Promoting Pro-Poor and Gender Responsive Service Delivery Project

Technical Assistance Consultant’s Report

Project Number: 38059 January 2007

Nepal: Promoting Pro-Poor and Gender Responsive Service Delivery Project {(Financed by the )}

Prepared by Lava Kumar Thapa

For the Department of Women Development and Asian Development Bank

This consultant’s report does not necessarily reflect the views of ADB or the Government concerned, and ADB and the Government cannot be held liable for its contents.

TA 4353 NEP PROMOTING PRO-POOR AND GENDER RESPONSIVE SERVICE DELIVERY PROJECT

Completion Report

(16 June 2005- 30 November 2006)

Lava Kumar Thapa Project Advisor

Report Prepared for the Department of Women Development and Asian Development Bank

January 2007 List of abbreviations used

ADB Asian Development Bank APF advance payment facility CBC Community Based Committee CBO Community-based Organization CCDC Chhahari Community Development Centre CLDP Community Livestock Development Project CPN-Maoist Communist Party of Nepal - Maoist CTRD Committed Team for Rural Development DADO District Agriculture Development Office DDC District Development Committee DLS Department of Livestock Services DLSO District Livestock Services Office DOA Department of Agriculture DWD Department of Women Development GMCC Gender Mainstreaming Coordination Committee GON Government of Nepal IFCD Indreni Forum for Community Development IGA Income-generating activity MLD Ministry of Local Development MOAC Ministry of Agriculture and Cooperatives MWCSW Ministry of Women, Children and Social Welfare NECS Nepal Environmental Conservation Society NGBK Nepal Gramin Bikash Kendra NGO Non-governmental Organization NRM Nepal Resident Mission NRs Nepalese rupees PA Project Advisor PIT Project Implementation Team PMC Project Management Committee PNGO Partner Non-Governmental Organization PRA Participatory Rural Appraisal PS Participation Specialist PSC Project Steering Committee PSDS Poverty and Social Development Specialist SOE statement of expenditure TA Technical assistance TOR Terms of reference US$ United States Dollars VDC Village development committee WDO Women Development Office WDOff Women Development Officer

ACKNOWLEDGEMENTS

I would like to extend my sincere thanks to Mr. Mahendra Prasad Shrestha, Director General, Department of Women Development for his strong support provided to Technical team during the eighteen months long implementation of this TA. From the starting period of TA implementation Mr. Keshab Regmi actively involved for the inter-agency coordination, Steering Committee meeting preparation, Inter-department MOU and Implementation Guidelines preparation. I am indebted to Mr. Regmi both for his friendly dealing and for his sound academic and managerial contribution to the TA implementation. Similarly, I am thankful to Ms. Devi Maya Ghimire, TA Focal point of DWD for her support to the TA.

Cooperation received from ADB NRM staff mainly Mr. Govinda Gewali, Project Implementation Officer, Dr. Ava Shrestha, Gender and Development Specialist and Ms. Rajani Tuladhar, for continued support and backstopping is highly commendable.

Sincere thanks also go to Ms. Kamala Sharma, Women Development Officer, Nawalparasi, Ms. Gita Mahat Women Development Officer Lamjung and their staff members for providing technical input and logistic to the TA team both at district and at the villages. District focal points Ms. Nirmala Poudel and Ms.Renu Nepali from WDO Lamjung and Ms. Meena Lama from WDO Nawalparasi for their active involvement both at the district and also during the field visit.

TA team members; Mr. Surya Prasad Khanal- Participation Specialist, Ms. Neerala Tiwari- Poverty Specialist and Ms. Jenny McGill-Project Management Specialist (international Consultant) deserve special thanks for their active involvement to carry out their function in a team and support provided to me, implementing agencies, partner NGOs and community based organisations.

In order to support smooth fund flow mechanism, Mr. Gautam Regmi (WDO-Nawalparasi) Mr. Tek Prasad Bhandari (WDO Lamjung) and Mr. Dhruba Thapa (DWD) supported by timely submission of SOE. They are thankful. Similarly, support provided from, Mr. Kamal Mani Acharya (Account Officer-DWD) and Mr. Madhu Sudan Shrestha (ADB NRM account officer) for the fund disbursement and liquidation are highly appreciated.

The TA was a joint endeavour of DWD, DLS and DOA. I would like to thank Dr. Laxman Sherchand, PM-CLDP, Mr. Dala Ram Pradhan DG-DLS, and Dr. Dip Bahadur Swar DG-DOA for their active participation and generous effort to make the TA successful. Similarly, effort from district level PIT members and GMCC members are highly acknowledged for the generous effort of collaboration and monitoring of the TA activities. Logistic support from DWD and WDO staff are heartily appreciated. Mr. Prem Gurung-Peon WDO deserves special thanks for his accompanying during the field visit in Lamjung.

Last but not least, 800 CBO members and 14 PNGOs of the TA districts have occupied a piece of my mind. They disclosed their personal setting to become target groups, and are thankful for their cooperation and friendship and patience for the IGA grant which was delayed due to several reasons.

I owes for any omissions, misinterpretations and errors in the report.

- Lava Kumar Thapa iii

TABLE OF CONTENTS

I. INTRODUCTION...... 1

A. Background ...... 1

B. Terms of Reference ...... 2

II. IMPLEMENTATION SCENARIO AND INSTITUTIONAL LINKAGES...... 4

A. Implementation Scenario ...... 4

B. Institutional Linkages ...... 5

III. TECHNICAL AND FINANCIAL INPUTS ...... 8

IV. ACTIVITY IMPLEMENTATION...... 11

V. LESSIONS LEARNED...... 24

I. INTRODUCTION

A. Background

1. The Technical Assistance for Promoting Pro-poor and Gender-responsive Service Delivery has been successfully piloted in Lamjung and Nawalparasi districts to explore ways to increase the meaningful participation of rural poor women and disadvantaged ethnic groups and castes. The TA implemented for eighteen months started on 16 June 20051 to 15 December 2006. The TA is financed through a grant of US$200,000 from ADB’s Poverty Reduction Cooperation Fund. The executing agency for the TA is the Department of Women Development (DWD) within the Ministry of Women, Children and Social Welfare (MWCSW). The implementing agencies for the TA are the Women Development Offices (WDOs) in the two TA districts, Lamjung and Nawalparasi. TA implementation is guided by a Project Steering Committee (PSC) and Project Management Committee (PMC) at the central level, and by the Gender Mainstreaming Coordination Committee (GMCC) and Project Implementation Team (PIT) at district level.

The TA had been designed as a follow-up to the Third Livestock Development Project (TLDP) which achieved substantial progress in reducing poverty through increased productivity of the livestock sub- sector in general and goat raising in particular. During TLDP, the District Livestock Services Office (DLSO) and the Women Development Office (WDO) cooperated in many ways for addressing gender issues in livestock management. The TA Project is complementary to the ADB assisted Community Livestock Development Project (CLDP), which aims to reduce rural poverty through gender-sensitive and socially inclusive development intervention in animal husbandry.

2. The goal of the TA Project is to institutionalise an approach to pro-poor and gender-responsive service delivery in agriculture and livestock sub-sectors. The purpose is to build the capacity of the concerned line agencies/local bodies (WDO, DLSO, DADO, DDC) as well as enabling community-based organizations (of ultra- poor women and deprived men), to undertake gender-friendly community actions. Specifically, the expected outputs of the Project are as follows: Quick impact producing homestead agricultural/livestock activities implemented Organizational capacity of community- based organizations enhanced Livelihoods of poor rural women and men improved through income generating activities Capacity to mainstream gender and poverty of line agencies and local bodies strengthened An approach that effectively promotes the participation of disadvantaged groups, while systematically mainstreaming gender, identified and tested.

1 With the recruitment of Project Advisor

3. Key activities supported by the TA include (a) building the capacity of the WDOs to mainstream poverty and gender concerns in sector programs and projects; (b) building the capacity of line agencies and local bodies in this area; and (c) improving the capability of CBOs through action learning.

4. The target group of the TA consists of women and populations belonging to disadvantaged ethnic groups and castes from the marginal and small-scale farming households, and landless families. More specifically, the target group of the Project has been defined as landless households or households possessing less than 0.5 hectare of land and without an alternative source of income exceeding the national poverty line2.

5. The TA covered 800 households (400 in each of the two districts) as beneficiaries. The required number of beneficiary households were selected from within the Project VDCs on a priority basis through the process of participatory wealth ranking facilitated by the partner NGO. The participatory action process3 involved participatory training and practical activities to encourage problem solving and capacity development, facilitated by local non-government organizations (partner NGOs or PNGOs) and supported by national consultants.4

6. The Project has been implemented in two VDCs each in Lamjung (Chakratirtha & Dhamilikuwa) and Nawalparasi districts (Tilakpur & Dibyapuri VDCs). These VDCs were relatively in lower economic ranks of the districts and also belonged to CLDP implementation area seeking an ample opportunity for cooperation between the two projects.

B. Terms of Reference

7. The scope of the TOR of the Project Advisor will develop new and creative approaches to translate government gender polices into doable actions, and assist the Project Manager, DWD in all aspects of TA implementation. He/she will increase awareness of gender and social inclusion concerns, and identifies strategies to ensure the full and equitable participation of disadvantaged poor rural women and men. The specific terms of reference of the Project Advisor are to: i) assist the project manager in coordinating all TA activities with the concerned line ministries; ii) assist DWD in conducting the initial workshop at the central level to develop a common vision for the project focusing on poverty, gender, and good governance and prepare a preliminary work plan; iii) support other workshops at the center and district levels;

2 Project Implementation Guidelines, DWD 2005. The criteria for identifying target group with 0.5 ha. of land is a threshold depending upon the socio-economic condition of the household, types and productivity land and alternative source of income. 3 includes participatory social map preparation, wealth ranking, problem analysis, prioritization of identified problems, feasibility study by concerned line agency and IGA support from WDO. 4 The national consultant team includes a Project Advisor, a Participation Specialist and a Poverty/Social Development Specialist.

2 iv) assist the project manager in formulating an annual work plan; v) simplify training manuals on village development committee (VDC) procedures for use by DWD; vi) prepare progress reporting formats for use by NGO/CBO, and the women development officer (WDO); vii) assist in identifying suitable NGO/CBOs and in building the capacity of the CBOs. viii) assist in selecting a representative sample of control groups to assess CBO performance (with and without TA inputs); ix) develop objective selection criteria to secure pro-poor, gender, and socially inclusive targeting of beneficiaries; x) assist in identifying target groups and quick-impact income generating interventions that directly address poor women and men’s practical needs; xi) undertake pilot activities through linkages with sectoral line agencies, and develop input-output based monitoring system at community, district and central level, while disaggregating benefits to participants by ethnicity, caste, and gender; xii) assist WDOs in the two participating districts in identifying strategies to mainstream gender in sector projects and in VDC/DDC planning; xiii) prepare trimester progress reports for submission to the Asian Development Bank, xiv) participate in Project Steering Committee meetings.

Though not mentioned in the TOR, PA intensively involved in coordinating DWD and ADB, DWD and line departments and preparing fund request and collecting statement of expenditures with bills and receipts from the districts, collating statements of expenditures and prepare for the submission for liquidation and fund disbursement.

II. IMPLEMENTATION SCENARIO AND INSTITUTIONAL LINKAGES

A. Implementation Scenario

I. The project was designed in a multi stakeholder’s approach to pilot new approaches to institutional linkages, partnerships with NGOs and targeting of very poor and marginalized men and women for capacity development and livelihood improvement. The implementation of the project seemed challenging due to the factors like; short duration (18 months) and action learning process, limited budget of $ 68000.00 available for CBO capability improvement, large coverage of 800 households and numerous training activities specified in the TA paper for capacity building of implementing agencies and line agencies. Implementation of the project activities started with the appointment of Project Advisor in mid June 2005. For the first few months the PA was involved in preparing Implementation Guidelines, work plans, and drafting a memorandum of understanding between the Department of Agriculture (DOA), the Department of Livestock Services (DLS) and the Department of Women Development (DWD) and organising meeting of Project Steering Committee.

2. Security concerns and political activity. The project started in a different political context than it is now in the country. During the first nine months of Project Advisor’s period, security situation of the project districts was deteriorating and walking in the project VDCs was difficult. Though executive persons of local bodies(DDCS) were nominated, due to on going political movement DDCs were not functional as the nominated executives were not able to face with the community people. In such a situation involving a local bodies in the implementation and decision making process of the project was challenging for the implementation agency5. Due to security reasons, most of the development agencies were focusing district head quarter and high way periphery from their programme intervention. Thus working with pro-poor people and with socially minority communities was the most challenging aspect of the project. However, in order to address the thrust of the TA paper, district team played a key role for working with poor and socially minority group in the remote areas of the project districts.

In support of local PNGOs and communities, Project Advisor insisted to move Women Development Office’s staff to the field activities. During a month long people’s movement period of April 2006, consultants were not able to visit field. PA guided the newly recruited Poverty Specialist and Participation Specialist in orienting in implementation guidelines, sharing experience with the District Livestock Service Officer (DLSO) and District Agriculture Development Officer (DADO), organizing meeting with WDO, line agencies staffs and PNGOs in the district head quarter etc.

Maoist activity continued to affect implementation of the project even after the political change of April 2006. In Lamjung, Communist Party of Nepal (CPN) – Maoist interrupted group formation process of PNGOs. They initially demanded Women

5 Women Development Office of the project districts.

Development Office (WDO) to pay a 5% tax in order to proceed the Project. This issue interrupted CBO formation process for three months. The issue of tax to Maoist was settled with the withdrawal of demand by the local Maoists. To settle this issue, The TA team, WDO staff, community leaders and local PNGOs played crucial role in the negotiation with the Maoists. Similar interruption was faced by one PNGO, Nepal Gramin Bikash Kendra in Nawalparasi for two months.

This political scenario delayed CBO formation process for about three months. CBO formation process was completed in May 2006 in seven communities of Nawalparasi district. However, it was delayed and only completed in July in Lamjung district.

Later, having observed the project beneficiaries identification process (focusing to women, and ethnic minorities from the lowest economic stratum) facilitated by the PNGOs, local Maoists also perceived the project activities positively. Consequently, some PNGOs in Lamjung and Nawalparasi received cooperation from CPN-Maoists in identifying very poor households in the relevant wards. They were concerned to include poorest of the poor households in the group.

The project further delayed due to country wide protest programme organised by all women development staff of the districts for a month (mid July to Mid August 2006). All WDO staffs were out of desk demanding their permanent appointment under civil service of the government. During this period, three domestic consultants were visiting field together with PNGOs and CBOs. This protest campaign of WDOs delayed to make payment to CBOs to start income generating activities. Since the TA fund remained idle for one month in the districts, it affected to liquidate the earlier advance and disbursement of the next advance also delayed from the ADB.

B. Institutional Linkages

3. Linkage with the Community Livestock Development Project. The project is seen as a follow-up to ADB assisted Third Livestock Development Project (TLDP) and complementary to ADB loaned Community Livestock Development Project (CLDP). In order to address the linkages with CLDP, DWD made clear provision for the technical and financial inputs from the CLDP to the project beneficiaries. These linkages were elaborated in Implementation Guidelines and inter-departmental MOU. Though the project has established programmable linkages with the DLS, support from CLDP was not encouraging.

Expected linkages between the TA and CLDP also have not been realized. For the CBOs prioritising goat keeping as an income generating activities, goats were expected from CLDP groups.6 However, at field level, DLSO could not manage goat for the CBOs. Though DLSOs complained that there was planning gaps between CLDP and the TA, due to limited target of CLDP and committed activities, DLSOs could not provide goats to the project. However, DLSOs provided technical support to the project’s CBOs in goat keeping.

6 The goat will follow “pass on the gift” to transfer to new CBOs in the form of kids.

4. Project Implementation Guidelines. The Project Advisor provided intensive support to prepare Implementation Guidelines. These Implementation Guidelines served the purpose of technical guidelines as well as specifying the financial norms to be applied during the implementation of TA. These guidelines were developed upon intensive consultation with the Department of Livestock services (DLS), the Department of Agriculture (DOA), and district level line agencies and local bodies. These guidelines elaborated the project implementation process and partnership between the executing agency (DWD) and collaborating agencies (DOA and DLS). The Implementation Guidelines specified on (i) the definition of the target group; (ii) the project area; (iii) the composition of the PSC, PMC, GMCCs and PITs; (iv) implementation of the TA components; (v) the PNGO selection process; (vi) fund flow and mechanism and fund management , payments to PNGOs and CBOs, and audit procedures; (vii) norms for training and workshops; (viii) roles of DWD and the WDOs, line agencies and other implementing partners; and (ix) performance milestones for the TA. The Implementation Guidelines also included (a) terms of reference, selection criteria and a scoring scheme for selection of PNGOs; and (b) indicative cost estimates for goat-raising and fishery activities. The guidelines have created flexible environment to respond to the activity prioritised by the target group. Ways and means to achieve project objectives; CBO capability improvement, Building WDO capacity, Building capacity of line agencies and local bodies and Project management services are defined and elaborated in the PSC approved Project Implementation Guidelines. The guidelines were thoroughly applied during the implementation period by the implementing agencies. Department of Women Development is using this guidelines to other donors assisted projects as well.

5. Implementation and monitoring mechanism. Project institutional frameworks both at central and district level have been elaborated so that roles and responsibilities of various stakeholders at central and district level were specified in Implementation Guidelines and inter-department MOU. The project has followed multi stakeholders approach for the smooth cooperation among the concerned stakeholders to reaching out ultra-poor households through the gender-responsive process of action learning. Furthermore, the project has aimed to support in the capacity building of Women Development Office, line agencies and local bodies (mainly DDC). At the central level, Project Steering Committee and Project Management Committee are established. Similarly at district level, GMCC and PIT are established. Both at central and district level committees, representation from DLSO, DWD, DOA and Ministry of Local Development (MLD) were ensured. This framework has provided innovative framework to the DWD and line departments to take ownership of the project.

Central level committees focus to policy decision and programme approval whereas district level committees emphasizes for implementation, coordination and field level monitoring. As a member of the committee, the PA attended both central and district level committees where briefing on project situation, field level status and planning of activities were shared.

6. Institutional Framework. Project institutional framework has been elaborated so that roles and responsibilities of various stakeholders at central and district level

6 have been defined. This arrangement ensures smooth cooperation among the concerned stakeholders for project implementation. The framework has been prepared in a way to explore an innovative approach to reaching out ultra-poor households through the gender-responsive process of action learning.

Project Steering Committee (PSC) and Project Management Committee (PMC) are established at the central level whereas Gender Mainstreaming Coordination Committee (GMCC) and Project Implementation Team (PIT) are established at the district level. Central level committees focused to policy decision and programme approval whereas district level committees emphasizes for implementation, monitoring and coordination. Through these committees, DWD and WDOs succeeded to receive both technical and financial resources from district level line agencies and developed a new culture of programme coordination with the concerned departments. Such forums provided two way coordination. First, WDO’s expertise on delivering gender responsive service especially in gender mainstreaming was highly recognized by the line agencies. Second, WDO succeeded to receive technical help from concerned line agencies for addressing poverty and livelihood issues.

7. Memorandum of Understanding. As per the decision of Project Steering Committee (PSC), Memorandum of Understanding (MOU) between the DWD, DLS and DOA held on October 2006. MOU was signed by the Director-Generals of DWD, DLS and DOA. This MOU elaborated inter-department cooperation specifying the roles of DLS, DOA and DWD concerning to the implementation of income generating activities to a pro-poor area and in a gender responsive manner. Through this MOU, The DLS and DOA agreed to channelize their resources and provide technical services to the community based organisations of the project. The MOU clearly mentioned the responsibilities of the Department of Livestock Services as follows: “ The Department of Livestock Services under takes to assume the following responsibilities: Attend Project Steering Committee and Project Management Committee meetings Instruct the concerned district offices to establish programmable linkages with WDO as per the approach of the project and to: • supervise/monitor the social mobilization process of NGOs • provide technical support for analysing livestock-related practical needs of the CBOs. • participate in GMCC and PIT meetings • facilitate technical training for CBOs/NGOs in livestock related IGA activities • support CBOs to conduct technical feasibility assessment of prioritised needs. • focus on pro-poor areas in a gender responsive way in own programmes Support DWD in the evaluation of the Project, and planning for its scaling up Continue to support the CBOs after the phasing out of the project. Arrange for providing the goats received from TLDP groups for the project groups”. MOU between DWD-DLS and DOA October 2005)

After MOU, concerned departments instructed to their respective district offices to follow the MOU. and cooperate with the project. However, this implementation experience showed DADOs became cooperative while DLSOs were silent. To the extent envisioned at central level, WDOs could not establish programmable linkages with the line agencies. PA took the lead role in coordination for signing MOU. Through this MOU, a coordination ground was created between the DWD and the line departments and concerned district offices. However, cost sharing from another department was found difficult during the implementation.

III. TECHNICAL AND FINANCIAL INPUTS

1. Technical Inputs. The technical assistance team comprised of three domestic consultants; a Project Advisor (PA), Poverty and Social Development Specialist (PSDS) and Participation Specialist (PS) worked for the period of 17.25, 7.75 and 3.75 months, respectively. An international Consultant, Project Management Specialist (PMS), worked for one-month period. Project Advisor coordinated the technical assistance team to provide technical support at the field level.

The PA supported both at project management office at DWD and the districts. Whereas other two domestic consultants (PSDS and PS) supported to the on going field activities. One of the main role of the PA was to support the Project Manager, assigned by the DWD with the responsibility of coordinating, planning and overseeing the implementation as well as monitoring of project activities. At DWD, PM was supported by a focal point7 nominated by the DWD.

At the district level, Women Development Officers (WDOff) and Focal Persons assigned by WDOff in both districts have been working as the key member in the Project team. Officials and technicians of DADO and DLSO have been contributing to the Project occasionally. Coordinators and Facilitators of the PNGOs have also been playing the role of the key actors in implementing and monitoring of project activities. Project Advisor was intensively involved in providing technical support to the project management team at the centre and the implementation team at the districts.

Technical support at the centre included activity planning, coordination with the Department of Livestock Services and the Department of Agriculture, fund disbursement and liquidations. District level technical support included training and workshop design, on going monitoring, backstopping to CBOs, PNGOs and WDOs.

2. Consultation with the Central and District Offices. In order to establish programmable linkages with the line agencies, intensive consultations were made with the Department of Agriculture (DOA), the Department of Livestock Services (DLS) and the Department of Women Development (DWD). Series of consultation meetings held with the higher authority of the DOA, DLS and DWD and finalized the implementation guidelines and work plans. Project Officer and Gender and Development Specialist of ADB also participated in the meetings.

Before finalizing the implementation guidelines, discussions were held with the District Livestock Service Offices, District Agriculture Development Offices, Women Development Offices and District Development Committees of the project districts (Lamjung & Nawalparasi). Comments and suggestions from these offices were incorporated in the implementation guidelines. During the field visit, discussion held about potential project activities and effective approach to reach ultra poor farmers.

7 Section officer of the DWD.

District level line agencies (DLSO, DADO and DDC) were familiar to the approach and programmes of the project.

3. Participation and Inclusion. The PA participated in a series of coordination meetings (PSC, PMC, GMCC, PIT) both at central and field levels. At field level, efforts were constantly made to enable suitable environment where the identified poorest of the poor and the people from social minorities (like women, Dalits, Janajatis etc.) in the area could participate in all processes of the social mobilisation and income generation. e.g. social map preparation, group meeting, participatory wealth ranking, CBO formation and IGA selection. Likewise, active participation of poor and women from the CBOs and PNGOs were also encouraged at all stages of the action learning process (planning to implementation).

Participation of poors in general and inclusion of women, lower caste and ethnic minority groups at field level addressed social and economic justice to the communities as (poorest of the poors were only selected) which aimed for capability improvement of CBOs. This is the major asset of the TA appreciated by line agencies and community members as well.

4. Training, workshop. The PA supported and facilitated in a number of training, workshop and orientations organized at various levels (field, district & centre). The support ranged from training content design, logistic arrangement, budget management and report writing as well. The major training workshops include orientations of the project to CBOs, PNGOs, District staffs and central staffs. Supports were provided to technical skill training for income generation, social mobilisation for CBOs and capacity building training especially in gender mainstreaming for central and PIT/ GMCC staff. PA contributed in developing institutional development training sessions8 for five training events. PNGOs in Nawalparasi have organised these training to CBOs. However, CBOs in Lamjung could not receive such training due to farming busy season.

5. Documentation and Field visit. Efforts were made to document whatever the activities conducted under the TA. Women Development Offices were encouraged to document project activities. Similarly technical support was provided to partner NGOs for base line data collection. Baseline data were compiled by the TA team. Processing of base line data was done by the PA. Support were provided in preparing trimester and half yearly progress report for ADB and the preparation of project status report which was presented in PSC and PMC meetings.

Extensive field visits were made in both the districts together with WDO staffs, PNGOs and community groups. During the field visits, WDO staff were guided for the facilitation and monitoring of CBO capability improvement process.

8 Institutional development training included; Group dynamics, leadership development, saving fund mobilization, record keeping and gender issues.

6. Financial Inputs. The TA piloted by Department of Women Development was first of it’s kind from the ADB’s support. As DWD had no earlier experience in TA implementation, it suffered with the delays in fund disbursement to CBOs. Moreover, liquidation requirements before requesting for next advance to ADB was difficult as there were three accounts operated for the TA9.

Advanced payment facility (APF) agreement held between the DWD and NRM also affected for the smooth implementation of the project. DWD had agreement with ADB only on amount allocated for CBO capability improvement. The budget of $ 10,000 mentioned in TA paper for Training /workshops was slipped in APF. But, DWD had to organize a lot of cost consuming training/workshops which were specifically mentioned in the TA paper from the budget of CBO capability improvement. This affected to the payment to CBOs for starting income generating activities.

Moreover, as majority of the TA fund was to channelise for income generating activities, provision of three small instalments of $13,000, $27,000 and $28,000 in APF hindered at the later part of the project as DWD could not manage to receive $8000 from ADB. This seriously affected to meet the commitment with PNGOs and CBOs (see Annexes 5&6 for details). ADB’s lengthy disbursement process and DWD/WDO’s slow account submission process resulted to un-disburse around $8000.00 by the end of the project period. This situation compelled to DWD to look for alternative options of government financing. (See annex-7 for details).

Till 15 December 2006, financial performance of the project was found a bit gloomy. Out of the disbursement of advance of $ 59,785.00 released from ADB, DWD collected bills and receipts of $ 57,344.88 for liquidation. Bills and receipts of remaining $ 2440.12 are yet to be submitted by DWD. (Please see Annex-7 for details).

Project Advisor coordinated with the district accountants and DWD’s accountant in the compilation of statement of expenditures. These statement of expenditures were compiled in accordance with the ADB requirement for liquidation. Intensive consultations done with the ADB finance officer as well. Consequently, the project has very clear account mentioning advance disbursement situation and bills and receipts submitted for liquidation and remaining balance at DWD. PA provided technical support in maintaining account of the TA both at the centre and at the districts.

9 Project accounts were operated at DWD for central level activities and WDO Lamjung and WDO Nawalparasi for implementation.

IV. ACTIVITY IMPLEMENTATION

In total, $53464.10 has been spent in various activities ranging from CBO capability improvement, income generation grants to CBOs, partner NGOs mobilisation and capacity building training /workshops of WDOs, DWD, line agencies and local bodies (Overview of activities implemented and expenditures is depicted in Annex-4. Progress status as per the indicators mentioned in the design framework of TA paper is summarised in Annedx-8.

1. Coordination and monitoring meetings

During the project period, Project Steering Committee meeting held two times. Both meetings were chaired by the Secretary of the Ministry of Women, Children and Social Welfare. First meeting held on October 2005 endorsed Project Implementation Guidelines and called for inter-department MOU for coordination. And, second meeting held on September 2006 reviewed the progress and decided to carry joint monitoring by a team of MWCSW, DLS, DOA and DWD and approved work plan for the remaining project period. However, due to budget shortfall, joint monitoring could not held.

Similarly, three Project Management Committee (PMC) meeting held under the chairmanship of the Director–General of DWD. During the PMC meeting, discussions were held on progress status review, cooperation from line agencies, activity planning and fund management status.

During these central level meeting Project Advisor played a crucial role in linking with the on-going field activities and inter agency coordination.

At district level, there were two committees established. First, support were provided to already existing Gender Mainstreaming Coordination Committee of the districts to carry out its monitoring function, especially of quick impact activities. GMCC is chaired by the DDC chairman. In total, six GMCC meeting held10. Through this meeting, WDO succeeded to take the roles of gender focal point at district level.

At the district level, Project Implementation Team (PIT) was established to take decisions on implementation related matters. The PIT is chaired by the Local Development Officer of DDC. PIT involved in all aspects of project implementation at district level ranging from Project area selection, NGO selection and disbursement of grants to CBOs and NGOs. In total, 8 meetings held in each project district.

Project advisor attended in all central level meetings and in some district level meetings.

2. Project area selection. The TA has followed multi stakeholder approach where both planning and implementation decisions were taken by Project Implementation Team. Immediately after the PIT meeting which decided to select two VDCs from

10 Three meeting in Lamjung and three meeting in Nawalparasi held.

11 four potential VDCs, four days long joint field visit programme was organised by WDO Lamjung where officers from WDO, DLSO, DADO and PA visited potential VDCs. According to the outcome of the visit, PIT decided Chakratirtha and Dhamilikuwa as Project VDCs of Lamjung. As joint observation was not possible in Nawalparasi due to busy schedule of line agency partner, PA and WDO focal point visited the potential field area of Tilakpur and Dibyapuri VDCs. All these four VDCs were selected based upon their relative poverty profile and not involvement of other donor’s similar programme. Subsequent PIT meeting confirmed the Project VDCs.

Establishing partnership with Non Governmental Organizations is the major asset of the TA. In order to support the implementing agency11 in undertaking agriculture- and livestock-related income generating activities aimed at building the capability of community-based organizations of ultra-poorwomen and populations, mainly belonging to socially disadvantaged groups in the Project VDCs. The project is sharing common purpose in implementing the stipulated activities. The partner NGOs will provide services to the target group by means of social mobilization and networking with development agencies. The scope of the work of partner NGOs as mentioned in the implementation guidelines are as follows; • Social mobilization in the project VDCs • Capability development activities of CBOs • Creation of livelihood opportunities for ultra-poor women and disadvantaged populations by means of social mobilization • Implementing quick impact activities in agriculture and livestock sectors • Monitoring and technical backstopping of CBO activities.

Following the Implementation Guidelines, WDO in Lamjung and Nawalparasi published a notice for listing NGOs working in the field of gender and child rights. This NGO listing is concurrent to the gender mainstreaming guidelines of MWSCW 2004. As Implementation guidelines clearly specified the process and the steps of NGO selection, WDO Lamjung organised one day workshop for NGO federation and local NGOs from the project VDCs. During the workshop, the philosophy and working approach of the project was shared. In the workshop information was communicated that WDO was going to invite proposal from interested NGOs for partnership with the project. However, similar formal orientation workshop was not organised in Nawalparasi but information was informally shared with the NGO networks of the district.

In order to mobilise and support very poor men and women in to community based organisation, both districts invited technical proposals from interested local NGOs12. The PIT in each district, scored these proposals based on the Implementation Guidelines and selected six PNGOs in Lamjung and eight PNGOs in Nawalparasi. The NGO scoring criteria established in the Implementation Guidelines were followed

11 Women Development Office of Lamjung and Nawalparasi districts are the implementing agencies. 12 PIT defined eligibility of Saving and Credit cooperative as local NGOs. The eligibility criteria for partnership with NGO included; be a service-oriented non-governmental organization duly registered in the district, have at least one year's experience in social mobilization, be listed by the District Focal Agency as provided for in the Gender Mainstreaming and Child Rights Guidelines 2004. and, have no pronounced political orientation.

12 while selecting NGOs for partnership. These criteria include (i) quality of proposal (20%), (ii) experience (8%); (iii) resources (20%); (iv) proximity to the relevant VDC (20%); (v) gender and social sensitivity, reflected in the proportion of female and socially disadvantaged members on the NGO’s management committee; and (vi) proposed contribution to the TA (20%). The PA supported in preparing a scoring list assessing the quality of the proposal.

A PNGO Chairperson (fourth from left) and facilitator (right) with international consultant

With assistance from the Project Advisor, DWD officials prepared a form of agreement specifying the roles and responsibilities of the PNGOs and related payment arrangements. The agreements mentioned the social mobilisation support of PNGO to CBOs for a period of two years. The roles of PNGOs mentioned in the agreement included; carrying out the activities specified in their technical proposals (including participatory wealth ranking of community members, formation of CBOs and subgroups, and assistance to the CBOs in process-oriented training, funds mobilization and planning of income-generating activities), and also helping the CBO to formalize into either a cooperative or NGO during the second year. The agreements specified the total amount to be paid to each PNGO (NRs. 70,000 if working with one CBO or NRs. 100,000 if working with two CBOs) in four instalments. Contributions to be made by the PNGO to support social mobilization, training, savings and credit mobilization, group activities and monitoring were also mentioned in the agreements. The WDOs in Lamjung and Nawalparasi finalized the

13 agreements in consultation with other PIT members, and the agreements were signed by the relevant WDOffs and PNGO representatives by early April 2006. Total contracted amount for 14 PNGOs was 1.4 million NRs. But, during the project period, WDO paid 50 % and remaining 50 % of contracted amount has to be managed by DWD (See Annex-6 for details).

Three-day orientation workshops were held in each district for the selected PNGOs. During the workshop, objectives and the approaches to be followed in the project were shared. Moreover, target group identification process were elaborated. Thus included; Transact walk in the specified wards, community meeting, participatory social and resource map preparation, identification of target households by means of wealth ranking, Need identification, prioritisation of needs, feasibility study (by concerned line agency), and selection of income generating activities. There were six partner NGOs selected in Lamjung to facilitate social mobilisation for eight CBOs13. Please see Annex-1 for the overview of selected partner NGOs and their working areas. During the project orientation workshops, the functions of PNGOs were made clear as follows: • Identify the target group (ultra-poor, socially disadvantaged groups (women and populations) of the selected project area through participatory wealth ranking and prepare a socio-economic profile of the beneficiaries • Facilitate the social mobilization process in the Project area • Form five subgroups (each of 10 households) under one CBO • Facilitate needs identification and prioritization processes related to agriculture and animal husbandry • Provide training to CBOs in: group dynamics, leadership, opportunity analysis, gender and social issues, savings mobilization, financial control, record-keeping, relationship with local bodies, monitoring and advocacy skills • Assist CBOs in institutional capability development • Assist CBOs in networking with other development agencies within the district and beyond.

PNGOs are carrying these tasks in consultation with WDOs. However, due to budget shortfall, PNGO in Lamjung could not organise capacity building training.

3 Identification of Beneficiaries households. The beneficiaries of the project as defined in implementation guidelines are the landless households or households with less than 0.5 hectares of land and no alternative income source exceeding the national poverty line.14 PNGO facilitated to community members and prepared ward wise social map (including resources) where listing of all households irrespective of rich and poor was done.

13 In Lamjung, two PNGOs Jana Chetana and Chakratirtha selected to facilitate two CBOs each and rest four PNGOs were selected to support one CBO each. However, in Nawalparasi district, eight PNGOs were selected to support eight CBOs (one each).

14 The current national income poverty line is NRs. 7,695.70 per person per year. Central Bureau of Statistics. 2005. Poverty Trends in Nepal (1995-96 and 2003-04). Kathmandu.

An example of social map prepared by Indreni PNGO in Nawalparasi

Participatory wealth ranking was done by the community members to identified poorest households and based upon their ranking 50 beneficiaries households were identified. Indicators developed by the PNGOs and communities for ranking households as very poor included landlessness (or very small landholdings), marginal lands with poor productivity, large family size, source of income as wage labor and the short food security period to survive family from own production of food grains. The indicators varied depending on the proximity of the community to a road or highway, the slope and fertility of the land, and other factors. The 0.5 hectare threshold for landholding provided in the Implementation Guidelines was only a starting point for pro-poor targeting. Additional context-specific indicators were developed to identify the poorest households in each community. During field visit, PA supported PNGOs in the facilitation of social map preparation and wealth ranking process.

(a) Group member’s house in Tilakpur, Nawalparasi (b) Dalit group member’s family in Tilakpur Nawalparasi

Domestic consultants including PA rigorously guided to PNGOs during the facilitation of participatory techniques as some of the PNGOs did not have strong skills or experience in participatory appraisal techniques. Mainly, four saving and credit cooperatives of Lamjung and one saving and credit cooperative of Nawalparasi who had very little experience in social mobilisation process were heavily guided by the domestic consultants. They needed substantial help to prepare the social maps and facilitate wealth/well-being ranking. Remaining two PNGOs of lamjung and seven of Nawalparasi were of community development nature and they needed relatively less support from the TA team in comparison to saving and credit cooperatives. Please see Annex-1 for the detailed overview of PNGOs.

From the gender perspective, the share of female and male members contributed 80 and 20 percent, respectively. Similarly, from the participation of various ethnic group perspective, out of 800 beneficiary members, The share of Dalits, Janajatis and Bahun/Chhhtries amounted to 28.5, 40.87 and 26.12 percent, respectively. See Table –1 for details.

Table-1. Overview of Project Beneficiaries by Gender and Ethnicity Lamjung district: Name of CBO Supporting PNGO F M Bra/Che Dalit Janajati Oth. Total Garambesi IG Committee Nava Durga 39 11 16 21 6 7 50 Champawati IG Committee Champawoti 43 7 14 22 14 0 50 Dhamilikuwa IG Committee Sarbodaya 30 20 27 14 5 4 50 Janachetana IG Committee Janachetana 49 1 15 16 19 0 50 Shivalaya IG Committee Janachetana 50 0 3 23 20 4 50 Dudhpokhari IG committee Chaktratirtha 45 5 22 17 9 2 50 Suryamukhi Vocational Committee Chaktratirtha 42 8 6 26 16 2 50 Milan Vocational Committee Janashakti 40 10 7 25 14 4 50 Total Lamjung 338 62 110 164 103 23 400 %age Lamjung 84.5 15.5 27.5 41 25.75 5.8 100 Nawalparasi district:

Sreejanshil users committee NGBK 44 6 5 11 34 0 50 Upakar IG committee Indreni 36 14 15 5 30 0 50 Bhawani Goat keeping committee Rising Star 34 16 3 13 28 6 50

Indreni agriculture committee Dibyapuri 39 11 41 0 9 0 50 Diyalo women upliftment committee Chhahari 37 13 10 6 34 0 50

Poverty upliftment committee CTRD 41 9 19 9 17 5 50 Laxmi women poverty reduction committee Nepal Paryabaran 36 14 1 10 37 2 50 Sahara Women's self reliance committee Sewa Nepal 35 15 5 10 35 50 Total, Nawalparasi 302 98 99 64 224 13 400 %age Nawalparasi 75.5 24.5 24.75 16 56 3.3 100 Total all 640 160 209 228 327 36 800 Percantage all 80 20 26.13 28.5 40.875 4.5 100

During the beneficiaries selection process, first priority was given to poverty followed by caste and groups. In this way, all project beneficiaries were poor where social inclusion was also given priority. Project Advisor backstopped the PNGO in conducting wealth ranking and also monitored the outcome together with WDO staff and TA team.

4. Formation of CBOs. After identifying 800 member households, CBO formation process was facilitated by the concerned PNGOs. Based on the Implementation Guidelines, each CBO was to consist of 50 households (including five subgroups of 10 households each), with at least 30-50% represented by poor women, including those from disadvantaged ethnic groups and castes. In total, eighty subgroups of 10 persons were merged in to 16 CBOs (8 in Lamjung and 8 in Nawalparasi). Each CBO consisted of 10 persons (2 persons from each sub group) and formed CBOs. Domestic consultants provided backstopping to the PNGOs to rectify CBO members in a group meeting. Thus, PNGOs and community leaders ensured that only the

17 poorest households were included in the CBOs. All 16 CBOs in the project district are organising their meeting once in a month.

CBO meeting in Chakratirtha Lamjung

5. Agreement with CBOs. Project Advisor assisted DWD to prepare a form of agreement between WDO and CBO to the implementation of income generating activities. The agreements were finalized by the WDOs in consultation with other PIT members, and were signed by the chair of each CBO, a representative of the PNGO, and the relevant WDOff. The agreements provide that, upon the CBO’s submission of an action plan for income generating activities to the PIT, the WDO will deposit NRs. 175,000 in instalments to a bank account established for the CBO. The bank account was operated in a joint signatures by representatives of the CBO, PNGO and WDO. Of the total amount deposited, the CBO may provide up to NRs. 3,500 to each member to buy two goats per members and remaining 500 NRs per household will be utilised in insurance, breeding male goat purchasing, veterinary medicines supply etc. In total agreement between CBO and WDO amounted to 200,000.00 NRs (4000.00 Nrs. Per household). According to the agreement, each CBO member is required to return the grant amount it has received to the CBO (NRs 3500.00) within 18 months. (Members who have used the TA grant to purchase goats or pigs may instead return a baby goat or pig for each one they purchased.). This returned money or goat will be utilised to pass on to the new members of the CBO. However, till project period, four CBOs each in the district could not receive agreed amount from DWD. DWD is managing from government’s sources (See annex-6 for details).

6. Collection of baseline data. Soon after forming the CBOs, the PNGOs collected socio-economic profile of CBOs using a general format developed by DWD15. The socio-economic profile format includes (i) personal information about the CBO member, including sex, age, ethnic/caste affiliation, religion, marital status and household status; (ii) information about other family members; (iii) information about the person’s CBO and subgroup, and her/his position in the group; (iv) information about literacy and education levels of adults and children in the household; (v) training received during the past three years; (vi) affiliation with other organizations; (vii) nutrition status of children; (viii) water and sanitation facilities; (ix) type of house, land access and use, and sources of fodder; (x) ownership of livestock population; (xi) annual income and expenses; (xii) number of months that the household can survive from its own food grain production; (xiii) roles of men, women and children in the household in terms of economic, reproductive and community activities; (xiv) access of men and women in the household to assets, education, agricultural inputs, market transactions, business services and employment abroad; and (xv) role of men and women in the household in decision making and problem solving.

Poverty Specialist and Project Advisor compiled the base line data collected by PNGOs. However, validity and reliability of these base line data needs to be re- checked with the concerned PNGOs.

Based on the socio-economic data collected by the PNGOs 67 % of CBO members are women and 33 % are men. Based on the same data, 75% of CBO members are from disadvantaged ethnic groups and castes (including about 18.1 % from dalits and 52.5 % from janajati and 4.4 % from muslims and others). 25% are from Brahmin or Chhetry castes, but these are also from the poorest households in their communities. See Annex-2 for details.

Gender Composition of CBO Ethnic Compostion of CBO

Per c ent Per c ent 80 60

60 40 40 20 20

0 0 Lamjung Naw alparasi Bra/Chhe Dalit Janajati Others

Female Male Lamjung Naw alparasi

Figure 1: Chart showing gender and ethnic composition of CBO

7. Identification of control groups. Three control groups were identified as a reference group to assess the performance of the project. These control groups are; Badera village in ward No. 1 and Pharauli village in ward No. 9 of Ram Nagar VDC in Nawalparasi and Lipu village in ward No 9 of Dhamilikuwa VDC in Lamjung. In

15 Base line information format was developed by DWD in cooperation with consultants and ADB.

Badera village, there are 40 households from ethnic minority groups (mainly Tharu and Mushahar). All households were settling on the Government’s land. Thus they do not have their own land. In next control group, Pharauli village, there are 30 households of Horizan (untouchable caste) with few Tharus. Still some households are working as the bonded labour with the landlord’s house. Sharecropping is the common way of farming in Pharauli village. Characteristics of control village in Nawalparasi shows low level of education, small huts with thatch grass’s roof, wage labouring as earning source, and malnourishment of children.

In Lipu village of Dhamilikuwa VDC of Lamjung districts, 37 households were identified as control village. Mixed ethnicity was found in the village (mainly Tamang, Dalits and the Newars). Though agriculture was seen as major occupation of the household member in Lipu, almost all the members has food security less than four months from own production.

While identifying these control villages, domestic consultants discussed with the local PNGOs and the WDO staff. These control group villages were selected following a quick rapid appraisal which showed similar socio-economic settings with the Project beneficiaries. Though, these control groups have received no similar development support so far from external agencies, selecting of control village was difficult as comparing with the project villages differ in some characteristics due to site specific situation and cultural diversity of the rural population.

8. CBO Orientation workshops. After forming eight CBOs in Lamjung and eight CBOs in Nawalparasi district, one-day orientation workshops were organised for the executive members of CBO. In total, there were four workshops (one each per VDC) accommodated all executive members of 16 CBOs. During the workshops, implementation procedure for income generating activities, agreement with Women Development Office, support from line agencies (DLSO and DADO) roles of CBOs, passing on the gift scheme to new CBO members (after receiving benefit) etc. were discussed. The workshops were facilitated by agricultural and veterinarian technicians of DADO, DLSO and WDO staff.

CBO workshop Nawalparasi. CBO workshop Lamjung

TA team supported the WDOffs in designing the contents of the workshops. Project Advisor and Poverty Specialist also facilitated discussions about the process and roles of CBOs during the workshop.

9. Implementation of income generating activities. Identification of income generation activities is the outcome of series of meetings and exercise where target group members participated in the social mobilisation process facilitated by the partner NGOs. Out of the 800 members belonging to 16 CBOs (50 members/CBO), 746 members preferred goat keeping as income generating activities. In Lamjung district, 29 members started vegetable growing (mainly potato cultivation) and rest 371 preferred goat keeping. Similarly, in Nawalparasi district 375 preferred goat keeping followed by 20 members as fish farming and remaining 5 members preferred for pig raising. Income generating activities for vegetable cultivation, fishery and pig raising is growing well. Out of the 746 goat keeping members few are yet to receive fund from the project.

Table-2. Overview of preferred IGA activities by households District Goat Pig Fishery Vegetable Total Lamjung 371 0 0 29 400 Nawalparasi 375 5 20 0 400 Total 746 5 20 29 800

For goat keeping activities, CBO members contributed for the shed construction which is equivalent to 2500 NRs per household under CLDP’s support package.

Immediately after the identification of income generating activities, technical skill training was provided to all CBOs. These training included goat keeping facilitated by DLSO, vegetable cultivation and fish farming training facilitated by DADO. In total seven skill development training were organised in each district. During these training, technical know how on selected income generating activities was shared. WDOs coordinated these training. In Nawalparasi district, DADO organised one day Fishery training to fishery group from it’s own resources. Furthermore, technical supervision was found better in DADO supported income generating activities.

Due to lack of specific planning, DLSOs were unable to provide goats to CBOs. Consequently, goats have to be provided form the project’s fund to the goat raising CBOs. This created extra financial burden to the project. The project has provided 3500 NRs per member to buy two goats which is about half than the CLDP’s support.16 After discussion with the Project Manager of CLDP, DLSOs in both district agreed to provide tagging, drenching, deworming, vaccines and fodder grass. Some of the CBO member’s goat was under tagging being done by DLSO. However till the end of the project period as the project could not provide agreed amount of money, still DLSO’s support is interrupted in few cases.

All 80 groups (800 members) are encouraged to start kitchen gardening. Thus, whoever be the group members keeping goat or not, are also growing some

16 CLDP provided 7500 NRs. For three goat per member at the rate of 2500 each.

21 vegetable where technical support were provided from the District Agriculture Development Office. PNGOs provided vegetable seeds to them on the understanding that the expenses will be reimbursed by the project.

Each CBOs and sub groups are organizing monthly meeting and are collecting monthly savings ranging from NRs. 5 to 30 per person per months. So far, group members are mobilising the saving on a loan basis within group members with an average interest rate of 24 per cent per annum. Active PNGOs like Indreni of Nawalparasi is linking CBOs with the line agencies like DADO from where CBOs are receiving technical support for the fishery groups.

Income generating activities are identified focusing on the interest of the target group as well as available resources such as irrigation facilities, grazing land or close to the forest for grass and fodder, fodder plant in their own land and not completely new for beneficiaries to handle. The identified activities were mainly based on agriculture – fish and vegetables farming and livestock (goat, pig) raising (see, Annex 4).

Goat raising was the most popular activities adopted by as high as 746 members. This popularity was because of its high and easy market prospect, easy to carryout and cultural compatibility. Pig raising was adopted by 5 members, fish farming by 20 members and vegetable farming by 29 members in two districts. The selection of these activities was largely because the Project beneficiaries have traditionally been doing these activities and thus are experienced. These activities are easy to manage and have less risk too. They are sure that this activity gives money in return. These activities are already tested in the locality as farmers in the village had adopted before as well.

Fish pond of two sub group in Tilakpur, Nawalparasi Goat purchased by CBO member in Nawalparasi

Pig raised by a CBO member in Dibyapuri. Kitchen garden established by a group member in Tilakpur

V. LESSIONS LEARNED

The project has piloted an approach on poverty oriented gender responsive service delivery in the agriculture and livestock sectors. The lessons learned from the project are briefed in to the following sub headings; (i) improved institutional linkages between DWD, DOA and DLS at both central and district levels; (ii) partnerships between DWD and local NGOs (iii) CBO capability improvement through income generation activities (iv) Capacity building of WDO and line agencies

1. Institutional linkages. The roles and responsibilities of implementing partners mainly DWD, DLS and DOA, and their respective district offices were explicitly elaborated in the Implementation Guidelines. In order to avoid confusion between the partners, the Implementation Guidelines were further elaborated in the MOU held between DWD, DLS and DOA. Though this MOU has provided a sound basis for interagency coordination especially at the central level, operationalisation at district level remained dubious as DLSOs of Lamjung and Nawalparasi were not able to provide financial inputs (goats) to the project beneficiaries due to lack of planning. In the case of DOA, District Agriculture Development Office supported fish farming group of Nawalparasi by providing transportation facility for fingerlings from the adjoining market of Bhairahawa and also provided technical supervision, and fish farming training to the groups. DLSO in the project district complained that there was no budget planned in the current years plan to support the project. In a meeting with CLDP Project Manager, Project Advisor succeeded to convince CLDP to support minimum technical package from CLDP’s resources.17 Furthermore, technicians from DLSOs and DADO helped to CBOs in facilitating technical training especially in goat keeping, vegetable cultivation, and fish farming.

Participation from concerned agencies at central level committees (PSC & PMC) and participation of respective district level officials at monitoring and implementation level (PIT and GMCC) have involved partner agencies both at the policy level and at the field level. Though this modality worked well, district level line agencies were complaining that it is difficult to quantify the magnitude of technical and financial support in such demand driven activities as the concerned district office could not get time to plan in their annual work plan.

Alternative arrangement for this inter agency cooperation could be to manage minimum budget to be allocated in the project to cover the cost of any financial inputs from line agencies. Programmeable linkages with line agencies could be worthwhile only seeking technical expertise from the line agencies. Further more, like the central level MOU. A MOU at district level can be helpful to establish programmable linkage at the implementation level.

17 Later in September 2006, CLDP instructed to DLSOs to support in the Tagging, vaccination, drenching, deworming and fodder grass to goat keeping group of the project.

2. Partnership between DWD an d local NGOs. The project piloted in Lamjung and Nawalparasi district was of new approach for the Department of Women Development to use NGOs as partner for the project implementation. In total 14 partnership agreements were held between WDOs and the NGOs to provide social mobilisation support for 16 CBOs of 800 households. The partner NGOs are successful to target very poor women and men in the selected VDCs. They helped beneficiaries to organize into CBOs and subgroups. Facilitation of PNGOs for group savings and income-generating activities is going smoothly. However, not all 14 partners NGOs were of the same background. PNGOs from the background of Saving and Credit cooperatives were relatively unskilled in facilitating social mobilisation process. These PNGOs needed constant support from the consultants. As the goal of these cooperatives is to maximise profit from investment, they are not skilful in voluntary works like community development. In future such PNGOs from banking experience should be discouraged. Despite, NGOs with development experience are found skilful in facilitating social mobilisation process. For example, PNGO Indreni in Nawalparasi has established formal linkages between DADO and the fishery group. Thus, partnership with only non-governmental organisation can be effective for future. However, though needed intensive backstopping from the consultants, these saving and credit cooperative also learned to organise groups and facilitating social mobilisation process. In this sense, social maps and participatory wealth ranking process adopted to identified poorest households and organising them into CBOs were interesting for them as well. Majority of the PNGOs are willing to apply these tools on their next programme. Thus, action learning process involved in the PNGOs as well. This can contributed in the capacity development process as well.

Each PNGO assigned one social mobiliser to facilitate social mobilisation process for one CBOs. But, according to them, capacity of social mobiliser was under utilised as he or she had work not more than 15 days for a CBO. If they get chance to work with 3 or 4 CBOs, they can give more attention to the assigned works.

3. CBO capability improvement through Income generating activities. As the poverty (followed by gender and ethnicity) was the main criteria to identify target group worked well by means of participatory techniques, this process was appreciated by the community members, PNGOs and the line agencies. Such process should be continued in future. In the CBOs, both male and female members were included as members which addressed the issue of gender. Majority of female group members were happy to be in group with male members. Male members were found cooperative in maintaining records and coordinating with PNGOs, WDOs and line agencies. Moreover, poor households were feeling comfortable to select available male or female members from their interest. When male members were incorporated in the groups, they were supportive in doing households chores like collecting fodders from the forest and fetching water to allow female to attend meeting. The income generating activities were jointly taken ownership by male and female members of the households. In this way the project has contributed in the improvement in the gender relation within the household level as well. This asset (mixing male and female in a group) should be continued in future.

CBO members are attending meeting once in a month. They are collecting savings from their members and investing for the members. In the long run, CBOs are accumulating fund for self operating. Income generating activities were selected by the CBO members through the process of participatory needs assessment process, Consequently within the CBO group members are adopting various income generating activities like goat keeping and fishery or piggery or vegetable cultivation. The choice of the target group should be given priority in future as well.

Four CBOs each in Nawalparasi and Lamjung districts have not received complete support for income generating. This has created friction within the group as few members have not received financial support for income generation. Respecting agreement between the CBOs and the WDOs, DWD has to manage financial resources to fulfil it’s commitment.

4 Capacity building of WDO and line agencies. Though numerous targets were set in the TA paper for capacity strengthening of DDCs, line agencies and Women Development Offices, due to the limitation of budget, very few activities were implemented for the capacity development of line agencies and implementing agencies.

Immediately after the first instalment released from ADB In February 2006, two days project orientation workshop was held at central level. There were 21 participants representing from DLS, DOA, MLD, DWD and PIT members of the project districts. During the workshop, project objectives, working approach in delivering gender responsive service delivery and possible income generating activities to be supported by the project were intensively discussed. Project institutional framework and implementation mechanism were also discussed.

At district level one workshop held each in Nawalparasi and Lamjung districts on project orientation to WDO and LA staff. DWD organised five days long central level gender mainstreaming training in November 2006 as capacity building training to DWD and line department staffs both at centre and the districts. During this training participants from National Planning Commission, Ministry of Women Children and Social Welfare, Ministry of Local Development, Ministry of Agriculture and Cooperatives, DLS, DOA, DWD and district level PIT members attended the training. During all these training and workshops, both participants and resource persons were arranged from the DWD, DLS and DOA. The project has established a culture of involvement of line agencies both as participants and also as resource persons. Line agencies and WDO staffs were involved in the implementation and monitoring of the project activities through various forums like GMCC, PIT, joint trek, training/workshops for CBOs etc. The tools developed in the project like PNGO selection, backstopping, male/female mixed groups, selection of poorest households as beneficiaries were well discussed in the meeting with the Las. This approach has influenced DDCs, DLSOs, DADOs and DFOs in addressing the issues of poverty, social inclusion and gender responsiveness in

26 their development programme. In this way, action learning process took place within the implementing partners.

However, in order to bring visible impact in the capacity development of implementing and line agencies, provision of budget should be made in the project. Here in the project due to budget shortfall, capacity development was adopted by the process of learning by doing. However, some training and workshops to Women Development Office staff and line agency/DDC staff would bring promising result.

List of References

ADB. 2004. Technical Assistance to the Kingdom of Nepal for Promoting Pro-Poor and Gender-Responsive Service Delivery. Manila.

Department of Women Development. 2005. Annual Progress Report of the Department of Women Development (unofficial translation). Kathmandu.

______. 2006. TA 4353-NEP: First Trimester Progress Report (15 June-15 October 2005). Kathmandu.

______. 2006. TA 4353-NEP: Half Yearly Progress Report (January – June 2006). Kathmandu.

MWCSW. 2004. Working Guideline on Mainstreaming Gender and Child Rights at District Level (unofficial English translation). Kathmandu.

Khanal, Surya P. 2006. TA 4353-NEP: Contract Completion Report (2 April to 31 July 2006). Kathmandu.

McGill, Eugenia. 2006. Assessment of Institutional Linkages, Initial Impacts and Lesson Learned. Kathmandu

Tiwari, Neerala. 2006. TA 4353-NEP: Interim Progress Report (April – July 2006). Kathmandu.

______. 2006. TA 4353-NEP: Contract Completion Report (April – November 2006). Kathmandu.

List of Annexes

Annex 1: Overview of PNGOs and Covering Area Annex-2. An Overview of CBOs by Ethnicity and Gender Annex-3. List of Income Generating Sub-groups Annex-4 Overview of Activities and Expenditures in Programme Activities Annex-5. List of PNGOs and status of payment in NRs. with commitment from WDOS Annex-6. Financial status of CBOs and Commitment from Women Development Offices for Income Generating Activities Annex-7. Disbursement and Liquidatation Status of ADB TA 4353 as of 15 Dec. 2006 Annex-8. Status of TA Activities as of 15 December 2006

Annex 1: Overview of PNGOs and Covering Area

Nawalparasi District Lamjung District S.N Working Coveri Total S.N Address Working Total o PNGOs Address VDCs/Wards ng Hhs Hhs o PNGOs VDC/Wards VDCs/Wards Hhs Hhs Gramin Bikash Ka Lagi Chaktratirtha Saving and 1 Pratibaddha Team (CTRD) 1 credit cooperative Ltd Chaktratirtha- 100 Sunawal Tilakpur - 6 50 Chaktratirtha 7,8,9 Indreni Samajik Bikash Jana Chetana Abhibidri 2 Manch (IFCD) Panchnag 2 Adhayan Kendra Chaktratirtha- 100 250 ar Tilakpur - 2&3 50 Besisahar 3,4,5,6 Nepal Gramin Bikash Kendra Jana Shakti Saving and 3 (NGBK) 3 credit cooperative Ltd. Chaktratirtha- 50 Makar Tilakpur - 1&9 50 250 Chaktratirtha 1,2 Raising Star Community Sarbodaya Sewa Shram development Academy 4 50 (Cooperative) Ramnagar Dhamilikuwa- / Bhumahi Tilakpur - 4&5 50 Tarkighat 3,4 Nepal Paryawaran Champabati Saving and 150 5 Samrakhsan Samaj (NECS) 5 Credit co-operative Ltd Dhamilikuwa- 50 Ramnagar Tilakpur - 7&8 50 Dhamilikuwa 6,8 Chhahari Samudaik Bikash Anarapuri Divyapuri - 6 Kendra, Nepal (CCDC) 2&3 6 Nava Durga Savinga nd Dhamilikuwa- 50 50 credit Co-operativeLtd. Dhamilikuwa 1,2 Divyapuri women saving and 150 7 Credit Cooperative Divyapuri - Dibyapuri 4&5 50 Sewa Nepal Shiva 8 Mandir Divyapuri -9 50 Tot 2 VDCs/14 400 Tot 2 VDCs/15 400 8 PNGOs 6 PNGOs al Wards HHs al Wards HHs

Annex-2. An Overview of CBOs by Ethnicity and Gender

Nawalparasi district

S. CBO Members sex and ethnicity No Name of CBOs Supporting PNGO FMBra/Che Dalit Janajat Others Upakar income IFCD (Indreni Samajik 1 generating committee Bikash Manch) 73 2 3 5 Bhawani Goat keeping Rising star community 2 committee development academy 731270 Sreejanshil users main Nepal Gramin Bikash 3 committee kendra 821090 Laxmi women poverty Nepal Paryabaran (NECS) 4 reduction committee 551090 643160 Poverty upliftment CTRD (Gramin Bikash ka Lagi Pratibadha team) 5 committee Indreni agriculture 55 9 1 0 Dibyapuri women Co-op 6 committee Sahara Women's self Sewa Nepal 7 reliance committee 552071 Diyalo women upliftment CCDC (Chhahari 641171 community development committee 8 center) Total Nawalparasi 49 31 20 7 51 2 Percentage Nawalparasi 61 39 25 8.75 63.75 2.5

Lamjung District

Garambesi income Nava Durga Co-op 1 generating committee 555203 Champabati income Champawoti Co-op 2 generating committee 912260 Dhamilikuwa income Sarbodaya Sewashram 3 generating committee 732260 Janachetana income Janachetana Aabhibridi 4 generating committee ra Bikash 1003250 Shivalaya income Janachetana Aabhibridi 5 generating committee ra Bikash 103250 Dudhpokhari income Chaktra tirtha Sav.& 6 generating committee Cre.Co-op 643421 Suryamukhi vocational Chaktra tirtha Sav.& 7 committee Cre.Co-op 551531 Milan vocational Janashakti Sav&Cre.Co- 8 committee op 641360 Total Lamjung 58 22 20 22 33 5 Percentage Lamjung 73 28 25 27.5 41.25 6.25

Overall Total (Nawalparasi +Lamjung) 107 53 40 29 84 7 Overall percentage (Nawalparasi +Lamjung) 67 33 25 18.13 52.5 4.375 Annex-3. List of Income Generating Sub-groups

A. Nawalparasi Supported S.No Name of the Group IGA VDC/Wards Location NGO 1 Sidartha Samuha, Goat raising Tilakpur -1 Anandanagar NGBK 2 Adarsa Bachat Samuha Goat raising Tilakpur -1 Anandanagar NGBK 3 Manakamana Goat raising Tilakpur -1 Anandanagar NGBK 4 Daunne Bachat Samuha Goat raising Tilakpur -9 Khokharpura NGBK 5 Laxmi Bachat Samuha Goat raising Tilakpur -9 Khokharpura NGBK 1 Samjhana Mahila Samuha Fish Farming Tilakpur - 2 Salbas IFCD 2 Ichchha Mahila Samuha Fish Farming Tilakpur - 2 Salbas IFCD 3 Milan Mahila Samuha Goat raising Tilakpur - 2 Salbas IFCD 4 Unnati Mahila Samuha Goat raising Tilakpur - 3 Pathriya IFCD 5 Pargati Mahila Samuha Goat raising Tilakpur - 3 Pathriya IFCD 1 Milansar Goat Raising Group Goat raising Tilakpur - 5 Basa Rising Star 2 Milijuli Goat Raising Group Goat raising Tilakpur - 5 Basa Rising Star 3 Mahila Jagaran Goat raising Group Goat raising Tilakpur - 5 Basa Rising Star 4 Hasi mata Goat raising Group Goat raising Tilakpur - 4 Bhagada Rising Star 5 Samjhana Goat raising Group Goat raising Tilakpur - 4 Bhagada Rising Star 1 Sirjansil Goat raising Tilakpur 6 Basahi CTRD 2 Parikalpana Goat raising Tilakpur 6 Naiya Tole CTRD 3 Sri Namuna Samuha Goat raising Tilakpur 6 Basahi, Simaltadi CTRD 4 Pragati Samuha Goat raising Tilakpur 6 Shivanagar CTRD 5 Shristi Samuha Goat raising Tilakpur 6 Milanchock CTRD 1 Jamuna Krishak Samuha Goat raising Tilakpur-8 Magarmudha NECS 2 Janashakti Samuha Goat raising Tilakpur-8 Magarmudha NECS 3 Lali Guras Krishak Samuha Goat raising Tilakpur-7 Patakhauli NECS 4 Kamal Mahila Shamuha Goat raising Tilakpur-7 Patakhauli NECS 5 Chameli Krishak Mahila Samuha Goat raising Tilakpur-8 Daniya NECS 1 Bandipur Goat raising Group Goat raising Dibyapuri - 9 Bandipur Sewa Nepal 2 Maulathumki Goat/pig Group Goat raising Dibyapuri - 9 Maulathumki Sewa Nepal 3 Kadampur Goat raising Group Goat raising Dibyapuri - 9 Kadampur Sewa Nepal 4 Mirtung Goat/pig raising Group Goat raising Dibyapuri - 9 Mirthung Sewa Nepal 5 Durga Goat raising Group Goat raising Dibyapuri - 9 Kadampur Sewa Nepal 1 Mahila Utthan Krisi Samuha Goat raising Dibyapuri - 5 Dhokan D/W-Coop 2 Janjagaran Krisi Shamuha Goat raising Dibyapuri - 5 D/W-Coop 3 Chetanshil Krisi Samuha Goat raising Dibyapuri - 4 Kaurani D/W-Coop 4 Brikuti Krisak Mahila Samuha Goat raising Dibyapuri - 4 Kaurani D/W-Coop 5 Bibhuti Krisi Samuha Goat raising Dibyapuri - 4 Kaurani D/W-Coop 1 Pragati Shamuha Goat raising Dibyapuri - 3 Bote Tole CCDC 2 Bihani Samuha Goat raising Dibyapuri - 3 Bote Tole CCDC 3 Chetana Samuha Goat raising Dibyapuri - 2 Bote Tole CCDC 4 Manju Samuha Goat raising Dibyapuri - 3 Dibyapuri - 2 CCDC 5 Basanta samuha Goat raising CCDC

Note: Each sub-group consists of ten members and five sub groups forms one CBO of 50 households.

B. Lamjung District S.N o Name of the Group IGA VDC/Wards Location Supported NGO 1 Annapurna Mahila Samuha Goat raising Dhamilikuwa-4 Sarbodaya Padegaown 2 Dharapani Mahila Samuha Goat raising Dhamilikuwa-3 Thapaliya Gauwn, Sarbodaya 3 Digoparishyan Mahila Samuha, Goat raising Dhamilikuwa-3 Panchyathake, Sarbodaya Gaulitar,Dhamilikuw 4 Karmada Mahila Samuha Goat raising Dhamilikuwa-3 a Sarbodaya 5 Champawoti Mahila Samuha Goat raising Dhamilikuwa-3 kadariya gauwn Sarbodaya 1 Milan Mahila Samuha Goat raising Dhamilikuwa-1&2 Nava Durga 2 Manakamana Mahila Samuha Goat raising Dhamilikuwa-2 Bangechour, Nava Durga 3 Kalika Mahila Samuha Goat raising Dhamilikuwa-2 Garambesi, Bisaltar Nava Durga Dhartigam,Sep 4 Karmada Mahila Samuha Goat raising Dhamilikuwa-1 Bhattadada, Asubote Nava Durga 5 Champawoti Mahila Samuha Goat raising Dhamilikuwa-1 Bagaltar Nava Durga 1 Group No.1 Goat raising Dhamilikuwa-6 Champabati Coop 2 Group No.2 Goat raising Dhamilikuwa-6&8 Mangaltar, Dee, Champabati Coop Vegetable Kadepani ,Kamigau 3 Group No.3 cultivation Dhamilikuwa-6&8 Aapchour Champabati Coop Vegetable Dhungekole 4 Group No.4 cultivation Dhamilikuwa- 6& Shayuli bazar Champabati Coop Vegetable Jamun,Dada, 5 Group No.5 cultivation ,, ,, Champabati Coop 1 Kadamtar Milijuli Samuha Goat raising Chaktratirtha-8 Tinpiple Chaktratirtha coop 2 Gairigauwn Milijuli Samuha Goat raising Chaktratirtha-7 Tinpiple Chaktratirtha coop 3 Kudar Milijuli Samuha Goat raising Chaktratirtha-9 Tinpiple Chaktratirtha coop 4 Mahila Bikas Milijuli Samuha Goat raising Chaktratirtha-8 Tinpiple Chaktratirtha coop 5 Shrijan Milijuli Samuha Goat raising Chaktratirtha-7 Tinpiple Chaktratirtha coop 1 Kumal Gauwn Milijuli Samuha Goat raising Chaktratirtha-9 Tinpiple Chaktratirtha coop 2 Naiya Bikas Milijuli Samuha Goat raising Chaktratirtha-8 Tinpiple Chaktratirtha coop 3 Birauta Milijuli Samuha Goat raising Chaktratirtha-7 Dada Gauwn Chaktratirtha coop 4 Dada Gauwn Milijuli Samuha Goat raising Chaktratirtha-7&9 Dada Gauwn Chaktratirtha coop 5 Shanti Milijuli Samuha Goat raising Chaktratirtha-7 Lose Chaktratirtha coop 1 Manakamana Samuha Goat raising Chaktratirtha-4 Bohoragauwn Janachetana 2 Devisthan Samuha Goat raising Chaktratirtha-4 Bohoragauwn Janachetana 3 Daniswora Samuha Goat raising Chaktratirtha-3 Dhadkharka Janachetana 4 Dhada kharka Samuha Goat raising Chaktratirtha-3 Dhadkharka Janachetana 5 Tari Samuha Goat raising Chaktratirtha-5 Lampata Janachetana 1 Chisapani Samuha Goat raising Chaktratirtha-5 Chaktratirtha-5 Janachetana 2 Satbise Samuha Goat raising Chaktratirtha-6 Chaktratirtha-6 Janachetana 3 Pokhari Samuha Goat raising Chaktratirtha-6 Chaktratirtha-6 Janachetana 4 Alkatar Samuha Goat raising Chaktratirtha-6 Chaktratirtha-6 Janachetana 5 Champabati Samuha Goat raising Chaktratirtha-6 Chaktratirtha-5 Janachetana 1 Nava Jagriti Samuha Goat raising Chakratirtha-2 Jaythok Jana Shakti Coop 2 Champawati Samuha Goat raising Chakratirtha-1& 2 Narsari, Timure Jana Shakti Coop 3 Saraswoti Samuha Goat raising Chakratirtha-1& 2 Regmidanda Jana Shakti Coop 4 Deurali Samuha Goat raising Chakratirtha-1& 2 Naubise, Majuwa Jana Shakti Coop 5 Manakamana Samuha Goat raising Chakratirtha-1& 2 Chapagaun Jana Shakti Coop

Note: Each sub-group consists of ten members and five sub groups forms one CBO of 50 households.

Annex-4 Overview of Activities and Expenditures in Programme Activities DWD WDO Lamjung WDO Nawalparasi Activities No. of Total in No. of Total in No. of Total in Total All Rs. Total in $ Rate Rate Rate event NRs. event NRs. event NRs. Orientation workshop to DWD, DLS 1 96050 96050 0 0 96050 $1,343.36 and DOA staff Orientation workshop to NGO networks 0 1 6500 6500 0 6500 $90.91 Orientation workshop to WDO and LA 0 1 25800 25800 1 25800 25800 51600 $721.68 staff Orientation workshop to selected 0 23140 23140 23140 23140 46280 $647.27 PNGOs 1 1 PIT meeting 0 8 1700 13600 8 1700 13600 27200 $380.42 GMCC meeting 0 3 5650 16950 3 5650 16950 33900 $474.13 PMC meeting 3 5000 15000 0 0 15000 $209.79 PSC meeting 2 5000 10000 0 0 10000 $139.86 Gender mainstreamin training to DOA, 1 117953 117953 0 0 117953 $1,649.69 DLS and DWD staff CBO orientation workshop 0 2 5900 11800 2 5900 11800 23600 $330.07 Payment to 14 PNGOs for social 0 197500 280000 477500 $6,678.32 mobilisation Payment to 16 CBOs for IGA 0 1400000 1380500 2780500 $38,888.11 IGA skill training to CBOs 0 7 4600 32200 7 4600 32200 64400 $900.70 Institutional Development training to 0 0 1000 0 40 1000 40000 40000 $559.44 CBOs by PNGOs PNGO interaction meeting 0 2 4200 8400 4 4200 16800 25200 $352.45 Joint monitoring (review mission) 1 7000 7000 0 0 7000 $97.90 Grand total in Rs. 246003 25 78490 1735890 66 71990 1840790 3822683 Total in US$ (1$=71.5 NRs) $3,440.60 $24,278.18 $25,745.31 $53,464.10 Notes: * For the project period average exchange rate of 1$ = 71.50 NRs has been taken for calculation ** This programme expenditures excludes operating cost of WDOs and Equipments purchased from DWD and WDO. Annex-5. List of PNGOs and status of payment in NRs. with commitment from WDOS First Due Contract 2nd S.N. Name of PNGO HHs. installmen amount in amount instalment District t NRs. PNGO Sarbodaya Sewa Sram Lamjung 50 70000 17500 17500 35000 1 Champawati Saving and Credit Lamjung 50 70000 17500 17500 35000 2 Coorerative Navadurga Saving and Credit Lamjung 50 70000 17500 17500 35000 3 cooperative Janachetana Aabhibridi Ra Bikash Lamjung 100 100000 25000 25000 50000 4 Samiti Chakratirtha Saving and credit Lamjung 100 100000 25000 0 75000 5 Coooperative Janashakti Saving and credit Lamjung 50 70000 17500 0 52500 6 cooperative Total PNGOs Lamjung 400 480000 120000 77500 282500

Amount in $ $6,701.53 $1,685.87 $1,036.79 $3,978.87

Exchange rate: 1$ = …..NRs. 71.18 74.75 71

Nawalparasi district Nepal Gramin Bikash kendra 1 Nawalparasi 50 70000 17500 17500 35000 Chhahari Samidayik Bikash 2 Samiti Nawalparasi 50 70000 17500 17500 35000 Dibyapuri Women Cooprative 3 Nawalparasi 50 70000 17500 17500 35000 CTRD (committed team for rural 4 development) Nawalparasi 50 70000 17500 17500 35000 Nepal Paryabaran Pamaj 5 Nawalparasi 50 70000 17500 17500 35000 Rising Star Saving and Credit 6 cooperative Nawalparasi 50 70000 17500 17500 35000 Indreni Samajik Bikash Manch 7 Nawalparasi 50 70000 17500 17500 35000 Sewa Nepal 8 Nawalparasi 50 70000 17500 17500 35000 Total in Rs. Nawalparasi 400 560000 140000 140000 280000 Total in $ Nawalparasi 8 $7,783.4 $1,966.8 $1,872.9 $3,943.7

Exchange rate: 1$ = …..NRs. 71.18 74.75 71

Grand total in Rs. 16 1040000 260000 217500 562500

Grand total in $ 16 $14,484.9 $3,652.7 $2,909.7 $7,922.5

Total dues to PNGOs for social mobilisation $7,922.5 Total dues to CBOs for income generating activities $3,445.6 Total due (PNGOs + CBOs) $11,368.1 Annex-6. Financial status of CBOs and Commitment from Women Development Offices for Income Generating Activities Due amount for 3rd. S. First payment Second payment Payment Total all CBO District in No. in $, @74.75 in [email protected] in Rs. in Rs. [email protected] in Rs. in Rs. in $ Rs. Rs. Champawati income generating 1 Lamjung 150000 $2,006.69 0 $0.00 35500 $498.25 185500 $2,504.93 committee Janachetana income generating 2 Lamjung 150000 $2,006.69 0 $0.00 35500 $498.25 185500 $2,504.93 committee Garam Besi income generating 3 Lamjung 150000 $2,006.69 0 $0.00 35500 $498.25 185500 $2,504.93 committee Dhamilikuwa income generating 4 Lamjung 150000 $2,006.69 0 $0.00 35500 $498.25 185500 $2,504.93 committee 5 Shivalaya Community committee Lamjung 5000 $66.89 195000 $2,736.84 0 $0.00 200000 $2,803.73 6 Suryamukhi vocational committee Lamjung 5000 $66.89 195000 $2,736.84 0 $0.00 200000 $2,803.73 7 Dudhpokhari vocational committee Lamjung 5000 $66.89 195000 $2,736.84 0 $0.00 200000 $2,803.73 8 Milan Byabasaiyik Samiti Lamjung 55000 $735.79 145000 $2,035.09 0 $0.00 200000 $2,770.87 Total Lamjung 670000 $8,963.21 730000 $10,245.61 142000 $1,992.98 1542000 $21,201.81 Nawalparasi District 1 Sahara Self reliance women group Nawalparasi 150000 $2,006.69 10500 $147.37 25000 $350.88 185500 $2,504.93 2 Sirjansil Users group Nawalparasi 150000 $2,006.69 10500 $147.37 25000 $350.88 185500 $2,504.93 3 Upakar IGA committee Nawalparasi 150000 $2,006.69 7000 $98.25 28500 $400.00 185500 $2,504.93 4 Laxmi Mahila Garibi Nibaran Samiti Nawalparasi 150000 $2,006.69 10500 $147.37 25000 $350.88 185500 $2,504.93 5 Bhavani Goat keeping committee Nawalparasi 0 $0.00 185500 $2,603.51 0 $0.00 185500 $2,603.51 6 Indreni krishi Samiti Nawalparasi 0 $0.00 185500 $2,603.51 0 $0.00 185500 $2,603.51 7 Garibi Utthan Samiti Nawalparasi 0 $0.00 185500 $2,603.51 0 $0.00 185500 $2,603.51 8 Diyalo mahila Uthan Samiti Nawalparasi 0 $0.00 185500 $2,603.51 0 $0.00 185500 $2,603.51 Total CBOs Nawalparasi 600000 $8,026.76 780500 $10,954.39 103500 $1,452.63 1484000 $20,433.77

Total(Lamjung+Nawalparasi) 1270000 16989.9666 1510500 21200 245500 $3,445.61 3026000 41635.5806 Annex-7. Disbursement and Liquidatation Status of ADB TA 4353 as of 15 Dec. 2006

Expenditures for liquadation as per SOE Amount received from ADB submitted to ADB Balance Exchang Exchan Exchang Date US$ NPR Date US$ NPR Date US$ NPR e rate ge rate e rate 1st 1st. liquadation installment 12,955.00 71.18 922,090.00 8,945.69 71.18 636,722.00 16-May-06 0.00 71.18 0.00 16 May 06 March, 2006 2nd. 2nd liquadation 11 Installment 22,490.00 74.75 1,681,127.50 4,009.31 71.18 285,368.00 0.00 71.18 Sept.2006 July, 2006 11 Sept.2006 0.00 2nd liquadation 11 18,862.72 74.75 1,409,988.00 September 06 11 Sept.2006 0.00 0.00 Total 2nd Total 35,445.00 2,603,217.50 22,872.02 1,695,356.00 0.00 liquadation 11 Sept.2006 0.00 3rd liquadation 74.75 64,100.00 18 Sept.06 857.53 18 Sept.06 0.00 3rd. 4th liquadation.7 Installment 74.75 Dec.2006 Nov.2006 24340 71.25 1734225 2769.76 207039.56 07-Dec 0.00 4th liquadation.7 71.25 Dec.2006 21899.88 1560366.45 total 4th liquadation 7 Dec.06 24669.64 1767406.01 Balance Total All Total all 57,344.88 4,163,584.01 59,785.00 4,337,442.50 7 Dec.06 2,440.12 173,858.49 Notes* SOE of remaining balance of NRs 173858.5 is coming in to DWD from the Districts.

Annex-8. Status of TA Activities as of 15 December 2006

Design Summary Performance Targets/Indicators Progress as of end-November 2006 (from TA paper) (from TA paper) Goal: Institutionalize an % of poor women and disadvantaged DADO and DLSO are supporting CBOs from approach to pro-poor ethnic groups and castes benefiting their own programs (slow and limited support to and gender-responsive from VDC, DDC, DLS and DOA date by DLSO/Nawalparasi). service delivery. supported programs increased compared with 2003 fiscal year. Purpose: Develop the capacity of At least 800 poor women and men with All 8 CBOs (400 persons) in Nawalparasi have women and men 30-50% from disadvantaged ethnic received institutional development training; 300 beneficiaries, and line groups and castes will have participated persons in Lamjung and 200 persons in agencies and local in training by January 2006. Nawalparasi have received training in goat- bodies, to promote pro- raising, fish-farming or vegetable cultivation. poor and gender- responsive service All district gender subcommittee Gender mainstreaming training for central line delivery in the members will have participated in agency staff and district GMCC members, agriculture/livestock capacity building training by July 2005. including WDO, DLSO, DADO and LDO officials, sector. was held in November 2006. Capacity building training is provided to DLSO, DADO and WDS by July 2005. Not done at district level due to budget shortfall. Outputs: (i) Improving CBO CBO selection is completed by CBO formation process began in April and was capability through action November 2004. completed in July 2006. learning Due to limited funds, only 400 households a. Community-level All approved quick–impact projects are initially started income generating activities in quick-impact agricultural implemented by October 2005. August 2006. Remaining 400 households started and livestock activities income generating activities from first week of implemented. December 2006.. b. Increased CBO NGO partners provide training on group PNGOs have provided five training events on organizational capacity. dynamics, leadership, opportunity most topics to CBOs in Nawalparasi. Not done in analysis, gender and social issues, Lamjung. c. Improved poor rural savings mobilization, financial affairs, livelihoods. record keeping, monitoring, relationship with local bodies, etc. by January 2006. CBO members (mainly poor women) in Nawalparasi have been trained in leadership Number of poor women trained in development; none in Lamjung have been leadership increased. trained. CBO rules and regulations are socially CBOs were organized with attention to gender inclusive and gender- responsive. and social inclusion concerns. Where Ethnic minorities and poorest of the poor are included in the CBOs. CBOs (in support of PNGOs)are preparing socially inclusive and gender- responsive constitutions.

Average incomes of participating Change in average incomes is not yet visible, but households increased compared with all CBOs have collected savings and interest those at start of TA activities. from internal loans, and ownership of goats (including newborn kids), pigs and fish fingerlings by CBO members has increased.

Change in dietary status is not yet visible. Kitchen gardens are at growing stage from the vegetable seeds provided to CBO members. Dietary status of children significantly Increased vegetable availability can improved improved. nutrition.

Page 1 of 3 Design Summary Performance Targets/Indicators Progress as of mid-December 2006 (from TA paper) (from TA paper) (ii) Building WDS 90 % of CBO members are from About 74% of CBO members are from capacity for disadvantaged ethnic groups and castes. disadvantaged ethnic groups and castes, and all mainstreaming poverty are from poorest households in their VDCs (based and gender concerns in on participatory well-being ranking). sector programs and projects NGO partnership agreements to assist Agreements have been signed with 6 NGOs in each CBO are signed by October 2004. Lamjung and 8 NGOs in Nawalparasi in April a. WDS capacity to 2006. identify poverty and gender concerns in Socio-economic profiles of beneficiaries Baseline information was collected by PNGOs and agriculture and disaggregated by gender, ethnicity, and compiled by national consultants. Project advisor livestock sectors caste are prepared by PNGOs for each handed over to the DWD and DWD has to share strengthened. participating CBO and maintained at with the central and district level line agencies. WDS, with copies submitted to DWD, DLS and DDC.

b. WDS ability to WDS completes performance reports for Progress reports of PNGOs have been discussed monitor NGO each partner NGO. in PNGO meetings. Payment to PNGOs has been performance enhanced. done based on the performance report assessed by the PIT.

WDS has established and maintains a list WDOs have registered PNGOs and other of potential NGOs. potential NGO partners.

None of the projects have been completed to Project completion report of each CBO date. quick-impact activity is prepared by WDS and submitted to DWD. Financial management training is Not done due to budget deficit. provided to WDS by September 2004.

SOEs are prepared and submitted to SOEs have been submitted (with some delays). DWD. However final SOE is yet to be submitted. (iii) Building capacity of DWD gives gender capacity building Gender mainstreaming training for central line local bodies and line training to DLSO, DADO and DDC. agency staff and district GMCC members was agencies held in November 2006. a. Identification of an DLSOs, DADOs and DDCs are addressing approach to DLSO, DADO and DDC can provide pro- poverty and gender concerns through support for systematically poor and gender-responsive programs this TA and through their regular programs. mainstream gender in the and activities. agriculture and livestock sectors. DDC planning and budget allocation DADOs and DLSOs are provided technical and b. Gender sub- reflect more inclusive programs/projects financial support to CBOs. DDC staffs are committees established in compared with those in 2003. sensitized for poverty and gender responsive the DDCs of project activities. districts. c. Strengthened capacity CBOs actively participate in gender CBOs are not involved in the GMCCs. of line agencies and local subcommittees of DDC. bodies to mainstream gender and poverty concerns. Line agencies are committed to apply good Poverty and gender-related good practices on poverty and gender as learned from practices are identified. this TA.

WDOs, DADOs and DLSOs disaggregate basic Data is disaggregated by gender, ethnicity quantitative data by gender, ethnicity and caste in

Page 2 of 3 and caste by WDS, DLSO, DADO and at least some programs/projects (e.g., this TA, DDC. CLDP); extent of use of gender-specific indicators (e.g., on activities, assets and decision-making) is unclear.

A number of CBOs have accessed funds Not done (locally elected bodies are not from their VDC and DDC. functional; VDC secretaries viewed CBOs are relatively privileged and not entitled to additional VDC support). (iv) Project management Agreed number of staff are seconded to Two persons each in the DWD and the TA services WDS and assigned to work for the districts have been assigned to support the project by July 2004. project. a. Road map for scaling similar activities PSC meetings are held at least once Two PSC meetings and three PMC meetings prepared. every four months. were held.

b. Policy decision for Performance of CBOs with and without Project Management Specialist (International intersectoral cooperation (control group) project inputs is consultant) assessed the CBO performance in on gender assessed by January 2006. relation to the control groups. mainstreaming taken by project steering Road map for scaling up is prepared and Done by International consultant committee (PSC). shared with PSC by January 2006.

Two central and three district workshops So far two central and one district-level are held by December 2006. workshops have been held (for project orientation and training, not dissemination).

Report on good practices is prepared Report on good practices are identified by and submitted to PSC. international consultant. Needs to be shared at inter-department level.

Submission of trimester progress Done regularly reports to ADB and PSC is timely.

Activity Level

Design Summary Performance target Progress as of mid-December 2006 (from TA paper) (indicators from TA paper) a. Develop selection criteria for NGOs. Done (see Implementation Guidelines). b. Orient partner NGOs on project Done (project orientation workshops held in objectives. Lamjung and Nawalparasi). (i) Improving CBO c. Identify and select partner NGOs and Done (see minutes of PIT meetings and contrct capability through action CBOs. between WDOs and PNGOs/CBOs). learning d. Assist CBOs to identify quick impact Done (see PNGO progress reports). subprojects. e. Assess training needs of CBOs. Informal assessment done (based on limited training budget). a. Establish project office in WDO. Done. (ii) Building WDO b. Form district committee comprising Done (see minutes of PIT meetings; also capacity for representatives of WDO, DLSO, DDC includes DADO and DFO; chaired by LDO, mainstreaming poverty and VDCs, chaired by WDO. representing DDC). and gender concerns in c. Assess training already received by Informal assessment done. sector projects WDO. d. Visit potential areas for implementing Done (joint agency trip in Lamjung; WDO/project quick impact activities. consultant trip in Nawalparasi).

Page 3 of 3 e. Assess potential NGOs and provide Done (see minutes of PIT meetings; project orientation on project objectives. orientation workshops held in Lamjung and Nawalparasi).

a. Organize workshop to disseminate Done (part of project orientation workshops and (iii) Building capacity of CLDP/DLS model to PSC, central and central gender mainstreaming workshop). local bodies and line district project staff. agencies b. Conduct gender organizational audit Not done due to budget shortfalls. of DDCs. c. Form and strengthen gender GMCCs have been established and function has subcommittees of DDCs. been enhanced by supervision of TA activities. d. Assess capacity development needs Informal assessment done. and provide training. a. Form PSC. Done; two PSC and three PMC meetings have (iv) Project management been held.. services b. Prepare and approve an operating Done (see MOU and Implementation modality between DWD, DLS and DOA. Guidelines). c. Prepare a work plan and Done. implementation schedule. d. Depute DWD director as project Done. manager. e. Assign workspace for TA consultant Done. at DWD. f. Identify training needs of all Informal assessment done. stakeholders at central and district levels.

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