes it had proposed for the current one and why. One of the findings was that working solely with target people would not be the right strategy to achieve the desired changes. Because, establishing gender equality, human rights, democracy and ensuring secured livelihood at the grassroots level depends upon cooperation from different groups of community members. They thought that active participation of all concerned in the community was a precondition for gaining sustainability of a development programme. Moreover, it was realised that building people’s organisations at the grassroots was very important to effectively demand fulfilment of the right-holders’ rights. Although, the geographical focus of the project remained the same as before, an increased emphasis was laid on developing new and advanced skills for the rights holders to build up their personal and institutional capacity. An increased emphasis was given on advocacy, counselling, documentation and sustainability issues. Besides, Union Parishads, CBOs and other service providing institutions were also to be strengthened through advocacy and partnership programs.

A Gender Analysis

There was an excellent Gender analysis given in the project document. It has noted that Gender discrimination was deep rooted in the social structure of the project area. The condition of women was most deplorable as they were in effect not treated as human beings. Their contributions to household work were not valued at all. Many young girls are forced to accept young-age marriage which leads to unhappy conjugal life. Although illegal, marriages take place in exchange for, or with promises of dowry. Equal access to resources and power to inherit equal amount of resources between men and women is denied under the pretext of old patriarchal law and religious customs.

In some of the remote rural areas, where the project is operational, social customs prohibit women's public appearance and participation in different economic and social activities. Women's role is confined mainly to household activities and according to the traditional “rules of the game” in which men are the ‘undisputed’ leaders and decision makers, irrespective of their quality to lead. Polygamy, unlawful divorce, wife beating, abandoning of wife, malnutrition of women and children, vulnerability to HIV/AIDS, hunger and diseases are some of the many curses that (mainly) women have to live with.

Governance at Local Level

According to the constitution of Bangladesh, the country is secular and all have equal rights irrespective of gender, creed, and ethnic identity. But if one considers the above analysis of gender relation by PARTNER, based on ground level experience, one gets a totally different picture. To safe-guard the legal rights of people and promotion of socio-economic interests of them at the grassroots, there are local government institutions


7

(LGIs), civil society groups, religious institutions and non-government organisations or NGOs. The GAGG has adopted a strategy of working with a number of these institutions and has also created a few at community level for the purpose. This can be termed as an inclusive community mobilisation approach of the organisation that has brought together all different socio-economic, cultural, religious and age groups under one roof to give the intended change process a comprehensive look. Apart from the local elected bodies (LEB) like Union and Upazilla Parishads a number of different local civil society groups (e.g., Nari Jogajog Kendra, religious leaders, village doctors) participation of many different stakeholders have played a very useful strategic role to complement community efforts in establishing human rights, gender equality and good governance.

2.2 Delivery Instruments of GAGG

The key instruments through which the Gender and Good Governance project has been delivering the inputs include: a) a set of policies related to programme implementation as well as administrative management; b) Twelve training and implementation modules; and c) Nine types of institutional structures.

The key mobilisation efforts and resources have been dedicated mainly for those nine groups of ‘institutional’ structures, because each of them dealt with many different people in different places. There were a total of 195 groups with 3,364 direct ‘right-holders’ of which 2,732 were women and 632 men. There were 86 Samities for the small entrepreneurs and 28 Gender and Development Forums. The rest of the groups were categorised under Social Promoters groups that included Women entrepreneurs’ groups, Adolescent girls’ groups (16), Student Volunteers groups for school students (10) and college student Volunteers groups (6). The key objectives of forming these Samity groups included: building social institutions, increase their level of information, awareness and skills, building leadership, creating employment opportunities, and increasing social and human values of women, etc.

The implementation methods included: making target household members as members of the groups, transact micro-finance with the members, organising bi-monthly coordination meetings to discuss contemporary issues on gender and human rights.

The key source of information and analysis for this evaluation has been the visits to all different groups and review of relevant literature. Hence, in order to make the Key Findings chapter feel more lively and direct, the evaluation team has decided to share information and ideas directly gathered from the field through focused group discussions (FGDs) together with some analytical comments. Moreover, as examples of good-practice by PARTNER, we will present below brief notes on our meetings with some of the key stakeholders of the project to highlight progress of the project.

2.2.1 Union Parishad

Being the lowest tier of administrative unit of the Government which is, (unlike the other tiers above), always run by elected representatives, and closest to village communities, the importance of the UPs (Union Parisahd) for a programme on governance cannot be over-emphasised. The programme maintains a close relationship


8

with almost all the 18 UPs of the working area. Given below is an account of the visit to one of these UPs by the evaluation team.

The UP at Paba Upazila was very familiar with the work of PARTNER. The relationship between them appeared old and warm. The UP Chair and its members were said to be supporters of the PARTNER Programme. During the discussion the Chairman Golam Mostapha said that they were very strict about preventing child marriage in the area. He said their campaign against under-age marriage had become a strong social movement through mutual cooperation between PARTNER and the UP. He said the work of PARTNER and their information materials (leaflets, poster etc.) have helped people become increasingly aware about many illegal social practices like child marriage, improper divorce, polygamy, violence against women, etc., and have also helped the Parishad to take action in this respect.

It was also known that the UP members were given orientation training on gender and good governance by PARTNER. This has, according to the UP members present in the meeting, helped the UP function better as a local democratic institution. They said that the Union Parishad was very active now in stopping child marriage, human trafficking, dowry, encouraging birth registration, etc. The UP members also mentioned that the pre-primary education that PARTNER gives has a high value in the locality as this was seen as a very valuable first step towards education for children. They added that in general, education by the NGO schools, was regarded as much better compared to the government run ones because they (NGO) had close supervision and good quality of teaching through participatory approach.

Further probes revealed however that there were still a low level practice of dowry and child marriage in the area, but people now tended to immediately react and protest, which was something new to the area. Reportedly the increased level of awareness of the issue places any violators under constant pressure and fear.

PARTNER has trained the UP members in the functioning of the many different Standing Committees. They requested PARTNER (through the evaluation team) to provide training on how to systematically and most effectively conduct Salish and Village Court – particularly for the purposes of mediation and negotiation.

A visit to the Union Information Centre situated at the UP complex showed that staff were preparing birth certificates on the computer. It was a pleasant surprise to find a set-up like that with functional computer, printer and internet facility in such a remote place where access to electricity was still very limited.

2.2.2 Gender Development Forum

The GDF (Gender Development Forums) is one of the most important components of the GAGG programme, because this is the instrument by which PARTNER puts its major thrust on establishing a discrimination-free, gender-equal society where men and women together play a role in promoting gender equality and good governance. Among the key objectives, the programme aims to ensure increased participation of women in the decision making process at household level and in the society at large. The forum


9

also has an objective of offering practical support to women in enhancing their economic empowerment.

Our interaction with the Kamalpur GDF in Godagari, was refreshing. This group was seven years old and has 25 men and women. It was amazing to see how men and women from so many different social and religious backgrounds could work together for the common cause. The group, comprising Hindu, Muslim, Christian, Bengali, Adivasi Santal and Rai communities meet regularly to address the problem of gender discrimination and related issues all of which were well known to all and more or less common to them.

The women were quite open and articulate about the reasons for being in the forum which they said was to address the problem of discriminatory relationship between the sexes. A woman member said, “We work towards establishing equal rights between men and women, stop trafficking of women and children, improving the status of health and hygiene and for promoting economic well-being”.

A Meeting with a Gender Forum

How is this group different from other NGO groups? The women in response to that question said that most NGO groups were formed exclusively for either women or men; the GDF was however, for everyone. Even non-member community people could participate in the group meetings. The group could access services from the UP more easily because some of the group members had closer links with the UP. The members of this Forum could go and speak with other similar forums. The forum had a high respect in the community and their authority to conduct Salish through this forum was generally accepted. One of the forum members had been selected by the UP as a Member of the selection committee that selected recipients of the VGD cards (Vulnerable Group Development programme) and welfare allowances. In general, women leaders of the forum commanded respect from the local community for their seriousness about the work they did. The best part about the group was its mutual cooperation and friendship between men and women, Hindu, Muslim, Christian and others.

The other Forum visited was at Bejura, Paba upazila also had 25 members: seven men and eighteen women. They meet once every two months. The usual agenda as noted in their resolution book included discussion on violence against women, trafficking of


10

children and women and related problems. The members said that they had started with the objective of learning many legal and rights issues that they had no knowledge or awareness about. They said different orientation training given to them had opened up their eyes. What did they do better now compared to what they did previously? They said they had stopped the practice of child marriage, duly registered the birth of a child and avoid the practice of dowry as much as possible. They thought their work in the group had influenced other people in the area and this learning is now well spread among the community members. What about the relationships and roles between men and women in the households? Both men and women thought there had been much change to be observed. Men now shared many household chores like baby-sitting, cleaning and cooking.

The group maintained a resolution book which had recorded average attendance in the meeting as 20 people. The notes from different meetings mainly expressed hopes of doing away with all social evils – but no specific decisions to act upon it. This was the problem noted with most of the “resolution” books of different groups we visited. It was difficult to find a point that was ‘resolved’. When the discussion moved towards future of the Groups, the members of the group looked embarrassed as they did not seem to have had a clear idea of the issue. They clearly needed to be prepared for it and should be helped with a sense of direction for the future. PARTNER should think about how to tackle it?

Getting the group of women and men together has generated a high level of motivation among community members. It has facilitated the flow of information on different social issues within the group as well as within the community.

2.2.3 Student Volunteers Groups

This mixed group of student volunteers comprising college-going boys and girls were part of the “Social Promoters” organised under GAGG. The team met with a group of about 15 Volunteer boys and girls who were higher secondary (HSC) students at different local colleges. Organised by PARTNER, each group had 15 members who received training on gender and governance issues from PARTNER. The objective of this volunteers programme was to build up young men and women as responsible citizens of the country who would be sensitive, knowledgeable and fully aware about the positive values of gender justice and good governance. With the active support of the teachers, PARTNER had formed such groups in 10 schools and 6 colleges.

These local Adolescent groups can also play a role of helping people within the community who were distressed and subjected to injustice, including incidences of violence against women. The participants of the group agreed that working together with boys and girls had many advantages. Firstly, through discussions and different activities of the group, they could freely exchange views related to women’s position and their potential in society. According to them these help to clarify many technical and legal points about gender equality and good governance which otherwise, they would not know or would not gain from college education. They had a plan to work with students who had dropped out from school or colleges and organise them under an adult education programme.


11

However the volunteers expressed their disappointment with the fact that they did not gain access to sufficient current information on gender equality issues, as they had extremely limited access to media and ICT. Some of the students said their own houses did not have a TV and newspaper. The practice of knowledge exchange and sharing is therefore very limited. Regarding other limitations, the young volunteers said that bi-monthly meetings were not sufficient for effectively sharing ideas and experiences – they need to meet more often. They said, PARTNER had kindled the spirit of seeking knowledge (in any specialised area), and they now need to feed this knowledge with greater inputs in order to quench their thirst for knowledge.

When asked about any positive practical action the group had taken, they mentioned an incident of preventing the marriage of an under-age girl and helping a local youth to get out of his drug addiction. The group looked very motivated but not having a clear plan of action, it looked to be floundering. Maybe this was due to the short duration of stay in the group as after only two years of tenure, and once they passed their HSC, a new group of boys and girls would replace them. The team was also of the opinion that there should be some kind of “incentive” for their good works, like awards or small gifts for outstanding performance of the members, so that they have an increased level of motivation and encouragement.

A visit to Mohabbatpur High School in Mohanpur Upazila informed the evaluation team that PARTNER provided assistance to this school to organise debate sessions on different development issues with PARTNER support. The teachers were given training on gender, HIV/AIDS and related issues. However, for this school, PARTNER was not the only source of technical assistance – there were NGOs like BRAC, Hunger Project and the Union Parishad who had also provided them with help. But according to a teacher, the support received from PARTNER was considered to be the most valued for them.

The Adivasi Youth in Godagari, Rajshahi

Here also, a volunteers group with 15 students had been formed with support from PARTNER (seven boys and eight girls). The objective was to groom up boys and girls as ideal citizens of the country. These boys and girls with leadership qualities often took responsibility to organise debates and similar activities. These was helpful in developing leadership qualities of the students and engaging them in social


12

development activities and thus help them to become responsible citizens of the country.

The school teachers played an important role in generating interest among the students on social issues like gender justice and democratic governance. Their contribution and cooperation in the programme is crucial and should be noted with high appreciation. As it transpired from the discussion, they would feel much encouraged had they been provided with special training courses on the issues of gender and good governance.

2.2.4 Kishori Study Circle

At Shoipara village, Mohanpur, a large group of forty-six Adolescent girls started this group just a few months ago. Each of them paid Tk.10 as admission fee. They read books, newspapers, chat with friends and listen to the radio in the circle. The staff (male staff) gave them orientation talks on different social issues. They were keen on it and came to the circle everyday of the week in the afternoons. They did not yet have many essential facilities like playing outdoors and materials for indoor games. Access to a computer with an internet facility was also a demand that seemed reasonable.

The evaluation team had a positive impression about this initiative, although it had much room for improvement. These kind of facilities were immensely valuable for building future leadership from among the girls because, girls have very little, if any alternative opportunities in the areas. Situated right next to a mosque, the meeting room for the circle looked rather small for the size of membership. Arrangement for a more spacious room would be needed in future. With availability of electricity in this area, computer and internet should be a very feasible option that PARTNER might consider arranging for them. These girls of the study circle could be engaged in different activities like undertaking review of books and sharing the findings with the members of the group and organising cultural shows etc. PARTNER might also learn about similar experiences of (good practice) from other Diakonia PARTNERs on Kishori groups.

2.2.5 Adolescent Girls Activists Group

The Kishori Uddyogta Dals are basically a platform of adolescent girls of an area organised to play a role of vanguard against negative social beliefs and practices, with particular emphasis on women’s empowerment. For example, their work is aimed at reducing child-marriage, ensuring registration of marriages, reduce discrimination against children and adolescent girls, improve awareness about sexual and reproductive health and promote voluntary zeal among young women.

The evaluation team visited two such Kishori Dals from the villages of Minarpur and Bijoypur at Mohanpur, Rajshahi. The 3 year old established groups, each comprised of 15 young girls, looked quite committed and active. Apart from their regular bi-monthly meetings, the girls meet once every Friday on their own without any support from anyone. As the discussion progressed the shy young village girls began to open up and share a number of their experiences about which they felt good – stories of both successes and failures. They said that experience from the group had taught them that efforts in changing negative social values and practices is difficult, but not impossible.


13

There was the unsuccessful attempt to stop the secret nocturnal marriage of Phulbanu, a student of former BRAC school, which has taught them it is often difficult to dissuade families from marrying off their under-age children, but people have now begun to learn that there are innumerable negative effects of such marriages. On the other hand, families now know there are better options available for girl children than early marriage, which was illegal anyway. When asked about the specific options available, they promptly answered education. According to them, that is the best way to find the many alternative options for a girl.

Kishori Uddyogta Dal at Mohanpur

Box1: Phulbanu’s Disappointment with Early Marriage

Unlike the Study Circles for Adolescent girls and boys, This group had no centre, no room to sit in, no books to read, and no game to play. They meet in the house of one of the members where concerned parents look after them. The Kishori social entrepreneurs may have slightly different group objectives, but the group comprises the same kind of girls of the same age with similar needs and aspirations. Therefore, it

A 13 year old student of class six, Phulbanu, of Shahapur High School, Manda Upazila, was planned to be married to an elderly man. This man did not have any children from his previous marriage so he wanted to marry again. When the Khishori Adolescent Group came to learn about the plan, they went to meet the members of the girl’s family and tried to persuade them to stop it. But they were not taken seriously enough and the family went ahead with the preparation of the marriage. The girls from the group then went to the Village Head and complained against this illegal marriage attempt. When he waited to take an action, the local woman UP Member went to the local Police Station and informed the police about it. It finally seemed to work when the police came to enquire about the illegal plan. The concerned parties announced that the decision of Phulbanu’s marriage was cancelled. However, the same day, late into the night, they secretly concluded the marriage. The girls of the Kishori Dal and the community felt cheated and frustrated but could not take an action against them for a complex set of reasons

However, after a few days of that incident, completely disillusioned by married life at such a young age, the young Phulbanu decided to return home by divorcing the old man. When the Kishori group spoke with her afterwards, Phulbanu expressed her deep disappointment about the experience and regretted that she had agreed to that marriage. According to the members of the Adolescent group, it served as a good lesson for other young girls of the area.


14

would be advisable to pay closer interest to their activities and provide them with some minimum facilities they need. The evaluation team suggest that they are provided with some learning and entertainment materials and equipment in order to contain the interests and enthusiasm of the young girls of the area.

2.2.6 Non-formal Pre-primary school

In order to instil the value of education among young children from disadvantaged households and to link them with regular schools, PARTNER operates 8 non-formal primary education (NFPE) centres with 240 children. A couple of schools visited by the team (at Paba and Godagari) received a positive impression about the programme where cheerful tiny tots were engaged by volunteer teachers in the learning process which was truly non-formal and very participative. Children after 9-10 months of schooling had learned to recite poems, sing songs, make dance performances and read and write some Bangla and English. The volunteer teachers were trained for 7 days on NFE methods of teaching and they looked very committed.

2.2.7 Women Entrepreneurs Group

The Nari Uddyogta Dals are the primary village groups for women. The key objective of these groups is to develop leadership qualities of women by helping them enhance their knowledge about rights and unequal status (of women), raise awareness about the related issues, enhance technical and professional skills so that they become self reliant.

One such group visited was Nobai Bot Tala Samity comprising mainly the Santal households. This was a seven year old group with just 15 members. All members save with the group and take credit. Starting at Tk. 5, now each member saves Tk.10 per week. They know about their own savings and credit balances by heart. The highest amount of loan taken by a member was Tk.10,000 for cow rearing. The lowest was Tk.2,000 for agricultural work. The credit programme was based on a flat rate of interest calculation. This seemed like an extreme amount for poor households and they were afraid of taking bigger sums as loans. They were predominantly agricultural day labourers. Nobody could give us a good explanation about their future prospects. When asked if they had experienced changes in their lives over the past few years, their reply was they were more aware about their status now. They did not have a significant change in the economic status, but they were certainly more aware about their rights and how to tackle the discriminatory behaviour of people towards them as women and Adivasi.

The evaluation team visited another Nari Uddyogkta Dal in Huzipara, Paba Upazila. This was a village group of poor women comprising 15 members with a 5 member Executive Committee. The group looked happy and enthusiastic because, according to them, they had experienced results from their group activities. According to a member of the group, due to the increased level of awareness on gender issues including women’s rights, the number of marriage registrations in the area had now gone up and this had resulted in reduced incidences of arbitrary divorce, polygamy and associated problems. Although, there were no male members in the group, the women said that they enjoyed


15

full cooperation and support from them in their group activities. During the discussion, the case story of one Angura Begum and her fight for rights came up.

Box-2: Fight for the Rights of a Divorcee Woman

2.2.8 Engagement with religious leaders

PARTNER has established links with individual leaders from Islamic and Hindu faiths in order to influence the community on gender and human rights issues. PARTNER gave them orientation training on relevant issues. The Imams of different mosques present at the meeting at the PARTNER office (they were particularly invited to meet with the Evaluation Team) said that they often intervened in cases of dispute related to divorce, under-age marriage and dowry. They believe that the introduction of birth registration system had reduced the incidence of under-age marriage. Respect for women has generally enhanced in the area compared to the past due to NGO motivation work. In the process, the status and respect for Imams had been enhanced within the community. The Imams said that they often faced pressure from the elites in the society to bend laws. For example, when social elites insist on conducting marriage ceremonies for under-age boys or girls, they face a problem. But somehow, through positive reasoning skills they had learned from PARTNER, they dissuade people from committing illegal acts.

It was a noteworthy development that the religious leaders now recognised that one must respect state laws and abide by them (alongside religious ones). The discussion revealed that (negative) impressions people had about Imams had been dispelled by the process of their positive engagement with local communities. Previously, the impression was that the religious leaders were not progressive minded and were not up to the scratch with changing world realities. One of the Imams said, “But people now know that we are also familiar with modern concepts of gender and development”.

When asked about specific examples to illustrate the claims, the Imams and the Hindu priest said they had played an active role in successful campaigning against HIV/AIDS in the light of the religious edicts. Citing a couple of examples, the religious leaders said that increased coordination and collaboration between them and the law enforcing agencies were very useful in addressing some of these social problems. The group was very appreciative of the useful training they had received from PARTNER and requested them to organise more such trainings on these issues and for longer duration.

A divorcee, Angura Begaum (45) filed a case with the family court 7 years ago when her rights were denied. She demanded her maintenance (alimony) and Mohar from her former husband as per the law, and she had won the case. The former husband was compelled to pay the Mohr due to her and started paying the ‘maintenance’ costs. However, after sometime, Angura’s husband stopped paying the alimony. When she became member of this PARTNER organised women’s group she was helped to file a case again demanding her rights. She won the case again and the man had resumed payment of maintenance money.


16

2.2.9 Nari Jogajog Kendra (Women’s Network)

Formed in 2004 with 30 women members from different professional backgrounds under the patronage and inspiration by PARTNER , The Nari Gogajog Kendra (NJJK) was now an active civil society group in Rajshahi working to establish rights and emancipation of women. It was originally part of the book club known as “Muktijodhdha Library,” though, it had later become a specialised forum for women’s rights. The members are drawn from different professions like, former government officers, women activists, housewives, teachers, lawyers and so on, who work on a purely voluntary basis to mainly help women from disadvantaged communities.

The key objective for the Kendara was to stop violence against women and other forms of repression. Although it has a governance structure with an Executive Committee and a General Committee, it is still not a formal registered body. It does not have a separate office of its own. They sit in the “Freedom Fighters’ Library” premises. They regularly meet once every two months, but can also meet on special occasions to observe different days and on emergency situations. The members of NJJK have received training from PARTNER on issues related to gender and human rights.

They said that they had often discussed issues of women’s rights with people in the slums and with the adolescent girls in order to help them feel more confident. Besides visiting slums, they also plan to meet the parents of the girls. They visit slums and schools in different localities to organise debates on gender issues. The members participate in different training programmes organised by PARTNER on different women’s development issues. They receive information and awareness raising booklets from PARTNER for distribution among the people in the community.

In the case of a particular emergency, for example, if a woman had been wrongly arrested by police, the members keep in contact with each other by mobile phones and meet the authorities to learn the details and if necessary take that woman into their custody. They often visit police stations to ensure that poor victims did not face unnecessary harassment. In case the incidence occurs in a distant village, they call upon other like-minded organisations like BLAST, ASK and Mahila Parishad for assistance. Since the centre does not have funds of its own, they mainly act as a reference point. The group suggested that PARTNER give them a small fund to enable them undertake some activities of the centre.

However, the evaluation team thought that, as it was a loosely structured forum, it had both strengths and weaknesses. Its strength was in the voluntary spirit of the women members coming from relatively well-to-do families of the local community who have good contacts with people in the local administration and other legal and gender platforms. They are all guided by voluntary spirits and had high level of motivation to serve the disadvantaged people. Their positive rapport and acquaintance with local authorities including police, often come handy in tackling problems of poor women.

Lack of an independent source of funds for the Kendra does not make it dependent on PARTNER, but it does not allow the entity to flourish independently and plan for implementation of its own prioritised agenda. The Kendra (centre) also feels uncertain,


17

in the absence of a formal institutional structure. It could widen its membership base and have women more members from professions like law, NGO leaders etc.

Formalising the Kendra has its positive and negative consequences. The present mode of cooperation between the members with a high level of dedication and voluntary attitude, might be destroyed if funding starts coming in. On the other hand, in the absence of funding, its effectiveness and scope might remain as limited as ever. Before making a decision on its future, a careful assessment of NJJK and its desired future, might be necessary. As this is a useful and strong social instrument that helps implement the PARTNER programme on Gender and Good Governance, it is in the interest of the programme that NJJK is further strengthened.

2.2.10 Training

This is one of the most important components (and instruments) of the GAGG programme that cuts across all other components and all different stakeholders and right-holder groups. Over many years of experience, PARTNER has developed a particular niche in imparting training on human rights, good governance, gender, sexual and reproductive rights, STD and HIV/AIDS and off and on-farm agricultural technologies. They have well developed training modules for each of these and trained staff to conduct effective training. Besides there are many useful subject-wise training aids and materials, including booklets, leaflets, hand-outs, posters and charts.

However, it was a bit surprising to the evaluation team that despite such an important place of training in PARTNER’s work, and despite having such a lot of training manuals and materials, the organisation did not feel the need for having a small group of dedicated staff for training (Trainers) or a training centre/unit with modern equipment and associated facilities. Of course it is an indication of efficient use of available human resources when the senior staff responsible for programme operation is made to double as trainer for particular technical subjects. But this may also mean that in the process, specialism in both the areas are slightly compromised. On the other hand it was also known that in the absence of adequate in-house technical expertise, PARTNER needs to hire external trainers. This dependency on external trainers may sometime cause operational problems. For example, on one occasion in 2010, training on Value Added Crops (VAC) for OFI (off-Farm Intervention) could not be held due to unavailability of competent resource persons.

It is also true, however, that these kind of uncertainties may always be there as one organisation cannot possibly have all the expertise under their own roof and may occasionally need to hire outside resource people. However, if PARTNER has a dedicated training unit with minimum in-house training expertise, the level of uncertainties would be reduced. Moreover, if PARTNER invests in developing high quality in-house expertise in training, they can also occasionally lend their services to outside organisations for payment. This could thus be a source of organisational revenue as well as a cost-effective way of managing work.


18

3. ANALYSIS OF FINDINGS

This section gives a synthesis of all the findings from the field as well as from the review of various documents of the organisation that the evaluation team has received. This will be structured along the lines of five evaluation criteria of effectiveness, relevance, impact, sustainability and efficiency. During the discussion, reference will be given, as far as possible, to the progress reports of the project against the four results, i.e., a) Gender equality improved, b) Awareness and respect for human rights increased, c) Actors working with civil society for strengthening democracy, and d) improved access to economic and social services.

3.1 Effectiveness

The project with innumerable activities certainly addresses the key objectives of promoting gender equality and good governance in its working areas. A number of activities directly addressed the issues most effectively, while some others are at best, indirectly. For example, the activities of Gender Development Forum, Women’s Entrepreneurs group, Adolescent Girls groups, the NJJK and a number of targeted training activities are among the most effective interventions that have been causing changes in society as well as in the attitude and behaviour of the people. On the other hand, activities like NFPE schools, micro-finance, and tree plantation activities address the project objectives rather indirectly. But on the whole, the interventions with their variable emphasis can be termed as effective.

The Social Entrepreneurs Group comprising men and women from different professional background was a seen to be a very useful informal body as it has created a new social force dedicated to the promotion of social justice and rights of the people. The key reason for effectiveness of this collective, as noted in the previous chapter, seemed to be its innovative structure and membership composition. When men and women belonging to different ethnic groups, different faiths, professions and cultures come together to promote a common cause, it gives them an unparallel sense of exuberance and a feel of positive power to do something for the good of all. Because otherwise, the way the communities are divided, there is hardly a similar opportunity of social mixing. It has given them a sense of purpose for life by enabling them to contribute time and efforts on voluntary basis. The members of the groups have also shared their feelings with the evaluation team about gaining practical benefits from the group. One of them said that it was very useful in facilitating flow of information on different social, political and economic matters within the group as well as outside in the community. Besides sharing knowledge and information, people also get to benefit from using each other’s personal contacts and acquaintances. For example, through the woman UP member of the local Ward, who was also a member of the group (locally known as Shamajik Uddyogta Dal). Besides it was regarded as a very useful social platform to foster unity among the people. It was a very good example of a valuable social capital that serves one and all.

The project’s emphasis on engaging women UP members in different social development activities and providing them with capacity building training on gender


19

equality, human rights and good governance have reportedly produced very successful results. They were now more closely involved in activities like prevention of dowry, early marriage, violence against women and trafficking of women and children. This she does now out of her own sense of responsibility as an elected people’s representative and also for her commitment to the causes of women’s empowerment. Previously, women UP members were treated with neglect as they apparently did not have much work to do and were actually not given many responsibilities. The project has played an important role in creating a space for them and causing this change.

A very successful community mobilisation approach of PARTNER has also played a big role in earning the trust of the local people, including all different stakeholders like, LGIs, religious leaders, urban women volunteers, CSOs and adolescent boys and girls. The other reason that can be safely attributed to the success, as noted in the Annual and Half-yearly reports, was the project’s accumulated experience over many years – since long before this phase had begun in 2009. As this was the second phase of GAGG, the staff had already learned useful lessons as to how the programme interventions could be made more effective. Indeed, a level of effectiveness is often reliant on a certain length of experience one has, provided that it was a learning entity. Duration of interventions of this nature require time to demonstrate their effectiveness and impact much beyond a three year phase.

3.2 Relevance

If we consider the following Theory of Change (ToC) statement for GAGG, which is supposed to reflect the key underlying assumptions of change of the project (as well as of the organisation); and compare that with the approaches and instruments used by PARTNER to implement the project, the level of relevance would become apparent:

“Mobilisation of community groups for the promotion of mutual trust, cooperation, and voluntarism helps eradicate negative social beliefs and practices to foster a peaceful and progressive society that respects gender equality, democracy, and human rights.”

The analysis of the context of the project as given in the project proposal (stakeholder analysis and Gender analysis) makes it amply clear that the intervention plan and actual activities are very appropriate and relevant to the context and needs of the people. Moreover, the project being multifaceted and comprehensive in nature with areas of intervention covering the themes of human rights, gender equality and democratic good governance as the key focus, turns out to be very useful to most people in one form or the other.

In terms of strategic relevance, the project closely reflects the core strategic vision of both PARTNER and Diakonia. For example, PARTNER’s vision of building “a peaceful and equitable society” was very much in the spirit and contents of GAGG. Moreover, the organisation’s key philosophy is based on people’s active participation and close partnership in any development process. A review of the key areas of its competence would also reflect that PARTNER is a well equipped and well experienced organisation


20

in the area of gender and good governance. Its work on micro-finance actually looked like a less befitting component for PARTNER, although not irrelevant.

On the other hand, GAGG looked very compatible with Diakonia Strategy Plans for Bangladesh for 2008-10 and 2012-15. The strategy for 2008-10, under which GAGG was designed and proposed, had these key results to be achieved:

a) Democracy including civil society strengthened b) Gender equity improved c) Increased awareness and respect for human rights d) Improved access to social and economic resources

Clearly, the four results that GAGG wanted to achieve were very similar, although activities under each results varied slightly between the Diakonia partners. A close analysis of the comprehensive programme of PARTNER shows a slight incoherence when we see the micro-financial services did not quite go with the more lofty objectives of gender justice and good governance. This is however, not to suggest that the importance of access to economic resources is belittled. Since, in terms of activity list, PARTNER already had too much on its plate, it might be a good idea to review the mix of work and pick up a set of a solid few to concentrate on. In order to meet different other needs of the community, like the need of micro-financial services, it may be best to link the beneficiary groups with any of the many Micro-Finance Institutions (MFIs) operating in the area.

3.3 Impact

One of the key signs of the project’s successful impact can be seen in the general acceptance of the concepts of gender equality and good governance among the people of all different groups. Given the deeply ingrained age-old misconception about a subordinate role of women in the family and society, many of the target people probably never thought that these were (those promoted by the project) actually practicable concepts! The values and spirits that the project has established through its awareness raising efforts were quite radical and new. Many of the ideas and beliefs were actually completely against the traditional values generated by hierarchical social systems. Some of them were very challenging to the established religious and political norms. For example, the idea of equal rights for all was really unbelievable to most people in rural Bangladesh where the opposite was thought to be the norm. Many religious leaders would interpret that as unacceptable in the strict sense of the term. However, what the evaluation had observed is a general acceptance of the values and spirits of equality between men and women across the board. The religious leaders belonging to the dominant Islamic faith often find it difficult to accept the liberal concept of gender equality, for which they have been consistently opposing the national Women’s Policy of the country. The same regressive forces in April 2013 in Bangladesh had created a reign of terror to force the government, as a part of their 13 point demand, to abolish these policies and laws. And these religious fanatics have a lot of influence among the ordinary simple-minded people of rural Bangladesh. It was amazing to see during our visit to the project area that within such a context, people are openly advocating equal rights for men and women.


21

That the idea of equality has caught the imagination of the adolescent girls and their parents were quite clear from some of the examples given above. That the Imams of the mosques in Rajshahi, (the area is generally regarded to be greatly under the influence of fanatic Islamists forces) have been actively participating in the programme activities, was great news in relation to the impact of the programme.

The reason for a wider impact of the project among all groups of people is that it had taken a very positive and thorough approach. People often tend to reject an idea when it sounds new to them. But when they are engaged in long discussions and debates, when they go through systematically structured training processes, and when they see the positive results from those ideas and actions, people begin to accept them without further question. For many innocent and helpless people in the society who have personally suffered from the lack of justice, good governance and equal rights, the programme appeared to have given them a ray of hope – that is why they want to be involved with the programme activities, that is why, for example, adolescent girls wish to be with the group so that they are not subjected to injustice and unfair and unequal treatment. Moreover, different stakeholders have different types and level of motivation to serve. When an Imam or a UP Chair is unable to respond to the requests of service, they are obliged to explain the reason. This starts the process of public accountability and the need to maintain transparent systems.

3.4 Sustainability

As the project is mainly focused on causing behavioural change and generating knowledge and awareness among people rather than offering material support, the results generated here are likely to be long lasting. However, it is also important to see how information and advice from the project has been translated into action and how many people are benefited from them. The evaluation mission had tried to gather information and case studies in this respect and a couple of them have been briefly shared with the readers of this report. But there were many more ‘case studies’ to be found in the reports prepared by PARTNER which reflect the wide and deep nature of change caused by the project. It is obvious that among the four results of the project, one or two of them have more elements of sustainability than the others. For example, improved access to economic and social services (result 4) promoted by the project might have relatively limited sustainability than ‘Awareness and Respect for Human Rights increased’ (result 1). However, if it is about a system of service delivery based on RBA (rights based approach), even that can have a sustainable effect.

The project has worked, and established, some systemic changes like ensuring registration of birth, death and marriages. The practice of such registration was almost non-existent in the rural areas until a few years ago. The project has now popularised it and its benefits will last for a long time. On the other hand, the project has helped develop a lot of useful information materials like training module, booklets, leaflets, posters etc. which are useful, not only for PARTNER and its beneficiaries, but are likely to be used by many others working in the same field in other parts of the country for promoting good governance and gender equality.


22

In order to promote effective democratic order at the local level, PARTNER plays an important role in mobilising the Union Parishads and Upazila Parishads to foster improved local governance practice. The project tries to ensure participation of local public representatives in different local development activities so that they are more responsive to the rights of the people. These practices have sustainable features in them as they attempt to establish methods and processes which serve as positive examples of cooperation.

The different institutional structures created by the project at different levels are done with explicit aims of ensuring sustainability of their services and benefits. Given the level of socio-economic reality in the country, the structures created by the project are only likely to continue if the need for their existence is justified. If the intended benefits sustain for the people, there should not be a need anymore to continue the groups or their “structures”.

The project is very concerned about the sustainability of environment, and as such cautions its participants about the adverse effects of those harmful agricultural technologies and inputs used for hybrid and high-yielding variety of crops. This is a very positive aspect of the project that encourages people to be kind to nature and stop denuding it by the random felling of trees. The PARTNER leadership is known to be passionate about propagating trees everywhere in the area and are always in the forefront in the tree-plantation campaigns in Rajshahi.

Since the ideas of equal rights, transparency and accountability are fundamental to establishing democracy and democratic values in a society, its effects are going to be far-reaching. When the groups of disadvantaged people are acquainted with the idea and have learned to practice it in their own lives, they are going to fight for it for now and ever.

3.5 Efficiency

Considering that the project interventions are relevant to the needs of the people, effective and sustainable, it is already a step ahead in reaching the efficiency mark. A quick review of the budget for three years (Tk.20,142,132 equivalent to SEK 1,870,240) in comparison to the volume of work makes the evaluation team conclude that it has generated a very high level of value for the monies spent. With an inclusive community mobilisation approach and active participation of different actors of different socio-economic, cultural, and religious backgrounds, the project makes its impact strong and durable. Its efficiency is also reflected in the strategic approach for including people from different age-groups, including the “future generation” of adolescent boys and girls, some of who are hopefully going to be the future leaders of the country. Imbuing them with the spirit of democratic governance, equality, justice and human rights is a long term investment into a community that will pay handsome dividends in future.

The evaluation team had a couple of concerns about the nature of meagre financial investments in places where it would give high returns. For example, the study circles and adolescent girls’ social entrepreneurs groups had almost no resources to continue their work. Although the study circle had a rented place to meet, the facilities there


23

were extremely limited with no radio, no computer, no TV and just a few books. To not invest in work which has high potential, is not a sign of efficiency? The adolescent social entrepreneurs (girls) should also be provided with the same kind of facilities so that they can feel that the value of their work is acknowledged.

The inclusion of civil society groups (e.g., Nari Jogajog Kendra, Religious leaders, Village Doctors) plays a strategic role to complement community efforts in establishing human rights and good governance. These very useful interventions that generate a lot of social worth cannot be measured in financial terms. However, there seemed to be a lack of linkage between these different groups serving the same project. Link between the groups could bring additional strength to each of them through exchange of valuable information and experience. Therefore, it is recommended that PARTNER finds a mechanism to bring these dispersed groups together on different occasions to specifically review their work and share ideas and information for their mutual benefit.

When there are too many activities with varied emphasis and variable value, it becomes difficult to ensure equal performance quality for all. In absence of a well-developed monitoring system, it becomes a problem to attribute appropriate value to one particular piece of work and compare it with the long list of many dispersed activities under GAGG. While some of the work is clearly linked to the purpose of the project and were producing results, it was not sure how, and to what extent, some other work was relevant to the project. For example, under the fourth result, “Improved access to economic and social services” there was a list of 14 different activities in the area of health and hygiene, school education, and even administrative work like conducting mid-term evaluation and holding a planning workshop. Obviously these activities did not contribute directly to achieving the project’s purpose of establishing gender equality and good governance. It seemed almost obvious that when we have too many diverse set of activities, it would have the risk of distracting focus and spreading resources rather thinly to produce thin quality results. From the efficiency point of view, it would have served the purpose much better if we had a fewer number of more focused activities so that the quality of results achieved was stronger and better.


24

4. KEY CONCLUSIONS ON THE PROGRAMME

The success of the project is reflected in the increased level of knowledge, awareness and a sense of responsibility generated among the people with regard to rights and gender justice at all levels.

There were a number of good-practices identified in the project. The key among those are: a) The inclusive structure and functions of the GDF forums at community level; b) Groups of Adolescent girls in the villages; c) Engagement of religious leaders, village doctors and chowkidars for the promotion of gender equality and human rights; d) the strategic role of Nari Jogajog Kendra (NJJK), and the e) NFPE programme for pre-school children.

There are many different policy and procedures (12), training tools and manuals (12) which are useful resources for a well developed organisation. There are an equally large number of group structures created for the project. The question was, with so many different types (9) of groups (totalling 195 units), does it not put a huge administrative burden on the organisation? With a less than perfect PME system, is there not a risk of obtaining rather diluted results from these?

The team observed a meagre amount of investment on an initiative that builds leadership potential. The adolescent boys and girls promise a healthier future as much as a brighter today, as the programme sows seeds for self-confidence and leadership qualities. But they seemed divided into too many units with very little incentives. The team is of the opinion that increased investment here would bring higher dividends for now and in future.

The shining point about PARTNER is it has successfully harnessed the spirit of voluntarism in the communities and civil society groups (e.g., village doctors, Chowkidars, Imams, Teachers, urban elites). With regard to gender equality under the present turbulent political situation in the country, there may be an increased need of support from the particular stakeholders like Imams, NJJK, GDF as well as the local government institutions. This should be further capitalised to overcome the current cloud of uncertainty created by fundamentalist Islamic forces in the country.

PARTNER has developed many useful training modules and guides over the years but it has not yet developed a dedicated training unit or specialist trainers. Has the organisation lost the opportunity of building a strong training capacity that could be used by others working in the area on Gender, Democracy and Human Rights? This issue may need careful consideration for the future in light of the previous discussion.

Over the years, PARTNER has accumulated a large number of activities to the list of its programmes. It is time now that the organisation undertakes a closer look at those and sift them in order to discard some and focus on a few so that it


25

achieves an increased level of effectiveness and efficiency. Under the guidance of a strategy plan, PARTNER needs to consolidate its activities.


26

5. ORGANISATIONAL DEVELOPMENT OF PARTNER

The following observations are based on a rapid review of the organisational preparedness of PARTNER undertaken together with the evaluation of its project on Gender and Good Governance. Since organisational preparedness and capacity has an intimate bearing on the quality of implementation of a project, the evaluation team decided that a brief OD review had a value. It has accordingly assessed its quality of governance and systems for operations management including administration and Finance. The following are a few brief notes on its key findings.

5.1 Governance and Management

The organisation has a seven member Executive Council (EC or Board) comprising people experienced in development planning, policies and actions. All the members of the Board are well respected personalities with the Chair being the Assistant Registrar of one of the most reputed and largest public Universities in the country, Rajshahi University. A close discussion meeting with the members of the Board revealed that they were fully aware about different aspects of the organisation and its funding sources. Moreover, the three monthly meetings of the Board regularly reviewed progress of the projects and detailed income and expenditure statements. The EC was responsible for approving all plans and expenditure budgets and received detailed reports on the progress of work on a regular basis. The AGMs were held regularly and financial audit reports were duly checked by them.

On the whole, PARTNER had a very supportive governing board with a high level of experience among the members in development work. A long discussion meeting with the evaluation team revealed that its members were very aware of its role in ensuring transparency and accountability in all relevant matters. The members were also aware of its limitations in securing a diversified source of funding and realised the need for having a secured source of funds to cover the costs of its core staff plus a core programme of work. The Board realises the need for having a Strategy Plan, and were likely develop one as soon as the required resources were available. Besides, the Board was a source technical support for the organisation and its Executive Director (ED), particularly on its programme of work on human rights and gender equality.

5.2 Operations Management

With a total of close to sixty staff, and two main projects (the other one supported by DASCOH), the management structure of PARTNER has rather been straight forward. There are two Directors reporting directly to the ED; one for the Finance and Administration and one for the programmes. The Executive Director has the key responsibility for the overall management and leadership of the organisation. This allows the ED to concentrate on planning and reporting work of the organisation. Additionally, the ED is able to devote time to produce newsletters, writing thematic papers and texts for training materials including information brochures and leaflets. With long experience in development, the ED has a penchant for this kind of work which he does very well. He has a great leadership quality that has inspired both his staff and


27

many different stakeholders the organisation works with; but this needs to be matched with stronger capacity to strategic planning and organisational management. This can be achieved by an open approach to accepting external specialist advice and by further strengthening the human resource capacity of the organisation.

5.3 Strategy and Perspective Plan

The organisation looked well prepared with its operational management and work delegation and distribution. However, there were a couple of areas identified by this evaluation which needed serious attention. This includes a well-developed organisational policy with detailed conceptual guidance for its work and a clear future perspective of its existence, including a strategy. The future course of actions for the organisation may be charted based on those. It may soon decide to initiate a process of strategy planning which may be followed up by developing a longer term perspective plan for the organisation. As an experienced organisation, PARTNER should not have a problem in developing these plans with external facilitation inputs. Diakonia Bangladesh might wish to support such an initiative which would help its partner attain a greater degree of organisational strength and conceptual clarity in its work.

5.4 Training Capacity

Based on its many years of experience, PARTNER has developed a particular niche in imparting training on subjects related to human rights, good governance, gender, sexual and reproductive health rights, STD and HIV/AIDS and off/on farm agricultural technologies. There are well developed training modules for each of these with competent trainers. Besides, there are many training aids and materials including booklets, leaflets, hand-outs, posters and charts.

However, despite having such a lot of training resources, PARTNER did not conceive of developing an independent training centre/unit with trained staff. It was suggested that if PARTNER had a dedicated training unit with minimum in-house training expertise, the level of uncertainties that it often faces for outside resource persons would be minimised. Moreover, if PARTNER invests in developing high quality in-house expertise in training, this could, in addition to meeting its own need, could also offer the services on payment to outside organisations. This could thus be a source of organisational revenue as well as a cost-effective way of managing work.

5.5 PME System

The planning, monitoring and evaluation system of PARTNER cannot be called one of the best. If we review the six-monthly or annual reports, it becomes clear that there are lots of room for development. A well developed PME system also helps to improve the management of work as well as developing the learning base for the organisation. Just as there were too many activities in the project, some of which had only a remote link with the purpose of the project, the PME also had too much data put together in many different tables serving only limited purpose. An improved PME system should be able


28

to produce better quality project proposals and better quality project reports. This can also serve as a useful management tool for PARTNER.

5.6 Policy Instruments: Gender

PARTNER has quite a few well developed policy instruments on different issues and subjects related to gender and good governance. We take up the Gender policy here for discussion.

Gender Policy: The organisation and its policies are generally regarded as very gender sensitive, as was expected, with details on the rights and privileges of women including their safety. For example, provisions for separate wash-rooms for men and women, day care facility for infants of the staff, safety measures for women staff members and the like look very positive. However, one or two short-comings that the team observed needs mention in this report. 1) the gender policy document reviewed was undated and did not refer to specific clauses of the staff procedures. For example, exemption of pregnant women (at advanced stage) from attending office was not specified. The clause, F.8.2 under leave, in which it was stipulated that a pregnant woman waiting for delivery after 8 weeks or less, cannot be employed. It uses the government regulations in this regard as a reference point for strict adherence. However, it is not clear which government law and what alternative is available to a pregnant mother in such a case? Somehow, this clause failed to demonstrate a gender sensitive and positive attitude that a pregnant mother should deserve. Along with this one, we suggest a review of the whole policy and update it in light of the national Women’s Policy 2011.

5.7 Staff Development

Staff members are the heart of any organisation. The strength of an organisation is often judged by the quality of its staff. Although we met a couple of very well qualified and committed staff members, we were hardly aware of its deeper problem with respect to staff management. It was not surprising that PARTNER had a problem of high staff turn-over. In an organisation with a small sized staff, staff turn-over meant a serious problem. There may be a number of reasons for that, but it was a bit shocking to learn that an old organisation like PARTNER should have its entire staff employed under renewable annual contracts! This was apparently because the organisation was itself dependent on short term project support from donors and hence, could not assure them of long term continuity.

Therefore, there was no question of fringe benefits like staff Provident Fund (PF) and Gratuity or similar other benefits. When staff are under one year contract, no substantial investment on staff development can be planned. And without a scope for staff development, an organisation cannot see a brighter future for itself. This was not only unexpected to the evaluation team, it should be unacceptable to the management as it was against the interest of the organisation. The team therefore recommends that staff policies and management procedures were reviewed to suggest a new arrangement that ensures relatively longer term security of employment and thus helps the organisation make speedy progress.


29

5.8 Revenue Generation

Apart from donor grants, the organisation does not have other significant sources of income. It makes a profit of about Tk.500,000 a year from its micro-finance programme. The other source of revenue for the organisation is a small service charge received from the government for facilitating the VGD (vulnerable Group Development) programme amounting to 12-14 lacs ayear. For an annual expenditure budget of about Tk.10 million (provided by Diakonia and DASCOH), this is certainly a very small income over which the organisation has full control.

It was learned that in the absence of a relevant policy, the surplus fund that PARTNER has in its own control cannot be invested. This was known to be developed. So, the management was unable to decide as to how this would be most profitably invested? There were ideas of investing into business ventures, but before doing so it would be advisable to seek professional advice from investment consultants and also to undertake an objective risk assessment. PARTNER had ideas about investing into commercial livestock (rearing of broiler chickens) business to generate profit and income. But the concern is, apart from the risk of incurring financial loss, care should be taken that this does not take the focus away from its primary concern of development work.


30

6. CONCLUSIONS AND RECOMMENDATIONS.

The work of PARTNER under GAGG is focused on empowerment of disadvantaged communities through the assertion and establishment of their rights. It has been found very relevant to their needs and in the context and also quite effective. The different components of its work have also been found to have wider and deeper social impact. This is an area of need in development not covered by the most development programmes in the country;

1. The project has a number of examples for “best practice” as noted in the main body of this report. Please refer to a) the Gender and Development Forum, b) the different groups of adolescent girls and boys (Kishori Dal, Student Volunteers etc.), c) participation of religious leaders, village doctors and Chowkidars in promoting gender equality and good governance, and d), Nari Jogajog Kendra representing benevolent urban women volunteers dedicated to helping poor women and men.

2. GAGG is a promising programme of work; it is relevant, effective, sustainable and efficient. But unfortunately, it also suffers from some uncertainties. The work seemed to have been spread too thinly with too many activities. For example, GAGG has nine different types of groups to work with and the total number of such groups stands at 195. This may cause the programme to be a relatively less efficient and less effective. Thoughts need to be given to how it can be consolidated to produce deeper and sustainable results.

3. The evaluation team recommends that PARTNER works with a fewer number of groups to make them stronger entities. For example, instead of having several youth/adolescent groups named in different names like study circle, social entrepreneurs, student volunteers etc., there could be one, or maximum two types of such groups, with material inputs like books, radio, Newspaper, TV, computer and internet facility. Because, this group of boys and girls are the influential local change agents have a strong potential for future leadership for the country.

4. Although the objectives of the different PARTNER groups were similar, there were very little interactions between the members of different groups. There should be efforts to build synergies by organised activities that should bring them together to learn from each other and share experiences.

5. PARTNER needs a stronger planning, monitoring, review and learning mechanism in order to more effectively plan its work and track the changes they create. The current system is too elaborate and less relevant and effective. A stronger M&E could mean a stronger management of work and results.

6. PARTNER needs to have a Strategy Plan as well as a longer term Perspective Plan to chart its future course of action. The strategy should give policy guidance to its work on Gender, Democracy and Human Rights (and any other relevant work that the organisation plan to include), while the perspective plan would direct


31

the organisation in terms of its future size, structure, focus, and investment of resources.

7. The staffing or human resource management problem of the organisation needs to be urgently tackled by undertaking a review of its current situation in order to stop staff turn-over and improve quality of staff performance. Through a revision of the current personnel policy, the standard staff benefits like PF, Gratuity and other fringe benefits may be introduced. Also, ways need to be found to replace the current arrangement of Annual Contracts for staff with longer term regular contracts.

8. The problem of lack of funding is often closely linked with the capacity of staff. The organisation needs to attract qualified professional staff with a capacity to design programmes independently and raise funds for those. The situation is likely to improve with the adoption of the proposed changes in the human resource management plan. Diakonia Bangladesh might help PARTNER in this respect.

9. Clearly, the four results that GAGG wanted to achieve were interlinked and to some extent similar to other Diakonia partners’ - although activities under each result varied slightly between Diakonia partners. A close analysis of the comprehensive programme of PARTNER shows a slight incoherence in the role of micro-financial services – which, strictly speaking did not quite go with the more lofty objectives of gender justice and good governance. This is however, not to suggest that the importance of “access to economic resources” should be belittled. Since, in terms of activity list, PARTNER already had too much on its plate, it might be a good idea to review the mix of work and pick up a set of a solid few to concentrate on.


32

ANNEXES


33

ANNEX 1: SCHEDULE FOR FIELD PROGRAMME Visit Schedule for Evaluation Team to Rajshahi-Naogaon

10-15 December 2012

Darte/Time Activities Participants Place Responsible Person

10 December 2012 3.30 pm Introduction

about project Senior Project Staff PARTNER Head Office Md. Abdus Sobhan

Meah Alima Khatun

11 Decmbr 2012 10.00 am School Visit School Student Bhohobolpur Non

formal(Pre-primary) Education Centre Patnitala, Naogaon ( 1 year)

Ummatun Nesha Shahidul Islam

11.00 am FGD with SEG Social Entrepreneur Group members

Mamuhidpur Patnitala, Naogaon (05 years), Mokbul Hossian House.


12.00 pm FGD with WAG

Women Activist Group members

Mamuhidpur Uttorpara, Patnitala, Naogaon (03 years) Archana House


3.00 pm FGD with GDF Gender & Development Forum members

Bisnupur, Mohadebpur, Naogaon (08 years) Rebeka House

Ummatun Nesha Mahatab Hossain

4.00 pm FGD with AGG Adolescent Girl Group members

Enayetpur, Mohadebpur, Naogaon (02 years) Abasan Office Room

Ummatun Nesha Mahatab Hossain

12 December 2012 9.00 am FGD with

Somiti Somiti Members Darisha Paba,Rajshahi (5

years),Roulia House Sorishakuri, Paba,Rajshahi ( 8 months), Tahara House

Mahedi Hasan Sabina Yesmin

10.30 am FGD with UP Member

Union Parishad Members

Huzuripara Union Parishad Mahedi Hasan Sabina Yesmin

11.30 am FGD with WAG

Women Activist Group members

Huzuripara,Paba ,Rajshahi ( 6 years) Laily House


12.30 pm FGD with GDF Gender and Development Forum members

Munnapara/ Bajora,Paba ,Rajshahi ( 3 years) Morseda House


3.00 pm FGD with Religious Leader

Religious Leader members

PARTNER Training Center AHM Niamul Bashir


34

4.00 pm FGD With Nari Jigajog Kendra

Nari Jigajog Kendra members

PARTNER Head Office Alima Khatun

13 December 2012 9.30 am School Visit &

Sharing Meeting SPC

School Student & School Parent Committee members

Pollakuri Non formal(Pre-primary) Education Centre Mohonpur,Rajshahi (01 year)

Md.Zafor Iqbal Sedikul Islam

11.00 am FGD with GDF Gender & Development Forum

Pollakuri, Mohonpur,Rajshahi ( 7 years)


12.00 pm FGD with SV & Teacher

Student Volunteer ( School) & Teachers

Mohabbatpur High School, Mohonpur, Rajshahi ( 3years)


1.00 pm FGD with Study Circle

Adolescent Study Circle members

Mollapara, Mohonpu,Rajshahi (3 Months)


3.000 FGD with GDF Gender & Development Forum members

Boropoi, Manda,Naogaon ( 6years) Roginar House

Md.Zafor Iqbal Md. kamruzzaman

4.00 pm FGD with AGGG

Adolescent Girl Group Members

Bigipur, Manga,Naogaon ( 2 years) Shebjan house

Md.Zafor Iqbal Md. kamruzzaman

14 December 2012 9.30 am FGD with

Somiti Somiti Members Idulpur Godagari ,Rajshahi (2

years), Santona House, Nobibottala, Godagari,Rajshahi ( 7 years), Chechelia House

Mahedi Hasan Katharina Hazda

10.30 pm FGD with GDF Gender Development Forum Members

Komlapur,Godagari, Rajshahi ( 3years), Azmal House


11.30 am FGD with AGG Adolescent Girls Group members

Komlapur,Godagari, Rajshahi ( 1 years), Sochanta house


12.30 pm FGD with Study Circle

Adolescent Study Circle members

Notun kosba,Godagari,Rajshahi (3 Months)


3.00 pm FGD with UP Member (

Union Parishid (Chokider)

Damkura Union Parishid Mahedi Hasan Sabina Yesmin 4.30 pm Sharing

Meeting with EC Committee

Executive Committee Members

PARTNER Head Office Md. Abdus Sonhan Meah

15 December 2012 11.30 am Sharing

Meeting Senior Project Staff PARTNER Head Office Md. Abdus Sobhan

Meah Alima Khatun

3.00 pm Departure Rajshahi


35

ANNEX 2: SWOT ANALYSIS OF PARTNER AND GAGG

Results of a Self-evaluation by Senior Staff of PARTNER:

PARTNER THE ORGANISTION GAGG THE PROGRAMME Strength Office in own place is sign of stability, Government Registration Appropriate field of work Policies and practices of auditing Acceptability and credibility Own Transport Sufficient furniture and equipment

Strength Effective management system Particular work area (how selected?) Cooperation from local administration Effective/efficient management Acceptability in the area of work Cooperation from beneficiary group Efficient Staff

Weakness Short duration of projects Not having own office in field areas High staff drop out rate Not having a strategy plan Uncertainty of Funding Poor salary structure Limited capacity to develop good project

proposal. Single donor dependency

Weakness Shoe-string budget for project work Lack of training opportunities Low salary of staff Staff turn-over limited staff benefit; no PF Gratuity Short duration of project (3 years

maximum) Lack of participation by men in the

working area Drop out of students from school

Alowances to teachers low

Opportunities Cooperation from government and NGO

organisations in programme implementation Credibility of organisation at field level (in the

5 areas of work) Target group: poor, ethnic, women, adolescent

girls and boys Strategising work and look for new donor

Opportunities Cooperation from local govt authority Demand driven work Scope to expand project work Participation of local communities Use of local resources (those which are

under-utilised)

Threats

Chandabazi or Extortionism in the area

Funding problem

Threats Political turmoil Religious Fundamentalism Heat, drought, and excessive rain Funds for short period High level of poverty (migration to cities) Non-cooperation from local elites (holders

of negative values)

Extortion by govt.office and local people


36

ANNEX 3: TERMS OF REFERENCE FOR EVALUATION

TERMS OF REFERENCE

Name: Project evaluation of Diakonia funded projects:

Ensuring Gender Justice, Rights and Good Governance with the participation of Rural People Quality and Value-Based Pre-primary Schooling for Disadvantaged, Poor and Ethnic Minority

Children Gender and Good Governance Justice and Human Rights for Underprivileged People (JHUP)

1. PURPOSE

1.1 Evaluate whether the interventions are on track and are likely to reach their objectives by assessing the effectiveness, impact, relevance, sustainability and efficiency 1.2 Highlight good examples, practices, if any, within the projects 1.3 Where applicable, recommend how to improve the design and implementation of the interventions 1.4 Assess to what extent the projects are making effective contribution to the present results according to the current Strategy Plan for Diakonia 1.5 Recommendations regarding continuation/phasing out of the evaluated projects

2. BACKGROUND 2.1 Diakonia committed SEK 5,678,480, to four Diakonia supported projects during years 2010-2012 that are scheduled to end in December 2012. Breakdown as below:

Project Budget

PARTNER: MKP, Thakurgaon Project: Ensuring Gender Justice, Rights and Good Governance with the participation of Rural People.

Period: Jan 2010 – Dec 2012

BDT 15,400,000 SEK 1,691,240

PARTNER: MKP, Thakurgaon Project: Quality and Value-Based Pre-primary Schooling for Disadvantaged, Poor and Ethnic Minority Children Period: January – Dec 2012

BDT 2,990,000 SEK 260,000

PARTNER: PARTNER, Rajshahi Project: Gender and Good Governance Period: Jan 2010 – Dec 2012

BDT 20,142,132 SEK 1,870,240

PARTNER: SARA, Mymensingh Project: Justice and Human Rights for Underprivileged People (JHUP). Period: Jan 2010 – Dec 2012

BDT 2,01,49,066 SEK 1,857,000

2.2 The major thematic areas of these projects are: Gender equality, human rights, democracy and access to social and economic resources.

3. RECIPIENT

The recipient of these evaluations is Diakonia Bangladesh and relevant PARTNER organisations


37

The evaluation, once finalised, will be shared with other relevant stakeholders as necessary

4. SCOPE OF WORK

The evaluation will assess progress over the past years considering projects’ effectiveness, relevance, impact and efficiency of the criteria as below:

4.1 Effectiveness: Has the intervention achieved its objectives or is achievable using the current design.

To what extent have the agreed objectives been achieved? Are the successfully achieved activities sufficient to realize the agreed outputs What are the reasons for the achievement or non-achievement of outputs or outcomes? What could be done to make the interventions more effective 4.2 Relevance: are the interventions consistent with the needs, priorities of the rights holders and the polices of PARTNER country, PARTNER and Diakonia Are objectives in line with needs, priorities of rights holders and problem analysis Do the interventions have the potential for replication and/or expansion 4.3 Impact: what are the overall effects of the intervention, intended and unintended, long term and short term, positive and negative. How the interventions affected the well-being of different groups of stakeholders What would have happened without the interventions What are the positive and negative effects Do the positive effects outweigh the negative ones What do the rights holders and other stakeholders perceive to be the effects of the intervention

on themselves To what extend does the intervention contribute to capacity development and strengthening of

institutions

4.4 Sustainability: will the benefits produced by the interventions be maintained after withdrawal of project support.

To what extent does the positive impact justify continued investments Did stakeholders participate in the planning and implementation of the intervention to ensure

local engagement Do relevant PARTNERs possess sufficiently strong governance structures and professional

capacity to sustain the activities Is the technology utilized appropriate to the economic, social and cultural conditions of the

country Are the interventions harmful to the environment

4.5 Efficiency: can the costs of the interventions be justified by the results What measures have been taken during the planning and implementation phase to ensure that

resources are efficiently used To what extent have the development components been delivered as agreed Could the intervention have been done better, more cheaply, or quicker Could an altogether different type of intervention have solved the same problem at a lower cost

5. STAKEHOLDER

The work will be carried out in a transparent manner in consultation with the people relevant to the interventions.

This should include Diakonia staffs, key personnel of PARTNERs, stakeholders, rights holders and other designated persons as appropriate.

There should be active participation from relevant implementing PARTNER organisations


38

It is essential that the evaluation is designed to enable target groups to constructively participate in the evaluation process

6. METHODOLOGY

Desk and field visits, interviews (with individuals/groups) as required according to work plan. 7. WORK AND TIME SCHEDULE

Diakonia will receive a work plan prepared by the consultant, based on the present terms of reference and on the time expected to carry out the tasks.

The length of the consultancy should be within five-six weeks. Preferred deadline for submitting the tasks are by Mid November 2012 or according to agreed

work plan of the evaluator The deadline for submitting the report will be stipulated in the contract signed between the

consultant and Diakonia according to an agreed work plan. 8. EVALUATOR

The assignment will be carried out by a team/group of external evaluators who have:

knowledge of local context experience of project evaluations, relevant issues and method gender sensitive and possess knowledge of gender equality issues proficiency in Bengali and English language skills

9. REPORTING AND DELIVERABLES

Draft reports should be presented within a reasonable time for feedback from Diakonia and PARTNERs.

Final report:

Four evaluation reports based on four projects of three PARTNERs One summarized report for Diakonia based on key observations and recommendations

Printed and digital copies of the reports should be presented to Diakonia’s country office in Bangladesh.

10. OWNERSHIP AND CONFIDENTIALITY

The consultant should respect the confidential nature of all information acquired during this consultancy with Diakonia. Diakonia is the sole copyright owner of the products stemming from this consultancy.

11. FORM OF PAYMENT

Diakonia will pay the consultant, upon certification that the services have been satisfactorily delivered, no later than 15 working days after the submission of the reports.


39

ANNEX 4: LIST OF DOCUMENTS REVIEWED

1. Project Proposal: Gender and Good Governance (GAGG) with Revised Budget 2010-2012, PARTNER, Rajshahi.

2. Aek Najor E Partner Er Karjokrom Shamuha: Partner at a Glance (undated)

3. Constitution of PARTNER (as revised in September 2012)

4. Half Yearly Report 2012: for the project, Gender and Good Governance (GAGG), January-June 2012, PARTNER, Rajshahi

5. Annual Progress Report for the project, Gender and Good Governance (GAGG), January-December, 2011, PARTNER, Rajshahi

6. Annual Progress Report for the project, Gender and Good Governance (GAGG), January-December, 2010, PARTNER, Rajshahi

7. Country Strategy, Bangladesh 2012-2015, Diakonia, Bangladesh, Dhaka.

8. Gender and Development: a Training Module for Diakonia and its Partners, August 2001.

9. HIV/AIDS Prevention: A Training Manual on Life-skill Education Adapted by PARTNER 2006.

10. Training Manual for Primary Healthcare, PARTNER, undated.

11. Audit Report for GAGG project January to December 2011 by Aziz Halim Khair Choudhury, Chartered Accountants