Annual Report 2012
Chittagong Hill Tracts Development Facility Promotion of Development and Confidence Building in the Chittagong Hill Tracts
Annual Report 2012 Published by Chittagong Hill Tracts Development Facility (CHTDF) UNDP, Bangladesh IDB Bhaban (7th Floor), E/8-A Rokeya Sharani Sher-e-Bangla Nagar, Dhaka – 1207 Design Sajid Chowdhury This publication is available online at www.chtdf.org Photography 26/ KoKo Wai Marma © Bardarban Hill District Council 27/ Sunayon Chakma © Khagrachari Hill District Council 31/ William Marma © Bandarban Hill District Council 33/ © Khagrachari Hill District Council 36/ © Zabarang Kalyan Samity 37/ © Samsul Alam Helal 39/ Shai Shing Aug © Bandarban Hill District Council All Photos © UNDP Bangladesh UNDP partners with people at all levels of society to help build nations that can withstand crisis, and drive and sustain the kind of growth that improves the quality of life for everyone. On the ground in 177 countries and territories, we offer global perspective and local insight to help empower lives and build resilient nations. UNDP embarked on its journey in Bangladesh in 1973. Since its inception, UNDP and its partners in the country have accomplished key results in the areas of governance, poverty reduction, climate change and disaster resilience, as well as achievement of the Millennium Development Goals (MDGs). UNDP is engaged with various government agencies and partners to strive towards a common goal of the economic and social development of Bangladesh. The views expressed in this publication do not necessarily represent those of the United Nations, including UNDP, or their Member States. United Nations Development Programme – Bangladesh Promotion of Development and Confidence Building in Chittagong Hill Tracts Copyright © 2013 UNDP Chittagong Hill Tracts Development Facility (CHTDF)
Annual Report 2012
Chittagong Hill Tracts Development Facility Promotion of Development and Confidence Building in the Chittagong Hill Tracts
Welcome messages
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Foreword
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Introduction
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Key Achievements & Outputs
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Policy Advocacy & Confidence Building
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Capacity Development
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Gender Equality
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Health
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Education
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Agriculture, Community Empowerment & Economic Development
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Knowledge Management
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CHTDF Management
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Message from the United Nations Development Programme Bangladesh Over the last nine years, the Chittagong Hill Tracts Development Facility (CHTDF) has made a commendable contribution to the process of successful peace-building and improving the socio-economic conditions of the CHT people. CHTDF supports the Government of Bangladesh, the institutions of CHT, and local communities to pursue development and confidence-building in the Chittagong Hill Tracts in line with the provisions of the CHT Peace Accord. Intervention areas continue to focus on advocacy support on implementation of the Peace Accord, policy support, capacity development, community empowerment, economic development, and service delivery in health, education and agriculture. In addition, gender equality is mainstreamed in all interventions. At the national level, CHTDF has supported the Ministry of CHT Affairs (MoCHTA) in organizing high-level dialogues on police reform and the CHT Land Dispute Resolution Act 2001. Moreover, inter-ministerial meetings were held in 2012 among 19 relevant ministries. These efforts have supported the government institutions to transfer 150 CHT ethnic police to 25 stations in the CHT and 5 functions under the departments of Health, Agriculture, Fishery, Livestock and Social Welfare to Hill District Councils (HDCs), as well as amend the CHT Land Dispute Resolution Act 2001. Ensuring access to basic services for the CHT people through developing the capacity of CHT institutions is an important strategy of the project. HDCs are providing services in the remote and underserved areas of the CHT, with the following tangible results. In the CHTDF-supported schools, 96 percent of the students passed Primary School Certificate Examination, with 52 percent of passing students being girls. Community Health Service Workers and Mobile Health teams treated 454,951 patients and referred 524 emergency cases to government upazilas and district health complexes. A total of 14,817 marginal farmers have increased household level production and have diversified sources of income through training received at farmer field schools.
Para (village) Development Committees (community based committees that design, implement and monitor economic projects in the community) have been managing projects and leading communities in accessing services and economic opportunities. CHTDF and HDCs have supported 110 youths in finding employment opportunities through a vocational training program on tailoring, mobile phone technician, and motorcycle driving. Gender equality has been promoted in the CHT in collaboration with the CHT Women Organizations Network (CHTWON) and Women Peacemakers Network. Advocacy efforts have focused on the elimination of discriminatory laws in CHT and policy dialogue on CHT Women’s Inheritance Rights. Training of over 1,000 women in entrepreneurship, micro business planning and income-generating activities has resulted in women having greater economic decision making power both at the household and community level. Furthermore, CHTDF assisted 217 weaver group members through training and facilitation of market linkages, resulting in 91 percent of them establishing market linkages with buyers and ensuring sustainable income sources. It is with pride that I convey my sincere gratitude to the Government of Bangladesh for extending a long-standing partnership to UNDP in assisting the peace building process in the CHT. I am especially thankful to the donors—the European Union (EU), Government of Canada (CIDA), and Government of Denmark (DANIDA)—for their vital support and partnership to CHTDF. My sincere appreciation is also extended to the CHTDF team for their dedicated support in achieving commendable results in the CHT.
Neal Walker UN Resident Coordinator and UNDP Resident Representative Bangladesh
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Message from the Delegation of the European Commission The European Union has been working in partnership with the Ministry of Chittagong Hill Tracts Affairs and UNDP by funding the ‘Promotion of Development and Confidence Building in the CHT’. I am pleased to recognize the important results achieved by the project. Among these achievements I am particularly impressed by the improvements achieved over the years in strengthening the capacity of the three Hill Districts Councils. According to the Peace Accord these institutions are crucial for managing and coordinating development issues for the entire CHT and its population. At the same time, an increase in confidence of the local communities is needed to ensure grassroots change, social cohesion and ultimately sustainable peace and stability. Other significant indicators are pointed out in the report. These include an expansion of market opportunities resulting in better incomes for all people in CHT, and progress in access to education and reduction in
incidence of deadly diseases like malaria. These indicators confirm that the project is on the right track. So this sets the basis for more ambitious achievements in the coming years, owned by the people of CHT and their institutions. I believe that the success of the programme to date would not have been possible without the effective partnership established between the EU, the Ministry of Chittagong Hill Tracts Affairs, UNDP and the project’s other donors and implementing partners. I encourage the management team of the project and all stakeholders to continue this strong collaboration to facilitate progress towards a lasting peace and prosperity of all CHT people.
William Hanna Ambassador Head of Delegation
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CHTDF Annual Report 2012
Message from the Ministry of Chittagong Hill Tracts Affairs Chittagong Hill Tracts Development Facility (CHTDF) of UNDP is unique in its multi-sectoral approach to development in the CHT. Important key actors, including local government bodies, government line departments, community groups, and NGOs are actively supporting the project in its endeavours for promoting development and sustainable peace in the CHT region. With support from CHTDF, MoCHTA has advocated with success on key policy issues such as police reform and CHT Land Dispute Resolution, resulting in a transfer of 150 ethnic CHT policemen to 25 CHT police stations, and an initiative by the Government to amend the CHT Land Dispute Resolution Commission Act. Furthermore, inter-ministerial coordination on CHT issues has been strengthened to accelerate the transfer of subjects to the Hill District Councils (HDCs) as per the Peace Accord. The coordinated efforts have resulted in the actual transfer of five functions of subjects to the HDCs under the departments of Health, Agriculture, Fisheries, Livestock and Social Welfare. MoCHTA is actively engaged with Ministry of Primary and Mass Education (MoPME) on the nationalization of schools in the CHT, highlighting the need for special provisions for schools in the region. Moreover, MoCHTA has supported HDC-managed schools in reserved forest areas in their efforts to obtain no-objection certificates from the Ministry of Environment and Forest to hold up their applications to be nationalized. In 2012, HDCs with CHTDF support have initiated an MDG
mapping intervention. Development actors such as line departments, UN agencies, and NGOs have participated in this initiative. I expect these plans will result in closer coordination of all development actors, and a more targeted approach to achieving the MDGs in CHT. CHTDF has continued its support towards enhancing the capacity of CHT institutions. MoCHTA has drafted, with support from CHTDF, a multi-year development plan, which will be the basis of capacity development support for the coming years. Children in the project schools now have access to education in their mother tongue, leading to increased enrolment and attendance rates. Student absenteeism is at the lowest levels, with the attendance rate marking around ninety percent in the target 132 pre-primary schools with mother language support. I am delighted to congratulate UNDP, CHTDF staff, donors, and the CHT communities for their commitment and contributions towards successful implementation of the facility. MoCHTA will continue to play a lead role in overseeing and coordinating the work of various ministries for the benefits of the CHT region.
Dipankar Talukdar State Minister Ministry of Chittagong Hill Tracts Affairs
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Message from the Chittagong Hill Tracts Regional Council It is my pleasure to acknowledge that the Chittagong Hill Tracts Regional Council (CHTRC) has been working with CHTDF from its inception aiming at building capacity and enhancing the roles of CHT institutions in support of grassroots and community development. CHTDF has assisted CHTRC in raising awareness on the CHT Accord among community people and local leaders. CHTRC information resource center, established with CHTDF support in 2010, continues to provide valuable information to researchers and development activists on a large range of CHT related subjects. Furthermore, CHTDF contributed to enhance relationship between CHTRC, HDCs, and other local government institutions including government line department, Upazila and the Union Parishads. I am happy to learn that Para Development Committees are leading development efforts at community
level, and are ensuring linkage between communities and service providers. Gender equality is effectively supported at community level through Para Nari Development Groups and promoted through gender sensitization training. CHT communities have been benefited from training on livestock rearing, fisheries and agriculture provided through integrated farmer field schools, resulting in increased knowledge base, enhanced household production and diversification of household income. I wish CHTDF will continue its support in implementing the Peace Accord and in ensuring that the development that takes place in the CHT will be sustainable and owned by the CHT people.
Jyotirindra Bodhipriya Larma Chairman Chittagong Hill Tracts Regional Council
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Message from the Rangamati Hill District Council Since 2003, CHTDF has been providing effective supports to the CHT communities and institutions to promote confidence building and sustainable development in the CHT. HDCs are taking gradually greater responsibility in managing of services under this project. Health, education and agriculture services are delivered by HDCs in remote and underserved areas. The combination of capacity development support and transfer of management responsibilities to HDCs have lead to enhance capacities of the HDCs in managing of services, moreover coordination and linkage with respective line departments has been improved. Community skilled birth attendants have become part of the community based health network, now pregnant women in the remote areas have access to professional support, leading to a higher percentage of attended births. Student attendance rate in the CHTDF supported schools was recorded as 82%, which is significantly higher than the national rate. School Management
Committees and Mother Groups have been empowered to initiate income generating activities and school saving practices to support school development plans. About 105 school buildings were renovated or extended in CHT. The community producers of CHT have learnt on agro products processing and gathered knowledge of gainful marketing of their products. I am delighted to be part of this successful development initiative. Rangamati Hill District Council will continue to work with CHTDF in extending continuous support to poor and disadvantageous communities of the CHT. I would like to thank CHTDF, donors and the CHT people for their excellent cooperation.
Nikhil Kumar Chakma Chairman Rangamati Hill District Council
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Message from the Bandarban Hill District Council I am very pleased to know that CHTDF-UNDP is going to publish annual report of 2012 on the achievement of its programme. I heartfeltly acknowledge the contribution of CHTDF-UNDP towards promoting peace and development in the CHTs. The joint partnership project has brought significant changes in the lives of the people in relation to primary health facilities of remote areas, access to primary education, market facilities for local producers and the capacity development of the local institutions of Bandarban Hill District Council (BHDC). It was a great experience for me to get involved in MDG acceleration process which will be achieved by 2015. The acceleration process has given an excellent opportunity for BHDC to work together with all key development actors such as line departments, UN Agencies, public representatives and NGOs in undertaking to achieve a selected MDG. Health awareness training provided by Community Health Service Workers has made community people aware on health related issues which led to healthier life styles and has changed health seeking behavior. The introduced referral
system continues to provide the important link with government health complexes, and has contributed to the reduction in maternal, neonatal and other mortalities to a great extent. Youths and Field School Facilitators (FSFs) have learned about nursery development and fish culture through regular training and exercise. BHDC and CHTDF have supported them to become community agriculture resource persons (CARP). Fishery projects at community level have supported income generation and improved the need of nutrition. The Bandarban Hill District Council is fully committed to extend supports to CHTDF-UNDP in its future efforts to serve the people of the CHTs. I wish very successful implementation and achievement of CHTDF-UNDP programme for making better future of the marginalized poeples of Chittagong Hill Tracts.
Kyaw Shwe Hla Chairman Bandarban Hill District Council
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Message from the Khagrachari Hill District Council I am very delighted to learn that, CHTDF has completed its ninth year of successful implementation of its project activities in CHT. KHDC is proud to be the key implementing partner of UNDP-CHTDF and is grateful to CHTDF for creating the opportunity to serve the poor and underprivileged people of Khagrachari hill district. UNDP-CHTDF has facilitated KHDC to develop a multi-year capacity development plan through self assessment process. KHDC and CHTDF are jointly implementing capacity development initiatives in line with the plan. The capacity development plan includes a result based monitoring and evaluation framework as well as communication plan, which ensures accountability and transparency as well as supporting to achieve expected goal. Health services are being delivered in the remotest areas in the CHT. Community participation and ownership are ensured through involving Satellite Clinic Management Committees. Routine EPI sessions were conducted in all satellite clinics in collaboration with the field workers of MoH&FW. In
addition, awareness campaigns and motivational interventions by Community Health Service Workers have further increased the success of vaccination programme. Marginalized farmers were able to practices new ideas and technologies in cultivation by the learning sharing session of farmer field schools. Moreover by the programme “Support to Basic Education in the CHT’’ access and quality of primary education in remote areas has been increased. I convey my sincere thanks to UNDP-CHTDF for their outmost cooperation and support towards the development of CHT
Kujendra Lal Tripura Chairman Khagrachhari Hill District Council
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Foreword CHTDF has completed its ninth year of implementing development activities in the Chittagong Hill Tracts alongside our trusted and valued partners. In 2012, CHTDF continued our support to all CHT institutions and their dialogues on the implementation of the Peace Accord. The CHT institutions were strengthened through support of multi-year capacity development plans. CHTDF also supported HDCs in taking the lead in an MDG mapping exercise. In this process, development actors have agreed on localized development targets and indicators, and reviewed and evaluated development achievements. We have also initiated our support for police as part of enhancing confidence building in CHT communities. I would like to convey my sincere gratitude to our partners on the ground. CHTDF and UNDP acknowledges the tireless work of our highly committed Community Health Service Workers and Skilled Birth Attendants, dedicated teachers, Mothers Groups, School Management Committees, our Para Development Committees,
and Para Nari Development Groups, the knowledgeable Farmer Field School trainers, the devoted Peacemakers, enthusiastic volunteers and the communities on the ground. It is their continued trust, support and dedication that have enabled the provision of service delivery to make a real impact within the communities in CHT. I strongly believe that CHTDF, in partnership with MoCHTA and other CHT institutions, and the communities can achieve sustainable peace, development and prosperity in the CHT.
Henrik Fredborg Larsen Director Chittagong Hill Tracts Development Facility UNDP Bangladesh
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Introduction The Chittagong Hill Tracts (CHT) Peace Accord was signed in December 1997, ending the decadeslong insurgency in the region. The Accord was recognized as a significant political achievement for the region, which is home to 11 distinctive indigenous groups and Bengalis. It provided for greater regional autonomy and initially raised high expectations as the cornerstone of a successful peace building process and as a means for opening up new opportunities for development. Relevant institutions have been established to support this process, including the Regional Council and the three Hill District Councils. Of 33 subjects that are supposed to be transferred from the Ministries to the each of the three Hill District Councils, more than half have already been transferred, including health and education. However, some subjects, such as forestry, land administration, and local police have not yet been transferred, and several parts of the Peace Accord are yet to be implemented. Since 2003, the CHT Development Facility of UNDP, in partnership with the Government of Bangladesh, has engaged with all stakeholders to promote sustainable development and peace for all peoples guided by the CHT Accord. It is working in 20 upazilas and 118 Unions, prioritizing remote and underserved areas. The CHTDF supports CHT institutions to effectively manage and deliver services, and communities to take charge of their own development based on the principles of local participation and decentralized development. CHTDF’s support has strengthened CHT institutions. For the first time in over a decade, the Hill District Councils are managing CHTDF-funded services in health, education, agriculture, and livelihoods, as well as many more of the core 33 functions agreed in the Accord. As a result, more
than 19,000 children in the CHT have gained access to quality education, while 500,000 CHT people have been able to seek basic health services in nearby communities. The CHTDF also saw major progress in reducing poverty in the region. According to a Household Survey conducted in January 2013 by an external research institution commissioned by the CHTDF, there has been considerable progress in the MDG indicators of the target communities. Food deficiency months in CHT recorded a reduction from 2.7 months of the baseline in 2008 to 1.2 months in 2012. Average annual net income of the target communities recorded an increase by 19 percent from the 2008 baseline. There is also a change in the behavior and attitude of the communities, confirming that empowerment is taking place. According to the annual community level survey conducted by the CHTDF in 2012, 92 percent of community members (of 3,527 Para (village) Development Committees (PDC)), supported by the CHTDF, have the capacity to manage financial matters and deal with banks independently. Previously, they had no or very limited access to and knowledge of financial management and services. All these results were underpinned by CHTDF’s strong commitment to support all CHT people across ethnic, cultural, and language differences. This report highlights key results accomplished in 2012, across our seven areas of focus: policy advocacy and confidence building; capacity development; gender equality; health; education; agriculture, community empowerment, and economic development; and knowledge management.
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Key Achievements & Outputs
2.1
Policy Advocacy & Confidence Building CHTDF continued to support the CHT institutions to advocate on CHT issues. In 2012, several high-level policy dialogues were organized with diverse stakeholders to build consensus on the implementation of the Accord.
Advocating for Implementation of the Peace Accord The Facility diversified its engagement with a wider range of stakeholders in 2012. These included the Parliamentary Caucus on Indigenous People, Prime Minister’s Office, Ministry of Home Affairs (MoHA), Police Headquarter, other state ministers, members of Parliament, indigenous CHT leaders, IDP Task Force, ILO, and media. A high-level dialogue organized by the Facility in December 2012 to mark the fifteenth anniversary of the CHT Peace Accord resulted in a first-time commitment by all stakeholders to develop a time-bound implementation plan for the CHT Peace Accord. The Facility worked with the Technical Working Group of the Parliamentary Caucus on Indigenous People to produce a detailed action plan for the CHT Accord implementation. In addition, all stakeholders identified the amendment of the CHT Land Dispute Resolution Commission Act as the top priority in terms of Government action, which the Special Advisor to the Prime Minister, who was present as Chief Guest, pledged to do, paving the way for the amendment in 2013. The amendment reflects the consensus reached among the key stakeholders on thirteen core points to resolve the CHT land disputes. CHTDF support also resulted in building a consensus on a police reform in the CHT. It enabled action by the government to transfer the first batch of 150 indigenous police personnel of CHT origin to all 25 CHT police stations. This transfer has contributed to building confidence between the CHT ethnic communities and the police. With the support of the Facility, the Ministry of Chittagong
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Hill Tracts Affairs (MoCHTA) has taken the lead to convene inter-ministerial meetings with 19 relevant ministries. The National Steering Committee for the CHTDF and Technical Advisory Committees, comprising relevant stakeholders, all serve as platforms to facilitate inter-ministerial coordination and accelerate the transfer of subjects to the Hill District Councils as per the Peace Accord. On 8 November 2012, the functions of subjects including Health, Agriculture, Fisheries and Livestock, and Social Welfare were transferred to the Hill District Councils. With this, 21 of the 33 total subjects have been transferred in Bandarban, 22 in Khagrachari, and 23 in Rangamati. Two inter-ministerial workshops supported by the Facility enabled the Ministry of Chittagong Hill Tracts Affairs and Ministry of Local Governance and Rural Development to come together to identify gaps and areas of overlapping mandates and interventions in the CHT. These workshops resulted in the Government issuing an official order to include the traditional leaders of the CHT in the Union and upazilas Development Coordination Committees, the local government decision-making committees for development initiatives in the CHT. This official recognition of the role of traditional institutions in CHT governance is a further aspect of Peace Accord implementation. The CHTDF also supported the headmen’s conferences in the CHT, bringing together key government offices including the Ministry of Finance, Prime Minister’s Office and other relevant ministries and stakeholders to resolve outstanding impediments of headmen and Karbari in exercising local governance roles. As a result, the honoraria of the headmen
Headmen and Karbari, traditional leaders of CHT, teleconferencing with the Honourable Prime Minister and other relevant ministries and government offices to resolve outstanding impediments of their governance roles. CHTDF supports capacity building of the CHT traditional leaders.
and karbari has been increased to carry out their functions more effectively. Capacity building and study tours organized for stakeholders on CHT issues also helped in getting consensus required for the Accord implementation and promotion of ethnic peoples’ rights. Training conducted in partnership with the United Nations System Staff College on ‘Decentralized Governance and Conflict Prevention & Peace-building’ helped to raise awareness of the CHT and build support for the Accord among key stakeholders from the Government and civil society. Another capacity-building course organized for 21 local CHT journalists provided opportunities for the journalists to discuss key CHT issues and gain better understanding of the Accord, as well as get hands-on knowledge of effective reporting. International study tours to China, Nepal, India, and Italy were also organized for 36 officials from the MoCHTA, Hill District Councils, and Regional Council. The study tours exposed participants to examples of how other countries manage ethnic affairs, fiscal and decentralized governance structures, and promote and protect the rights of ethnic peoples. Furthermore, the CHTDF supported the celebration of the International Day of the World’s Indigenous Peoples across the country. Events organized simultaneously in Dhaka, Chittagong, and Mymensing on the theme of “Indigenous Media: Empowering Indigenous Voices” brought together thousands of citizens, NGOs, and government officials to promote the rights of indigenous peoples.
Policy advocacy & confidence building by numbers
150
indigenous police personnel of CHT origin transferred
all 25
CHT police stations
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functions of subjects under Health and Family Welfare, Bangladesh Agriculture Extension, Fishers & Livestock, and Social Welfare Department were transferred to the Hill District Councils
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Key Achievements & Outputs
2.2
Capacity Development CHTDF aims to enhance the capacity of CHT institutions such as the Hill District Councils, Regional Council, Ministry of Chittagong Hill Tracts Affairs (MoCHTA), and traditional leaders to implement the Peace Accord and deliver quality and inclusive services to the CHT peoples. It focuses on strengthening CHT institutional framework as stated in the Peace Accord, coordinating among CHT institutions, developing human resources for CHT institutions, and enhancing their capacity for covering remote areas.
Building Capacity of CHT Institutions In 2012, with the Facility’s support, seven CHT institutions, (three Hill District Councils, three traditional Circles, and MoCHTA) successfully completed multi-year capacity development plans based on their self-capacity assessments. The capacity plan guides the key functions to be enhanced by respective institutions in the areas of strategies and policies, advocacy and confidence building, resource mobilization, and land management. The process of self-assessment enhanced the ownership of such a plan, giving opportunities for direct stakeholders to participate in the assessment and making leaders of the institutions accountable. In order to support the Hill District Councils to mobilize additional resources required to implement development plans, the CHTDF supported them with training on fund mobilization, including formulation of proposals. As result, the Hill District Councils submitted project proposals to external organizations and the central government and mobilized additional resources. The interventions have also led the Hill District Councils to identify new potential areas of revenue collection, such as the collection of toll fees and management of market funds, and to enhance the internal revenue system. This resulted in a 6.48 percent increase of revenue from year 2011 to 2012 for Khagrachari Hill District Council. The revenue of Rangamati Hill District Council increased by 15 percent. The Facility has also been successful in increasing management capacity of the CHT institutions in delivering services as per the Peace Accord. Hill District Councils have managed operation of 300 primary schools, providing more
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than 19,000 children with access to quality education, as well as a network of 886 Community Health Service Workers (CHSWs), 16 mobile medical teams, and 78 weekly satellite clinics, providing 500,000 CHT people with access to basic health services. The establishment of key offices within the Hill District Councils and MoCHTA has been another feature of the Facility’s support. A permanent desk on NGO Affairs, established within the Councils, has increased coordination capacity of the CHT institutions. Establishment of IT Units within three Hill District Councils and MoCHTA resulted in increased IT capacity, including the availability of website, provision of IT training to staff, and on-line connection for the senior officials. The Facility also supported the Councils to prepare gender mainstreaming policy to ensure gender equality across all service delivery and institutional strengthening initiatives.
Management capacity by numbers 300 schools managed by Hill District Councils in operation 886 Community Health Service Workers and 16 mobile medical teams managed by Hill District Councils in operation
Honourable State Minister Mr. Dipankar Talukder, Ministry of Chittagong Hill Tracts Affairs, celebrating Bhomong Raj Punnah festival along with 15th Bhomong Circle Chief and other government officials in Bandarban Hill District. The event provided opportunities for the community to consult their traditional leaders on the land management and revenue collection matters.
Accelerating Local MDGs CHT is behind the rest of Bangladesh in terms of MDG achievements. With a view to minimizing the MDG achievement gaps, the Facility supported the Hill District Councils and other local government institutions of the CHT in local MDG acceleration to identify bottlenecks of goals and take high-impact actions to reduce them. In 2012, major milestones were passed on the road toward MDG acceleration. MDG mapping at district and upazilas levels was completed, and MDG indicators and targets for district and upazilas were developed with the Facility’s support, where all stakeholders were involved in consultation and formulation processes. The development of master plans for MDG acceleration is also underway for three districts. Thematic task forces formed at the district and upazilas levels, comprising representatives from the government line departments, NGOs, upazila and union parishad, and Hill District Councils contributed to this process.
To boost its internal IT systems, the Rangamati Hill District Council has installed a local area network (LAN) system in its office using capacity development grants provided by the CHTDF. The LAN has enhanced communication and improved access to data for the Council staff. Regular data backups have been introduced to protect data through the LAN, which has reduced the required number of printers, faxes, and storage devices.
The Facility also focused on developing the planning, monitoring, and reporting capacities of the Hill District Councils. The Planning & Monitoring cells of the Councils established in the previous year took the lead role in developing a Monitoring and Evaluation (M&E) system. The Hill District Councils provided training in M&E for upazilas and Union level staff, resulting in efficient and effective flow of information and data. The enhanced M&E system across the CHT institutions is expected to contribute to the effective implementation and monitoring of the MDG acceleration framework. Support was not limited to Hill District Councils. The Ministry of Chittagong Hill Tracts Affairs (MoCHTA) has been supplied with IT equipment to strengthen the institutional and technical capacities and play a lead role in interministerial coordination for CHT issues. The Facility also supported strengthening of circles, the traditional leaders of the CHT. This included organizing a celebration of traditional Raj Punnyah festivals. The event provided opportunities for community people to consult Headmen and Karbari on land management and revenue collection. Grants provided by the Facility to the Regional Council have enabled the Office to strengthen its institutional framework, including its human resources and advocacy capacity. With the grants, the Regional Council took a lead role in organizing month-long “Sports for Peace� events in the CHT. The events contributed to local peace-building and enhancement of social harmony in the CHT by bringing CHT institutions and youth together to promote a culture of peace across ethnic, religious, language, and cultural divides.
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Key Achievements & Outputs
2.3
Gender Equality
Para (village) Nari (women) Development Group (PNDG) members participating in a learning session on gender issues.
The CHTDF mainstreams gender across all interventions and implements a series of targeted gender interventions to promote gender equity and women empowerment through engaging women and other stakeholders in the CHT. In 2012, training on gender sensitization was provided for 2,031 community people (1,051 males sand 980 females). Visibility items such as posters and flip calendars were also frequently utilized for raising communities’ awareness of gender equality. In addition, 1,069 women were trained in basic entrepreneurship, micro business planning, and income-generating activities. The interventions have also contributed to women’s sustainable engagement in the political sphere. A total of 239 grassroots women beneficiaries of Para Development Committees—community-based organizations established by the CHTDF—have successfully been elected to Union parishad, the local government body. These women have been serving the communities and engaging in decisionmaking processes of the Unions. The capacity building support to 1,685 Para Nari Development Groups (PNDGs)—community-based women groups formed and activated by the CHTDF—also continued during 2012, including support to management and implementation of small income-generating projects. As result of CHTDF support, 90 percent of Para Nari Development Groups now have project management rules to manage their projects more systematically and transparently. Sixty-six percent of them are proactively conducting meetings without external support and making
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important decisions on community development. In 2012, the Facility conducted the first major gender assessment in the CHT. The results showed increased involvement of CHTDF-supported women in socio-economic activities in the CHT. For example, about 92% of the survey respondents reported that women’s participation in social activities such as cooperative work, and cultural activities has significantly improved as a result of the CHTDF interventions.
Fighting Violence against Women CHTDF focused on raising community awareness on violence against women, including through a series of workshops among key CHT stakeholders on prevention of gender-based violence. With the theme “Safe home, safe society: Stop violence against women now”, a16-day global UNiTE campaign was organized in Rangamati town by the Facility in December 2012 as part of the global initiatives launched by the United Nations Secretary-General. This worldwide campaign aimed at raising public awareness and increasing political will for preventing and ending all forms of violence against women. Policy related dialogues on key gender issues were also organized by the CHTDF in collaboration with key partners such as the CHT Women Organizations Network (CHTWON), including dialogues on women friendly social
arbitration system in the CHT. With participation of lawyers, journalists, development activists, women leaders, and traditional leaders such as headmen in the CHT, the dialogue emphasized a need for more consultation meetings before making a final verdict on social arbitration cases where women are affected. The meeting resulted in an agreement by the stakeholders to initiate a limited scale written guideline for resolving social disputes in the CHT.
CHT Women Organizations Network – CHT Gender Advocate CHT Women Organizations Network (CHTWON) established with the support of the CHTDF in prior years has already been taking full leadership and ownership to advocate key gender issues in the CHT. These include advocacy for elimination of gender-based discriminatory laws, promotion of women’s inheritance rights, wage equality for men and women in the agriculture sector of the CHT. The network has strengthened the capacity of comparatively weak and
smaller organizations under its umbrella. In 2012, the Facility continued to support advocacy initiatives of the CHTWON. One initiative was a dialogue on registration of customary marriage of ethnic groups to resolve marital disputes in the CHT. As a result, the Chakma Circle Chief, the head of the traditional leaders in the CHT, agreed to publish some of the verdicts related to marital disputes handled by his office, as a guide that could be followed by other traditional leaders.
Women Peacemakers in the CHT Twenty-four women peacemakers trained by the Facility in recent years have been playing a crucial role as local activists. Furthermore, the Facility has placed a significant number of women volunteers into a range of key CHT institutions. Many volunteers have moved onto mainstream employment, a step that may not have been possible otherwise.
Women Peacemakers Building Confidence in CHT On the morning of 22 September 2012, unexpected and painful communal conflict erupted in Rangamati town of CHT. Vested interest groups attempted spread rumours of ethnic divides, resulting in panic and fear among residents. Shahnaz Begum, a Bengali woman, has been living in Rangamati town since her ancestors settled in CHT. She is an eye witness to the many ups and downs of the region. She is well-known in her neighbourhood and maintains very warm and friendly relationships with community members across ethnicities. Shahnaz is one of the women peacemakers trained by the CHTDF. When violence broke out in pockets across the town, and tensions between both ethnic and Bengali communities were high, Shahnaz tried to lessen the extent of violence by protecting citizens and property, and she strongly took control of the adjacent areas of her neighborhood. Using her training, she communicated quickly over the phone with influential persons of both Bengali and indigenous communities of her neighbourhood and law enforcers. She motivated and mobilized male youths in her locality as peace supporters and boldly requested them not to engage in destructive or harmful activity. She led a strong and organized team to protect citizens, particularly ethnic minorities, from miscreants. She also provided shelter and food to ethnic women and elderly neighbours at her residence. Shahnaz is one of the 24 women peacemakers trained by the Facility. Like Shahnaz, many of the peacemakers are actively promoting social cohesion and conflict
Mrs. Shahnaz Begum, one of the 24 women peacemakers trained by the CHTDF.
transformation in their communities. CHTDF recognizes that building confidence among the peoples living in the CHT is one of the most important ways to promote and sustain peace in the CHT. After the incident, the Facility followed up with a review of security situations and subsequent formulation of a local confidence-building strategy to accelerate peace initiatives in the CHT.
23
A doctor of a CHTDF-supported mobile medical team providing health services to villagers at one of the satellite clinics in the CHT.
2.4
Health The CHTDF aims to increase people’s access to quality health care in the CHT and support the Government in its efforts to develop and implement a health plan suitable for the CHT. In 2012, continuing its efforts from the previous year, the Facility supported strengthening of the Hill District Councils to deliver health services to CHT peoples. The support has enabled coverage of 500,000 CHT people across 15 upazilas of the CHT with focus on women and marginalized and remote communities. With the Facility’s support, Hill District Councils managed the operation and a network of 886 women Community Health Service Workers (CHSWs), and 16 mobile medical teams to serve 78 weekly satellite clinics. The support also ensured the functioning of an effective referral system at upazilas health complexes and district hospitals for referred patients from the remotest communities in the CHT.
Being a Community Health Service Worker The women Community Health Service Workers (375 in Rangamati, 268 in Khagrachari, 243 in Bandarban) supported by the CHTDF provide
24
CHTDF Annual Report 2012
primary healthcare services to people in remote villages. The workers were recruited from their respective villages to serve their own community people. To ensure quality of services, the CHTDF provided refresher training to 255 Community Health Service Workers. The opportunities to work as service workers have helped to empower many village women. Ms. Arema Marma was elected to serve the local government body of Union Parishad following her experience as a Community Health Service Worker. Arema states that her experiences as a health worker have helped to gain the trust of communities to serve as a Union Parishad member.
16 Mobile Medical Teams serving 78 Satellite Clinics The 16 mobile medical teams supported by the CHTDF provide medical services at 78 satellite clinics, which are open on a weekly basis. Each mobile team comprises one medical doctor,
Proportion of malaria patients cases treated among the total treated patient cases annually (2006-2012) 600,000
14% 12%
500,000
10%
400,000
8%
Total number of cases treated
300,000 6% 200,000
4%
100,000 -
Malaria cases treated as a percentage of total cases treated
2%
2006
2007
2008
2009
2010
2011
2012
Year
Total cases treated
Malaria cases treated
Percentage of total
2006
42,389
5,460
12.8
2007
136,028
16,648
12.2
2008
205,472
15,105
7.4
2009
356,938
13,629
3.8
2010
494,642
15,494
3.1
2011
527,058
11,192
2.1
2012
454,951
7,311
1.6
one pharmacist, one laboratory technician, one midwifery nurse, and one health promoter to provide a full range of health services, including treatments for acute respiratory tract infections, diarrhoea, malaria, and ante and post natal care. The medical teams also conduct health education sessions at the clinics. In 2012, a total of 454,951 patient cases were treated, including approximately 259,000 women. A total of 7,311 malaria, 18,100 water-borne and 22,890 respiratory disease cases were treated. In addition, 31,317 ante-natal care services were provided, and 148,788 children under 5 years of age were treated by both Community Health Service Workers and Satellite Clinics. As a result of CHTDF support, the incidence of malaria death has steadily decreased. The number of diagnosed malaria cases decreased from 12.8 percent in 2006 to 1.6 percent in 2012. CHTDF support also ensured the establishment of a standardized health management information
system at the Hill District Councils. As a result, the data collected on malaria, acute respiratory tract infections, diarrhoea, and other diseases are fed into the national database, contributing to the process of national data collection and analysis. Most maternal deaths in the CHT are attributable to delayed decision-making by the concerned families on maternal care. With an objective to reduce maternal mortality in the CHT, in 2012, the Facility supported the training of 35 Community Health Service Workers to help them become Community Skilled Birth Attendants. This was in addition to a first batch of 18 Community Skilled Birth Attendants trained by the CHTDF in 2011. In 2012, a total of 51 Community Skilled Birth Attendants were operational and performed over 514 safe deliveries in three districts of the CHT. This is a significant achievement in a region where such services were previously limited or nearly nonexistent.
25
CHTDF-supported Mobile Medical Team traveling after a heavy downpour to reach a remote community in Bandarban district.
CHT Health Referral system The Facility also continued supporting an effective referral system. In 2012, a total of 524 emergency patients, most of whom were from remote villages, were referred to and received treatments in the upazila health complexes or district hospitals. The majority of the emergency referral cases were maternal cases, and delivery-related complications. To serve the emergency referral cases, three speedboat ambulances were stationed at various points of Kaptai Lake. Eighty-one patients living in remote areas with no access to road networks were provided with this emergency service. The CHTDF also extended support to the Hill District Councils to manage emergency obstetric care services in the three districts. These services are saving the lives of hundreds of mothers and newborns, free of cost in remote localities. A total of 92 patient cases were served under the same services, and 110 caesarean sections were conducted in the three hill districts.
Raising Health Awareness Health awareness sessions provided by Community Health Service Workers and health promoters at the satellite clinics also helped to change health-seeking behaviour of the community people in the CHT. A number of patients
26
CHTDF Annual Report 2012
increased from 42,389 in 2006 to 454,951 in 2012. The attendance of women at clinics for ante and post-natal care also increased. A total of 56,375 health education sessions were held by the Community Service Health Workers and health promoters of Satellite Clinics. More than 276,000 community people gained knowledge on acute respiratory tract infections, diarrhoea, malaria, ante and post natal care services, immunization, and sanitation and hygiene practices.
Health provision by numbers 255 Community Health Service Workers provided with refresher training 454,951 patients treated 259,000 female patients treated 524 emergency patients referred to upazila health complexes or district hospitals 92 patients received emergency obstetric care 110 caesarean sections conducted 56,375 health education sessions conducted
Safe deliveries conducted by CSBA in CHT (June 2010 to end 2012)
693 total safe deliveries 179 June 2010 to December 2011
514 2012
Community worker, promoting maternal health “We are very fortunate to receive help from the Mobile Team in our critical time of need,” says Jagadindra Chakma, husband of Shantana Chakma. The couple is from a poor Chakma community in Latiban Chara village under Panchari upazilas in the Khagrachari district . As this was her first baby, Shantana knew she needed to prepare herself for the newborn. However, her husband and other family members were concerned about the additional expenses of prenatal care. Her in-law believed that the local traditional birth attendant was adequate enough to manage a home birthing. Her mother-in-law advised her not to eat much, believing that this could increase the weight of the baby, and that normal delivery would then not be possible. Her husband supported this belief. Shantana gradually became weaker as her pregnancy progressed. Sujata Chakma, a Community Health Service Worker, supported by the Facility, advised Shantana, her patient, to seek ante natal care from the nearby Satellite Clinic, where a medical doctor, a nurse, and a laboratory technician are available on a weekly basis. Sujata also explained to Shantana’s family the need for regular check-ups during pregnancy and the available facilities at the Satellite Clinic. But still, Shantana’s husband and family members did not allow Shantana to visit the Satellite Clinic. Shantana went into labour during the night, and the local traditional birth attendant struggled to safely deliver the baby. Shantana’s condition gradually became critical. The next morning, the family called Sujata. Sujata then immediately contacted a mobile Medical Team for an emergency referral service at the medical center in Khagrachari district town. However, Shantana’s family members remained reluctant to use the referral service, though the Mobile Team assured them that all expenses will be borne from the referral budget. After getting this assurance, Shantana was finally taken to the Medical Center, where the attending physician and nurses safely delivered a healthy 2.7-kilogramme baby boy.
Ms. Shantana Chakma with her healthy baby boy a year later. Ms. Shantana was assisted by the network of a Community Service Health Worker, mobile medical team, and referral system established by the CHTDF in her area, during a very difficult delivery.
Shantana’s case is not uncommon in the CHT. In such remote villages, 886 Community Services Health Workers work everyday to improve the maternal health of pregnant women and to transform the health-seeking behaviour of their communities. The work is not easy, but it surely contributes to saving the lives of women and children, and making a difference in the CHT. 27
Key Achievements & Outputs
2.5
Education The CHTDF aims to establish and promote access to quality primary education in the CHT through strengthening the capacity of the Hill District Councils, the CHT institutions entrusted with this mandate. The CHTDF strategies include lobbying for policy change, strengthening community based schools and linking them to government systems, and improving community involvement in school management.
In 2012, the CHTDF continued supporting the Hill District Councils to manage 300 pre-primary and primary schools in 12 upazilas of the CHT. The Hill District Councils now manage recruitment, remuneration, training and supervision of teachers, and the provision of grants to school management committees. The school management committees ensure that the grants are utilized for renovation and construction of school buildings and classrooms, and the implementation of school development plans.
Advocating Education in CHT Among CHTDF’s upstream policy interventions, a series of high-level meetings of key stakeholders was organised to find solutions to educational issues in the CHT. The stakeholders included the Ministry of Primary and Mass Education, Hill District Councils, MoCHTA, and other development partners. Consequently, progress has now been seen on the nationalization process of the 300 CHTDF-supported community schools. With greater understanding and commitment, joint initiatives were carried out among the MoCHTA, Hill District Councils and the government line departments to ensure the materialization of nationalization for the CHTDF-supported community schools. The advocacy efforts are expected to lead to an integration of the CHTDFsupported schools into the national support programme for primary schooling in Bangladesh. The CHTDF is also helping the Hill District Councils,
28
CHTDF Annual Report 2012
through the formation of a committee, to develop districtspecific education strategies as a first step toward identifying resource needs. A committee has been formed in each of the three District Councils, and a common understanding has been built amongst the stakeholders.
Strengthening Systems The CHTDF carried out a range of downstream interventions to strengthen education systems. In 2012, the Facility provided 5,020 School Management Committees members from the 300 supported schools with refresher training in their roles and responsibilities. Three hundred Mothers Groups, which the Facility helped to activate in previous years, are now proactively working in all target schools. These training and mobilization efforts have resulted in keeping key members of Management Committees and Mothers Groups engaged in important school activities, such as renovation of facilities, monitoring of attendance of both teachers and students, ensuring availability of water at school, and promotion of school nationalization process. The CHTDF witnessed behavioural changes of these groups in 2012. Forty-seven Management Committees and Mothers Groups were empowered to initiate incomegenerating activities and school-saving practices for school development. For example, Management Committees used grants for gardening and fishing activities and utilized the returns for school development. Some schools have even moved a step further to develop their own School
Pre-primary school children learning how to sing in their mother language. CHTDF supported the development of pre-primary multi-language mothertongue education materials for 11 ethnic communities in the CHT.
Sustainability Plan, outside of CHTDF’s initial support. The sustainability plans focuses on strategic utilization of returns generated from annual grants. The Facility also supported development and introduction of Management Information System in the Hill District Councils to ensure effective data collection. As a result, accurate demographic and ethnic data with gender disaggregation has been made available and updated annually at the respective Hill District Councils. More regular school monitoring visits were carried out by the key local education line department officials. A total of 150 visits were conducted in 2012, compared with 95 in 2009, resulting in a 37-percent increase in monitoring activities. All these activities have contributed to enhancing the education system in the CHT, and the latest indicator shows the average class attendance of school teachers in the supported schools reached 91.2 percent.
Increasing Access The Facility continued to increase access to primary education through the availability of trained and qualified teachers from localities, and improvement of school infrastructure. The periodic data collection done by the Facility indicates that the net student enrolment reached around 90 percent in 2012. Total school enrolment reached 19,088 in the 300 CHTDF-supported schools in the under-served areas. Of the total, 47.2 percent of the students are girls. Moreover,
the overall average attendance of students in the target supported schools is 82 percent, which is 11.7 percent more than the national rate, as of 2009 . In terms of infrastructure work, 105 school buildings were renovated or extended. Eighty percent of the target schools now have clean toilets, and 100 percent have safe drinking water, providing an enabling environment for learning for school children. The Facility also utilized an inter-agency partnership to promote better access to education. The World Food Programme partnered with the CHTDF for a school feeding program in 12 pilot schools of the CHT, covering 800 school children.
After formation of Mothers Group, we started organizing meetings, monthly and bimonthly. We discuss how we can ensure that our children continue schooling. If anyone does not send their children, then we go to their house and talk with them about the importance of education. Previously, the attendance rate was very low, but it has now increased to almost 100% because of our continuous efforts. - Chairperson of Mothers Group, Ms. Rahima Begum, Taindong Union of Matiranga Upazila, Kagrachari district
29
Village children learning in a pre-school using a curriculum developed by the Hill District Council with the support of CHTDF.
Improving Quality of Education The Facility has strengthened the quality of education. The passing rate of the Primary School Certificate Examination reached 96 percent in the target schools, with 52 percent of the passing students being girls. Training for teachers, implementation of the multi-language mother-tongue education, and of child-centered methodology, which focuses on needs of children are contributing factors to this achievement. Refresher training was provided on a bi-monthly basis for 1,454 local teachers, including 422 females. A total of 121 newly recruited teachers received training in basic pedagogical skills. Teacher selection from their own communities has contributed to better retention of teachers, providing solution to absenteeism. Child-centered methodology is one of the focuses of the National Primary Education Development Programme to increase quality of education. In 2012, about 600 local teachers were trained in child-friendly, teaching-learning methods by the Facility, helping to ensure student retention. During the same year, 65 percent of the target schools, or 132 CHTDF-supported multi-language mother tongue education schools, practiced childcentered methodology.
30
CHTDF Annual Report 2012
Enabling to learn in mother language Development of pre-primary multi-language mother-tongue education materials for an additional 4 languages was completed, resulting in the availability of supplementary materials for all 11 ethnic communities in the CHT. Consequently, children have been able to increase learning abilities in their mother tongue as agreed in the CHT Peace Accord, providing optimum space for early childhood development. Student absenteeism is at the lowest levels ever, with the attendance rate marking around ninety percent in the target 132 pre-primary schools with mother language support.
Education provision by numbers Reached 96% passing rate of Primary School Certificate Examination in CHTDF supported schools (52% being girls) Reached 90% student enrollment in CHTDF supported schools Reached 82% attendance in CHTDF supported schools 37% increase in school monitoring activities by local education line department officials from 1999 to 2012
District-wise students in the CHTDF supported schools by gender District
Number of pre-school students
Number of primary school students
All
Boys
Girls
Total
Boys
Girls
Total
Boys
Girls
Total
840
738
1,578
1,862
1,603
3,465
2,702
2,341
5,043
Khagrachhari 574
542
1,116
3,815
3,667
7,482
4,389
4,209
8,598
Rangamati
627
548
1,175
2,354
1,918
4,272
2,981
2,466
5,447
Total
2,041
1,828
3,869
8,031
7,188
15,219
10,072
9,016
19,088
As percent
52.8
47.2
100
52.8
47.2
100
52.8
47.2
100
Bandarban
Empowering school for nationalization Menkouh-Menko village, inhabited by ethnic Mro people, is located in an extremely remote hilly area 22 kilometres away from Alikodom upazila town of Bandarban district in the CHT. The Facility supported this community with the establishment of a community school. It is one of the 300 CHTDF-supported schools that are striving for the nationalization process so that the school can be considered and integrated by the Government as part of the national programme. However, the nationalization of a community–run school is not easy, especially for remotely located community schools in the CHT. One of the criteria to be considered by the Government as a primary school is to have an enrollment of at least 50 children. This criteria has inadvertently excluded these Mro communities of 35 households all together from the nationalization process. The Facility encouraged and continued providing support to the School Management Committee and Mothers’ Group. Encouraged by the support, as well as the impact that the communities are seeing on children, the chairperson of the School Management Committee, Rangroi Mro, and the General Secretary Menak Mro, proposed the establishment of a school hostel in the village to provide children from other communities in the same catchment area with access to education. The idea was immediately accepted by the rest of the Committee members and Mothers’ Group. The School Management Committee voluntarily made their financial and in-kind contributions to build the hostel. It also purchased a solar panel for the hostel so that students
Primary school children doing their homework in hostel after school hours.
would be able to study at night. For this, the contribution came from the rest of the community members. The Management Committee also brought the communities together to form a management committee to look after the hostel. Parents are now contributing BDT 300 with 12 to 13 kilograms of rice per month to maintain the operation of the hostel. Today, 68 students are enrolled in the community school. A total of 25 students from more than 5 villages in the same catchment area now stay at the hostel and have been able to receive primary education for the first time. The work of the School Management Committee and Mother Groups continues as they have a dream to get their school nationalized one day.
31
Key Achievements & Outputs
2.6
Agriculture, Community Empowerment & Economic Development The CHTDF aims to improve and diversify livelihoods of all CHT peoples through agriculture, value addition, marketing, alternative income-generation activities, as well as community empowerment interventions. The CHTDF has integrated gender and youth mainstreaming approaches to these interventions, specifically to promote the socio-economic participation of women, youth, and other marginalized groups. Supporting small-scale marginalized farmers In 2012, the Facility continued to support small-scale farmers. Through the 690 Farmer Field Schools established by the Facility, 14,817 marginalized farmers have received training and now practice better farming methods and techniques in agricultural, fisheries, livestock, and poultry sectors. With CHTDF support, 26,469 community people received training from government line departments in technical subjects, such as livestock rearing, fish culture, and crop production. Throughout the Farmer Field School interventions, the Facility utilized the findings and feedbacks received from the ‘Farmer Field School Learning Sharing’ workshops to ensure that the quality of the Farmer Field School interventions are maintained and enhanced and also adapted to the needs of CHT communities. According to an impact assessment conducted in 2012, the annual income of the supported agriculture farm households increased by 63 percent from the 2008 baseline. Household level food deficits decreased from 2.7 months in 2008 to 1.2 months in 2012. Services received from the government extension departments by the target farmers increased to 444 times in
32
CHTDF Annual Report 2012
2012 from 219 in 2008, indicating strong linkages established between farmers and extension departments through the CHTDF interventions. A total of 11 Farmer Field Days organized by the Facility enabled 2,326 farmers, including from those communities without Farmer Field Schools, to gather knowledge on new agricultural technologies, manure, vegetable pit, and integrated pest management. Eighty-nine youth Community Livestock Workers supported by the CHTDF in 2011 continue to play an important role in filling existing gaps of livestock service provision. Livestock farmers in the target communities have gained easy access to required service, while these youths now have an opportunity to supplement their income through this service provision. Furthermore, the Facility directly supported livestock farmers through a total of 133 vaccination and de-worming campaigns organized at the community level. As a result, 43,679 animals have been vaccinated and de-wormed, contributing to a decrease in the livestock mortality rate, and better linkages have been forged between community people and service providers.
Compost used for Sustainable Farming For the majority of the people living in CHT, livelihoods hinge on agriculture. For Bacchu Chakma, a resident in the Boidya Para, Khagrachari, his family income is solely dependent on vegetable cultivation. With low production, there are times when his vegetable crops were barely enough to put food on the table. However, after joining the Farmer Field School (FFS) in July 2011, Bacchu received training in compost preparation, hand pollination, pit preparation, and balanced fertilizer application through the FFS sessions and learned about the importance of using compost. The training provided a turnaround not only for his family, but also for his community. The multiplier impact has been felt gradually throughout his community. To date, Bacchu has shared his knowledge and provided assistance to 11 farmers to produce compost. Bacchu believes that this is a revolution in farming practices of his village. While the production cost has decreased, with the usage of compost, the soil quality of their land has improved considerably, making their livelihoods sustainable. “The population is increasing, while our land is decreasing, and we have to cultivate vegetables and crops every year. If we are not able to maintain soil quality, it would be difficult for us in future. If we use compost, this will help us to increase our production, and the soil will remain in good
Empowering Communities The Facility recognizes the importance of empowering communities so that they can take collective actions to manage their own development affairs and seek services from both private and public sectors. To this end, the Facility continued to support 3,257 Para Development Committees and 1,685 Para Nari Development Groups. The CHTDF forged strong partnerships with 13 local NGOs in 20 upazilas for providing technical assistance to 3,257 communities in implementing development activities. The partnerships have not only addressed filing existing gaps in the capacity of the target communities, but also provided the communities and NGOs with the opportunities to work together for sustainable engagements in the CHT. The Annual Survey conducted by the Facility in 2012 shows good indications of progress. A total cumulative collective savings made by the communities in all 3 districts reached over US$715,221, a 17.23 percent increase from 2011. In addition, 86 percent of the target communities have also increased their capacity to deal with financial institutions independently, to which they previously had very limited access.
Mr. Bacchu Chakma actively using self-made compost for his pumpkin garden after successful completion of the compost making session in the CHTDF-supported Farmer Field School.
condition,� says Bacchu. Compost has since gained popularity among the FFSsupported households. Of 21 FFS-supported households, 15 currently produce compost for use in their farmland. In 2012, a total of 1,815 farmers like Bacchu have successfully completed FFS training.
About 84 percent of the target 3,257 communities have increased their capacities to plan, implement, and monitor their own development activities more systematically. Now, 92 percent have project management rules, and 85 percent have developed fund management rules to manage their funds efficiently.
68,852
annual income (in taka) of the supported agriculture farm households in 2008
63% increase
112,067
annual income (in taka) of the supported agriculture farm households in 2012
33
Key Achievements & Outputs
Regular Committee meetings helped in bringing positive changes in the communities, including development and maintenance of organizational documents, records, and collection of monthly savings from members. Social cohesion amongst communities was also strengthened, enabling individual voices to be heard in these meetings. Cumulatively, 11,588 community people, including women, were trained on financial management and basic bookkeeping. The training was also provided for 22,778 community people (12,992 males and 9,786 females) on community-based monitoring and evaluation, enabling them to monitor their own development projects. Furthermore, the target communities were supported to revise their respective community development plans. In 2012, a total of 73 percent of 3,257 communities reviewed and revised their previous plan and chalked out key initiatives and activities required for the year to address outstanding development issues in their communities. With the support of the CHTDF, the Para Development Committees and Para Nari Development Groups implemented small-scale development projects in their communities. These included cow rearing, farming, and fish culture activities. As a result, 616 communities re-invested
their cash returns for carrying out additional projects. A total of 358 communities shared profits among the members, benefitting 6,425 households. These committees also increased their capacity to manage rice banks within their communities. A total of 29,093 households were able to borrow 3,365,000 kilogrammes of rice from the rice banks established with the support of the CHTDF in a prior period to meet food shortages, revealing increased management capacity of the committees to handle both demand and supply sides of rice in the communities.
Before the Rice Bank was built, we had to borrow rice from Mahajan/Landlord with high interest. But now, we can borrow rice from our own rice bank, with very low interest. In the last lean season, we could mitigate our food crisis, and this will continue so in future. - Rita Chakma, Vice Chairperson of Vitar Tarabunia Para Development Committee, Kobakhali union of Dighinala upazila, Khagrachari
2.7 months
1.2 months
duration of annual household food deficits in 2008
duration of annual household food deficits in 2012
Year-wise savings mobilized by CHT communities (in USD)
34
$489,084
$610,061
$715,221
up to 2010
up to 2011
up to 2012
CHTDF Annual Report 2012
Woman from a Weaver Group weaving a waist loom. CHTDF supports a total of 16 women Weaver Groups in developing marketing skills. 91% of them were successful in establishing market linkages with buyers in 2012.
Diversifying economic options The Facility focuses on roles that both individual and collective producers could play in local economic development in carrying out a wide range of functions, from production and (collective) marketing, to service delivery, to advocating for improved service delivery, and policies changes by the government. To this end, the Facility has been supporting the capacity-strengthening of individual and collective producers in the areas of production, value addition, and marketing of local CHT products. Under its value chain development initiatives, the Facility supported the formation of 48 banana producer groups in the selected upazilas to build their capacity on quality banana production and to increase their access to markets. The Local Economic Development Forum formed in Bandarban district among the members of local government, business leaders, producer representatives, and other relevant stakeholders are contributing to addressing the existing marketing constraints on banana production and the value chain. The Facility continues to support 16 women weaver groups through the provision of training to enhance their marketing skills. For example, 75 women weaver group members were trained on chemical dyeing processes and new techniques in 2012. As a result of this continued
support, about 77 percent of the weaver group members diversified their product range to attract more buyers, and 91 percent of the 16 weaver groups established market linkages with buyers. Furthermore, 110 youths were provided with training in alternative income-generation options. These included motor car driving, small shops, tailoring, and beautification. Training on agro-products and processing and preservation was organized for 440 Para Development Committee members. As a result, 30 percent of them have been able to engage in their areas of work as employees or entrepreneurs. Linkage-building workshops organized by the Facility brought 853 participants together to increase both financial and marketing linkages among agro product producers, buyers, and representatives from financial service providers.
The intangible factors such as linkages with the government and private sector service providers, awareness raised from trainings, external exposure and advocacy initiatives [‌] should be considered among the most valuable outcomes of the CHTDF’s interventions. - Independent study team of CHTDF review 2012
35
Mr. Mizanur Rahman from Khagrachari, engaging in honey production after successful completion of the training on honey bee keeping.
Honey Bee Keeping: Diversified Income Options in CHT Income diversification remains an important facet in supplementing the agriculture-dominant livelihoods of CHT communities. For Noakhali Tila village in Khagrachhari, honey beekeeping has provided a boost to their Para Development Committee members in diversifying their family income. Mizanur Rahman, from Khagrachhari is one of the Para Development Committee members who received training on honey beekeeping. He began with one bee box as part of the training input and has gradually expanded his production with nine bee boxes, harvesting 15 kilogrammes of honey. Mizanur has since gained a solid reputation as a quality honey producer in his locality, where his has fetched higher prices compared to other local producers. Proceeds from honey production alone have added an additional 12,600 taka to his income. This, alongside his small paddy field and livestock rearing, has tremendously eased the financial burden of his family. Mizanur’s enthusiasm in honey beekeeping has caught on among the community as well. He frequently shares
his technical knowledge with other honey producers in his community, including better management of bees and catching a prized queen bee. With his tenacity, Mizanur hopes to expand his enterprise. Five other households within his locality have also started their own bee keeping enterprise taking Mizanur’s lead and technical advice. Since its introduction in 2009, 899 Para Development Committee members across the CHT have participated in and successfully completed the course on honey beekeeping. Visible results among the beneficiaries is a source of inspiration for others.
I have gathered a lot of practical knowledge about keeping bees and other technical matters from the training. Now I use those learning practically and earn more money through honey production. - Mizanur Rahman
36
CHTDF Annual Report 2012
Ms. Monika [left] and Ms. Diana Chakma [right] carrying their jam, jelly, and pickle products for sale in local markets. CHTDF piloted “Fruit processing and preservation” initiatives in 2012.
Adding Value: New initiatives on Jam, Jelly & Sauce production There is abundant production of fruits in the village of Sapchari in Rangamati Sadar. The fruits include bananas, jackfruit, pineapples, mangoes, watermelons, pomelos, tamarinds, lychees, guavas, wood apples, and papayas. However, due to a lack of a processing and preservation facility, huge fruit wastages occur every year. To address this wastage problem, some Para Development Committee members in the village started a business after completing training in “Fruit Processing and Preservation” provided by the Facility. The training aimed primarily to enable community producers and entrepreneurs to process and preserve fruits to minimize loss and wastage, while introducing diversification of income sources. Monika Chakma is a committed member of the Para Development Committee in her village. She participated in the training and set a vision to implement her learning immediately after the training. She shared her training experience and idea on commercial production of jam, jelly and pickle in the monthly Committee meetings. Based on her enthusiasm, other members also lent their support.
Supported by the Committee, Monika communicated with Diana Chakma, a neighbouring Committee member to jointly start the production of jelly and jam as part of a small business. Monika and Diana received necessary family support for the initiative. After their first attempt, they earned 5,360 taka from producing apple sauce, eggplant sauce, and guava jelly. They presented their product at a Union Facilitation Committee meeting of Sapchari, Rangamati. While they could not initially make a profit, they continued production, and, after eventually getting support and inspiration from a local NGO member, they were able to sell their product to nearby communities and in Rangamati Sadar. The quality of their products was appreciated by local buyers. Encouraged, the two entrepreneurs sought financial support of 10,000 taka from the Para Development Committees, which was subsequently approved and received. As a result, they have been able to expand their business and meet demand for more production. Recently, Monika was successful in receiving the best award in the Agro Product Fair organized in Rangamati Sadar upazilas.
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Key Achievements & Outputs
2.7
Knowledge Management The objective of knowledge management is to raise awareness and build knowledge of the CHT issues and CHTDF interventions. Knowledge management is considered particularly important in promoting confidence and understanding of key CHT issues among various stakeholders to support the Peace Accord implementation.
Information on CHTDF and CHT Development Information related to CHTDF and CHT development has been uploaded in the CHTDF website and shared with other stakeholders. Such information includes CHTDF news, events, project activities, and development issues related to the CHT, case studies, job opportunities, photo gallery, and relevant web links. The website highlighted key updates of the CHTDF projects, local government institutions, and of donor activities in the CHT.
Visibility of CHT Increased through development of promotional items and knowledge products The visibility of CHT culture in wider society was increased through the production and dissemination of promotional items including banners, festoons, posters, leaflets, booklets on cultural diversity, press releases, brochures, e-publications, website, video documentaries, and other promotional items. Annual Report 2011 was also produced reflecting key project activities and achievements. This was widely distributed to key stakeholders in Dhaka and in the CHT including local government representatives, and partner NGOs. In 2012, CHTDF produced and disseminated 2,000 annual diaries, 6,200 wall calendars, and 2,200 desk calendars, showcasing key project activities on the theme of women’s socio-economic empowerment in the CHT.
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CHTDF Annual Report 2012
CHT Development News The CHTDF Newsletters were produced bi-monthly with a total of 1,000 copies per issuance in both Bangla and English and have been widely disseminated electronically as well to ensure outreach to wider networks both inside and outside of Bangladesh. The newsletter contains featured stories on project achievements, activities on partner NGOs and donor missions in the CHT, as well as CHT development issues. For example, celebration of the International Women’s Day, International Mother Language Day, and International Day of Indigenous Peoples were highlighted. The newsletters helped raise awareness of development interventions in the CHT, roles and functions of the CHT institutions, and cultural diversity of CHT communities. These knowledge management products not only created an open channel of communications among existing stakeholders, but also provided entry points to new stakeholders in understanding and taking part of the CHTDF interventions.
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3.1
CHTDF Management Delivering resources In 2012, the CHTDF delivered a total of USD 12,091,679. The CHTDF focused on strengthening the capacity of CHT institutions, such as the Hill District Councils, Regional Council, and traditional CHT indigenous leaders to ensure that they deliver necessary services as mandated by the Peace Accord. Of the total delivery of USD 12,091,679, USD 3,847,249 was delivered by these CHT institutions through our capacity development and service delivery interventions. Many small-scale assistances were delivered directly to the CHT communities to improve and diversify livelihoods through agriculture, value addition, marketing, and alternative income-generation activities, as well as community empowerment interventions. In 2012, the CHTDF worked with eight CHT institutions: the Ministry of Chittagong Hill Tract Affairs; Regional Council; three Hill District Councils; and three Circles Offices (Chakma, Bohmong, and Mong Circles).
How resources were spent in 2012 Delivery for 2012 (US$)
Component Policy Advocacy & Confidence Building Initiatives
272,055
Capacity Development Initiatives
1,230,370
Gender empowerment Initiatives
20,436
Health Strengthening Initiatives
2,401,634
Education Strengthening Initiatives
2,218,461
Agriculture, Community Empowerment & Economic Development Initiatives
3,495,209
Knowledge Management Implementations (Operations) Total delivery
50,635 2,402,878 12,091,679
Donor commitment 2003 to 2012 (percent of total CHTDF-managed projects): $160.5 million in total To be mobilized $29.41 million 18 percent
UNDP $14.27 million 9 percent
CIDA $13.92 million 9 percent Danida $3.71 million 2 percent Other cost-sharing $6.71 million 4 percent 40
CHTDF Annual Report 2012
EU $92.48 million 58 percent
CHTDF worked closely with UN Agencies such as ILO, WFP, and FAO to maximize synergies and tap necessary expertise in respective components. For example, under the Policy Advocacy and Confidence building component, the Facility partnered with the ILO to advocate and promote the rights of indigenous peoples in Bangladesh. Under the education component, the CHTDF engaged with the WFP to implement a pilot School Feeding Programme for 800 children in the CHT. Under the agriculture, economic development and community empowerment component, the Facility worked with the FAO to develop an agriculture strategy for the CHT region. In 2012, the CHTDF strengthened partnerships with donors. The main contributing donor continues to be the European Union followed by CIDA, and DANIDA. As of 2012, the CHTDF has been successful in mobilizing total financial resources of USD 131million out of a total approved budget of 160.50 million.
Managing CHTDF In terms of the management arrangement, UNDP through the CHTDF is directly responsible for managing the interventions under the Direct Execution Modality. The Secretary of MoCHTA acts as the national counterpart to the Director of the CHTDF. The Director of CHTDF and the Secretary of MoCHTA meet on a regular basis to discuss issues relevant to implementation. The activities are managed by the CHTDF through its offices in Dhaka and Rangamati with two suboffices in Bandarban and Khagrachhari. The main tasks for the Dhaka office lie with the long term strategy, program and policy development, donor relations, implementation oversight, and liaison with the UNDP Country Office management. The Rangamati office is fully responsible for the field implementation, which includes operational activities such as financial administration, human resources, logistics, coordination, procurement and disbursements.
National Steering Committees The CHTDF is guided by the National Steering Committee which is chaired by the Minister/ State Minister /Deputy Minister of the Ministry of Chittagong Hill Tracts Affairs, and comprising other relevant ministries, CHT institutions, and donors. It meets at least once a year to provide overall policy guidance and advice to the CHTDF. In order to ensure UNDP’s accountability, the National Steering Committee also takes decisions that ensure management for development results, best value for money, fairness, integrity and transparency.
Furthermore, it plays a critical role in UNDP commissioned project reviews and evaluations assuring the quality of evaluation process and products. In 2012, an independent review of the CHTDF was carried out as recommended by the National Steering Committee. The objective of the review was to assess the progress against the Revised Technical Assistance Project Proposal (RTPP), an official CHTDF document approved by the government, and to provide the National Steering Committee with information required to make a decision on an extension of the Facility. The review highlighted key achievements made by the CHTDF with recommendations for extension. Subsequently, a 2 year no-cost extension of the CHTDF was granted by the National Steering Committee and the timeframe of the Facility has been extended up to September 2015.
Technical Advisory Committees The Technical Advisory Committees (TACs) are constituted in order to provide technical assistance to the National Steering Committee and to make recommendations on matters relating to design and delivery of sectoral components. TACs have been established for Health, Education and Agriculture. These committees are chaired by the Secretary of the Ministry of the Chittagong Hill Tracts Affairs (MoCHTA) and comprise members from national and international organizations having technical expertise in the relevant fields, UN agencies, representatives of Regional Council and HDCs. The Technical Advisory Committee (TAC) for Decentralization/ Local Government Institutions to the National Steering Committee was also constituted with the Joint Secretary (Development), MoCHTA as the Chair, CHTDF representative as the Member-Secretary, and other members from Local Government Division, Planning Commission, Regional Council, Hill District Councils and EU.
Director The Director of the CHTDF has the authority to run the interventions on a day to day basis on behalf of the UNDP and is responsible for the day to day management and decisions making. The Director’s prime responsibility is to ensure that CHTDF produces the results specified in the project document, within the specified time frame and to the required standard of quality. The Director also has delegated authority for the operational aspects of CHTDF viz. administration, finance, human resources and procurement.
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Senior Management Team The Director is supported by the Chiefs of Policies and Confidence Building, Implementation and Operations in the Senior Management Team (SMT). The SMT meets on a monthly basis to review project delivery, monitor the achievement of results, identify project risks and issues and take management decisions as appropriate. It also meets with the middle management (Cluster Leaders and District Managers) once a month to review program operations and discuss delivery issues. The SMT is supported by a Project Management Specialist of the UNDP Result and Resource Management Cluster.
Planning, Monitoring and Reporting To address the need for central planning, monitoring and reporting functions in view of its size and complexity of the CHTDF, a Planning, Monitoring and Reporting (PMR) Unit has been functioning under the direct supervision of the Director. Additionally, there are designated monitoring and reporting focal persons for each of all the components based in the field. They are reporting directly to the relevant Cluster Leader, with a matrix line to the PMR Unit.
IMPLEMENTING PARTNERS UNDP works with a range of different implementing partners including UN and Government agencies (through Letters of Agreement), NGOs and Private Companies (through Service Contract Modalities) and Community Based Organizations (through Memorandum of Understanding and grant modalities). Local governance institutions at Regional, District, upazilas and Union levels, ensure transparency and accountability in decision making. At the regional level, Regional Coordination Committee (RCC), comprising officials from the Regional Council, other CHT institutions, and CHTDF members, are being convened at least once in every four months to provide operational and strategic guidance to the implementation of the CHTDF interventions. At the district level, District Project Facilitation Committee (DPFC) is responsible for the selection of pilot upazilas and for oversight and monitoring of field operations. It comprises officials from Hill District councils, Deputy Commissioner, representatives from the government line departments, UP Chairman Association, Headmen’s Association, Women’s Association, civil society and private sector and 3 representatives of CHTDF. At the upazilas level, the upazilas Advisory Committee (UzAC) convened on a quarterly basis, is responsible for involving all stakeholders in CHTDF activities and for ensuring transparency in the
42
CHTDF Annual Report 2012
selection of intervention locations and beneficiaries, and quality in the provision of technical support for the implementation of CHTDF activities. It consists of: Elected upazilas Chairman as Chairperson, elected Vice Chairman (as Vice Chairperson), upazilas Nirbahi Officer (as Member Secretary), NGO coordinator, representatives of the Headman’s Association, representatives of local entrepreneurs/craftsmen, 1-3 opinion/civil society leaders, representatives of women’s organizations, line departments and CHTDF staff working in the upazilas. The upazilas Support Team comprising technical staff from various Government line departments, and specialist staff from UN agencies and local NGOs, provides technical support to the UzAC. At the Union level, the Union Facilitation Committee (UnFC) convened on a monthly basis, or more frequently as required is responsible for the selection of Para (villages) and for review and approval of small projects submitted by the Para Development Committees (PDCs). It consists of: Union Parishad Chairman (as Chairperson), 2 Community Facilitators, 1 Union Parishad Ward Member, 1 Women Ward Member, 2 representatives of Headmen’s Association, 2 representatives of Para Development Committees (PDCs), 1 local entrepreneur/craftsman, 1 school/college teacher, 1 opinion leader and 1 CHTDF staff member.
Para Development Committee The Para (village) Development Committees (PDCs) are the lowest tier of governance. The PDCs are elected by the respective community people, and consists of 1/3 women, 1/3 vulnerable households in the community (as defined by the community), and 1/3 from the remainder of the community. The PDCs mobilize the community for the design and implementation of community projects and are directly responsible for the management of the community bank account and for the proper utilization of grant and community contributions. The PDCs meet monthly to consult with and involve the wider community people in all aspects of local development activity, facilitating participatory planning, budgeting and monitoring.
Para Nari Development Group (PNDG) The Para (village) Nari (women) Development Group is formed with the women of the Para. One female from each household of the Para is a member of the PNDG and all the members elect 3-4 group leaders who receive training on various aspects from CHTDF. The PNDGs members are also members of the PDC and they meet once a month.
CHTDF Management Structure
Senior Beneficiary (MoCHTA)
Executive (UNDP)
Senior Supplier (UNDP and donors)
Project Assurance Program Officer (report to UNDP CO)
Technical Advisory Committees
Director (reporting to UNDP CO)
Team Leader Planning, Monitoring & Reporting
Technical Specialists
Chief Community Empowerment
Chief Policy
Chief Implementation
Chief Operations
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List of acronyms ANC ARI BDT BHDC CF CHSW CHT CHTDB CHTDF CHTRC CHTWON CIDA CSBA DAE DANIDA DPE EPI EU FFS GoB HDC ILO IT KHDC M&E MDG MG MLE MoCHTA MoPME NGO NSC PDC PEDP PMR PNDG PNGO PTA RC RCC RHDC SBA SC SMC TAC UNDP UnFC UP USD UzAC UzST
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CHTDF Annual Report 2012
Ante Natal Care Acute Respiratory Infection Bangladesh Taka Bandarban Hill District Council Community Facilitator Community Health Services Worker Chittagong Hill Tracts Chittagong Hill Tracts Development Board Chittagong Hill Tracts Development Facility Chittagong Hill Tracts Regional Council Chittagong Hill Tracts Women Organizations Network Canadian International Development Agency Community Based Skill Birth Attendant Department of Agriculture Extension Danish International Development Agency (Government of Denmark) Directorate of Primary Education Expanded Program on Immunization European Union Farmers Field School Government of Bangladesh Hill District Council International Labour Organization Information Technology Khagrachhari Hill District Council Monitoring and Evaluation Millennium Development Goals Mothers Group Mother-tongue based Multi-Lingual Education Ministry of Chittagong Hill Tracts Affairs Ministry of Primary and Mass Education Non-Government Organization National Steering Committee Para (village) Development Committee Primary Education Development Program Planning, Monitoring and Reporting Para (village) Nari (women) Development Group Partner Non-Government Organization Parents Teachers Association Regional Council Regional Coordination Committee Rangamati Hill District Council Skilled Birth Attendant Satellite Clinic School Management Committee Technical Advisory Committee United Nations Development Programme Union Facilitation Committee Union Parishad United States Dollar upazilas Advisory Committee upazilas Support Team
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Dhaka Office IDB Bhaban, 7th Floor Agargaon, Sher-e-Bangla Nagar Dhaka, 1207, Bangladesh Tel: 88-02-9183050, 88-02-8150088 9183069-72 Fax: 88-02-9132656 Rangamati Field Office Rajbari Road Rangamati-4500 Tel: (0351) 61801~5 Bandarban Sub-Office House 149, Ward 5 Don Bosco High School Road Bandarban Sadar, Bandarban-4600 Tel: 0361-62723, 0361- 63003-4 Khagrachari Sub-Office Plot 82, Milanpur Khagrachari Sadar, Khagrachari-4400 Tel: 0371-62167, 0371-62177