The goal of this JFPR TA is to build the capacity of executing and implementing agencies in delivering quality gender equality results from the central to the decentralized levels of operations. In particular, the TA will support the Local Government Engineering Department (LGED), a pioneer in mainstreaming gender both at the organizational and operation levels, strengthen their operational capacity to deliver effective gender equality results. The TA will also study the existing best practices at the central level and propose possible ways to translate these to the decentralized levels of LGED operations. Lastly, the TA through studying enabling mechanisms that have facilitated the mainstreaming of gender into policies, institutional structures, programs, and projects will explore ways to replicate and expand the LGED practices to other EA and IAs.
|Project Name||Institutionalizing Gender Equality Practices in the Local Government Engineering Department|
|Project Type / Modality of Assistance||Technical Assistance
|Source of Funding / Amount||
|Strategic Agendas||Inclusive economic growth
|Drivers of Change||Gender Equity and Mainstreaming
Governance and capacity development
|Sector / Subsector||
Energy / Energy sector development and institutional reform
Transport / Transport policies and institutional development
Water and other urban infrastructure and services / Urban policy, institutional and capacity development
|Gender Equity and Mainstreaming||Gender equity|
|Description||The goal of this JFPR TA is to build the capacity of executing and implementing agencies in delivering quality gender equality results from the central to the decentralized levels of operations. In particular, the TA will support the Local Government Engineering Department (LGED), a pioneer in mainstreaming gender both at the organizational and operation levels, strengthen their operational capacity to deliver effective gender equality results. The TA will also study the existing best practices at the central level and propose possible ways to translate these to the decentralized levels of LGED operations. Lastly, the TA through studying enabling mechanisms that have facilitated the mainstreaming of gender into policies, institutional structures, programs, and projects will explore ways to replicate and expand the LGED practices to other EA and IAs.|
|Project Rationale and Linkage to Country/Regional Strategy||
The Local Government Engineering Department (LGED) is responsible for designing and implementing rural, urban, and small-scale water resources infrastructure across the country. Its long history of integrating gender concerns into its areas of operation is perhaps unparalleled among Bangladesh government institutions of similar size and importance. A case study included in a 2013 Asian Development Bank (ADB) publication, tracing the institutionalization of gender mainstreaming in ADB's executing and implementing agencies and in sector and line agencies of the government, encapsulates the LGED's experience. Women's empowerment as an LGED concern was first reflected in its Gender Equity Strategy and the related action plan for 2002 2007 (phase 1), updated in 2008 to cover the period 2008 2015 (phase 2) and in 2016 for the 2016 2021 period (phase 3). The strategy is aligned with the National Women Development Policy (2011) and its main goal is to ensure gender equity in all LGED operations, including project activities, where it can be achieved through the sustainable participation of an empowered workforce and enabled communities.
The Gender and Development Forum of LGED plays a central role of ensuring that gender equity is addressed and achieved at all levels of operations of LGED. The Forum facilitates the sharing of experiences and lessons learned across projects in LGED. It is mandated to play a role in the planning of various projects by reviewing development project proposals (DPPs). It is chaired by the additional chief engineer (implementation), and has a senior woman engineer as the secretary. The project directors and women engineers of various projects are its members. Its budget is provided by various projects. However, without its own staffing structure and dedicated revenue budget, working effectively to achieve the level of results that the LGED is capable of is challenging.
In this context, the LGED Gender forum with support at both the central and decentralized levels, can become an effective and invigorating platform to move the gender agenda forward in line with the government's commitment to women's empowerment and gender equality. Furthermore, capitalizing on their own experiences and best practices in gender mainstreaming, LGED can be the example other EAs and IAs can draw on to institutionalize gender mainstreaming into their respective organizations.
|Impact||Women's access to and benefits from infrastructure resources and social services increased.|
|Description of Outcome||Effectiveness in delivering gender equality and social inclusion results improved.|
|Progress Toward Outcome|
|Description of Project Outputs||
Capacity of LGED at central level strengthened
Capacity of LGED senior staff and gender committees in 64 districts strengthened
Knowledge sharing and partnerships among various agencies in gender mainstreaming increased
|Status of Implementation Progress (Outputs, Activities, and Issues)|
|Summary of Environmental and Social Aspects|
|Stakeholder Communication, Participation, and Consultation|
|During Project Design|
|During Project Implementation|
|Consulting Services||A firm will also be recruited using the quality- and cost-based selection method (90:10 quality to cost ratio). ADB will engage the consultants and carry out procurement following the ADB Procurement Policy (2017, as amended from time to time) and its associated project administration instructions and/or staff instructions.|
|Procurement||Individual consultants will be recruited through framework agreements wherein shortlisted candidates may be hired as needed for the duration of the agreement to provide international and national inputs as required.|
|Responsible ADB Officer||Nasheeba Selim|
|Responsible ADB Department||South Asia Department|
|Responsible ADB Division||Bangladesh Resident Mission|
Local Government Engineering Department
LGED Bhaban (Level 6), Agargaon
Dhaka 1207, Bangladesh
|Concept Clearance||05 Dec 2017|
|Fact Finding||16 Nov 2017 to 30 Nov 2017|
|Approval||27 Aug 2018|
|Last Review Mission||-|
|Last PDS Update||31 Mar 2019|
|Approval||Signing Date||Effectivity Date||Closing|
|27 Aug 2018||31 Jul 2019||31 Jul 2019||30 Jun 2020||-||-|
|Financing Plan/TA Utilization||Cumulative Disbursements|
|0.00||2,000,000.00||0.00||0.00||0.00||0.00||2,000,000.00||27 Aug 2018||0.00|
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|Title||Document Type||Document Date|
|Institutionalizing Gender Equality Practices in the Local Government Engineering Department: Technical Assistance Report||Technical Assistance Reports||Aug 2018|
Safeguard Documents See also: Safeguards
Safeguard documents provided at the time of project/facility approval may also be found in the list of linked documents provided with the Report and Recommendation of the President.
None currently available.
Evaluation Documents See also: Independent Evaluation
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|Tender Title||Type||Status||Posting Date||Deadline|
|Institutionalizing Gender Equality Practices in the Local Government Engineering Department||Individual - Consulting||Closed||15 Nov 2018||21 Nov 2018|
|International Organization (TA-9575 BAN: Institutionalizing Gender Equality Practices in the Local Government Engineering Department)||Firm - Consulting||Closed||27 Oct 2018||04 Dec 2018|
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