21 Improving Women Access To Equality And Justice

Executive Summary of Mid-term Evaluation Report

Project Title: Improving Women’s Access to Equality and Justice The mid term review of the “Improving Women’s Access to Equality and Justice (IWAEJ)” project, which is being implemented by Nagorik Uddyog and supported by Manuasher Jonno Foundation, conducted during December 2006. The review was conducted by an independent consultant with active participation of NU project staff of all levels. The IWAEJ project launched in March 2005 and expected to continue till February 2008 for a period of three years. The work of NU is coherent to the programmatic priorities of Manusher Jonno while the development objective of the project was set to uphold human rights, especially to promote women’s right based on the principle of equality and justice. The purpose or immediate objective of the project was set to improve women’s access to justice by promoting gender sensitive, appropriate mediation procedures at the grass root level through creating sustainable community based institutions in the project areas. The logical framework developed initially was again revisited sometime in 2006 but not properly delineated and internalised with in the different levels across the project implementation team.

The provision of services created by the project fill an important gap in the national system of justice, making access to justice and legal rights more accessible, affordable and accountable for the poor and women. The project facilitates creating community-based sustainable institutions able to advocate for increased access to justice for the poorer women and men and upholding human rights at local level in 45 unions of 4 Upazilas in the districts of Barishal, Rangpur, Tangail and Munshigonj.

Formation Shalish, Women Leaders networks and HRMG committees facilitated by the project, provides access to justice for local people with the avoidance of the expense, delays and bias of formal justice system successfully tested in rural context in our country. Some of the committee members were also provided with basic understanding and knowledge of democratic mediation process including application of laws. The project has facilitated required number of committees but questions remains on quality: But questions remain on the selection process and quality. None of the Shalish members met during evaluation could mention more than fours members name of the same committee. Another interesting issue that came out during the investigation is that only 5 out of 12 members are given opportunity of participating in training and workshops. As a result, others feel left out. Nurturing of the Shalish committees / HRMG groups should be intensified during the rest of project life for their future sustainability.

HRMG groups and women leaders network have the opportunity of interaction and experience sharing as they meet on quarterly basis. However, some of the members met during investigation felt that such meeting should be held on monthly basis. The project also facilitated formation of Upazila forum of such groups -nominating selected members from each union committees /networks which rather appeared to be premature without strengthening basic committees at union and ward level. The project has taken strive on mass awareness building on HR issues through interactive process such as theatre, drama etc implemented in an iterative manner. Therefore the audience has received deeper understanding on the issues coherent to their real life experience.

Critically there is a lack of systematic follow-up to training (or awareness-raising) and so activities tend to be ‘one-off’ with no tracking of participants to enable reinforcement of learning. This is happening, probably, due to the short-term nature of the project. In addition, there is only limited evaluation of the effectiveness of capacity building efforts and awareness raising.

There is a lack of evidence of the effectiveness of these project awareness activities. Whilst there are isolated examples of action being taken as a result of project interventions on awareness, there is no evidence to suggest that the awareness-raising activities has any effect on cases being brought to Shalish or mediation.

The SHALISH agreements reached are mediated and not imposed, the process is locally-based and assisted by local committees with knowledge of local circumstances. As a result there is also more accountability resulting from local societal pressure for compliance.

At the Upazila /district level, NU has its physical presence with an office. While at the union and village level, there is no centre and/or focal point other than the CM to record complains. It is therefore an urgent issue for NU to deal immediately either by circulating poster/leaflets and/or installing signboards showing complain points at important public places at the union level.

The quality of Shalish process depends on the level of participation of Shalish committee or HRMG members, and her/his ability to mediate, and, critically, the ability of women to fully participate and have voices heard. It is therefore recommended that there is a need for more intensive supervision by the community mobilizers. Additional follow-up of mediation cases to establish the impact of mediation

NU follows unbiased and participatory method during identification of most vulnerable women in a ward. Already formed Shalish committee and HRMG members were actively involved in the selection process. Therefore good cohesion exists in the group. But weak advocacy at the UP level and Upazila level to bring the vulnerable women in the eyes of nation building departments. NU can also think to link them with national NGOs having skill development and livelihood security program.

The implementation of newly introduced activities– strengthening arbitration councils, reactivating standing committees (law and order, and violence against women and children) at UP level, has yet to take momentum. The project requires putting special attention in implementing those activities maintaining quality, quantity and timeless.

In managing the project, NU maintains a culture of transparency and free flow information across its different projects. For instance, quarterly review meeting with key field staff of all projects is organized at Dhaka level. This provides an opportunity for cross learning, monitoring and decision making in a participatory way.

Despite of unusual turnover rate at the management level, NU has a set of committed staff in this project but again they lack professional exposure. The current project manager is the second one, who joined early this year. Another key position, Programme Officer, Field Operation is lying vacant for quite sometime. The project has experienced similar turn over situation for other key management positions including M&E and Upazila manager positions. This has a bearing on the project implementation and achieving its anticipated results.

NU could not galvanise strength fully of TA received during the project period. For instance, receiving technical input on M&E in September 2006, the project has not yet streamlined its monitoring system. On the other hand, NU seemingly, does not have any plan for capacity building of its field implementation team in this project. These field level staff members have had very limited exposure to similar organizations and similar kinds of work. Therefore, learning by doing remains as main source of professional development. NU can, at least, organise exposure visit for its field staff to similar kind organizations such as ASK, MLAA so that they can update their knowledge and relate work methodology in their own context.

The project through creation of community based institutions for mediation of local disputes and enhancing leadership capacities in the various women’s groups at the union level or greater forums at Upazila level is definitely a step that would make a positive impact towards making the governance more responsive towards their respective constituencies.

The project has started awakening the rural poor, especially women in comprehending their rights. Increasing trend observed in successful local mediation -Shalish. Although far below the target as had anticipated at the beginning of the project. Exposure to human rights education, sense of belongings to a marginalized group and feelings of sharing a common fate particularly the vulnerable group concept has started to bring fundamental change in their worldview- they now are started believing in themselves, in an organised and institutional manner towards mitigating local disputes and promoting human rights, albeit in a small degree.

Strengthening and nurturing of ward and unions level committees require more attention in the forms of intensified follow-up, regular interaction and capacity building. The project may think of assigning more responsibility to the ward level women leaders, who can organise and facilitate ward level Shalish committee meetings on periodical basis.

NU may introduce systematic follow-up of training and awareness education of HR issues to women leaders including vulnerable women. Training section of NU can come forward with follow-up mechanisms to assess the degree of understanding by the targeted women and (applicability) especially to establish whether the HRM groups or Women Leaders network as a result of local rights violations have taken any action. NU should take immediate measures to compile HR situation report of its project area. This report needs to be prepared in a meaningful way so that a comparative picture of human rights situation between pre project (baseline) and the present is clearly expressed. NU may share the synthesis of findings with MJ and cluster NGOs for learning dissemination, and most importantly, for any future policy reference.

Monitoring and evaluation of the project remains a key area for improvement that requires immediate attention of the management. Performance management within NU requires significant improvement based on a review of NU’s strategic objectives and projects, elaboration of performance indicators and improved reporting and M&E, and closer analysis by senior management.

NU needs to develop a clear strategy and vision for its advocacy components. It is already a member of several issue based national networking NGOs who have earned recognition in their respective areas. NU regularly participates in the advocacy events organised by them. NU should remain focused with local level advocacy – union and Upazila level. They can use available secondary information, posters, leaflets etc. for organising such advocacy events.

NU should intensify regular follow-ups and contacts with the groups and committees it has created during project period. The new activities introduced from the second year are of strategic nature in terms of sustainability of the work of NU. It should give priority in reactivating the UP level standing committees in implementing its work plan.