Dr. M.A. Quassem May 30th, 2013

1. Country Case Study Bangladesh Dr. M.A. Quassem May 30th, 2013

2. The People’s Republic of Bangladesh

4. The Water Sector in Bangladesh: Core Actors (1) • Policy Setting and Planning: • MoWR – Ministry of Water Resources • NWRC – National Water Resources Council • WARPO – Water Resources Planning Organisation • Water Management Infrastructure and Services: • BWDB – Bangladesh Water Development Board • LGED – Local Government Engineering Department • DPHE – Department for Public Health Engineering • *WASA – City Water and Sewerage Authorities • BIWTA – Bangladesh Inland Water Transport Authority Policy Setting and Planning: Ministry of Planning (Planing Commission) Ministry of Agricuture, Forestry and Fisheries Minisry of EnvironmentWater Resources

5. The Water Sector in Bangladesh: Core Actors (2) • Operation and Maintenance: • BWDB , LGED, DPHE, *WASA, BIWT • Local Government • WUO – Water User Organisations • Civil Society and Private Sector: • WUO • NGO • Consulting and Engineering Companies • Large Industries and Commercial farms • Knowledge Institutes: • Public Trusts Research Institutes (IWM, CEGIS) • Government Research Institutes • Universities

6. The Enabling Environment

7. Complexity of Institutions • Complex decision-making, weighing of priorities • Complex web of responsibilities • National and local government • Government and private sector relations • Government and civil society relations • Water Users Organisations, Local Government, National Government Integration, system analysis, trans-disciplinary

8. Struggles and Problems Actors Face • Lack of cooperation among actors • No common long-term vision • Ineffective formal forum to coordinate demand and policy / strategy • Local level responsibilities and relations unclear • Participatory approach is restrained by fear of loss of power • Different expectations between development agencies and local actors • Financial constraints

9. Issues in KCD (1) • There are few incentives to work in the water sector • Staff recruitment policies of institutions are determined by many factors • Human Resource Development of organisations is poorly developed • Lack of proper for overview (not just technical knowhow), monitoring and evaluation mechanisms, and level specific management • Organisations have little multi-disciplinary approach

10. Issues in KCD (2) • Curriculum at the university is too academic (no case studies, practical experience or local knowledge) and do not always • Project driven development context with little institutionalisation of lessons learned • Training is often not relevant to the needs of the organization and the employee.

11. Lessons Learned • Organizational autonomy is of great importance to develop capacity because those responsible inside the organization (should) know best what knowledge and capacity is needed. • The lack of structural communication between the supply of water education and demand for it from the water sector, reduces the effectiveness and capacity of the water sector. • There is still a strong reliance on the need for development agencies to pressure reforms and capacity development in Bangladesh. • The need to believe in the value local knowledge and capacity (of e.g. farmes).

12. Who should be taking the lead?

13. Propositions • The National Water Resources Council should be vitalized to exercise leadership in: • Long-term planning of water management investments, shaping the conditions for socio-economic development of the country • A national policy and strategy on water sector capacity development, starting with a short-term tailor-made programme in leadership • The government should fully reinforce, operationalise and build capacity of participatory water users organisations, working in partnership with local government.

14. Purpose of 5th Symposium Thankyouforyourattention. Dr. M. A. Quassem ( former D.G. of WARPO) Dr.maquassem@gmail.com