Annual Progress Report – Part I

1. Overview of the Project The overall objective of this integrated, area-focused, project is to contribute to local peace building and restoring the foundations for sustainable livelihoods in Central Tarai districts of Mahottari, Sarlahi and Rautahat. The focus is on improving household/community livelihoods and local economic recovery, enhancing social cohesion, strengthening village and district level local government and non-government institutions for supporting livelihoods initiatives, and empowering women.

Because of the negative impacts of natural disasters and conflicts in Nepal, the programme pursues its goal through ‘Do No Harm’ (DNH), disaster risk and conflict prevention lens, whereby conflict and hazard mapping are at the core of the livelihood assessments, strategy development, and implementation processes. Livelihoods recovery initiatives through community mobilization have been carried out to create platforms to bring communities together to promote social harmony and peace.

The programme targets mainly women, youth, conflict-affected, poor, and other socially excluded and disadvantaged communities and households. The project activities are in line with the policies of the Government of Nepal (GoN) and are implemented in collaboration with local government, relevant district line agencies, non-governmental organization (NGOs), community based organizations (CBOs), and community organizations in the form of youth clubs, women’s groups, user groups, etc. and monitored and administered by a team of technical experts.

The project was approved in August 2009 and the project office was setup in Jaleshwar, District Headquarters of Mahottari by mid-October the same year. While the first half of 2010 saw new staff continuously joining the LRP team, the arrival of the International Livelihood and Recovery Advisor in October 2010 completed LRP’s Programme Management team.

The Project has adopted a phase-wise approach to implementing the project whereby 104 village development committees (VDCs) (38 in Mahottari, 33 in Sarlahi and 33 in Rautahat) were covered in 2010.

The project is guided by the principles of conflict prevention and risk reduction, gender equality and women’s empowerment, social inclusion, and community-centered approach described in UNDP’s Early Recovery Policy document. Geographically, it is targeted at a region of the country where armed groups are still prevalent, where prevalence of gender-based violence is high, and where natural disasters in the form of floods are an annual event affecting thousands of people. This project is one of the initiatives through which UNDP Nepal is promoting local peace using livelihood support as an entry point to directly support the communities to have better livelihood outcomes.

2. Key Results in 2010 Summarize three major results achieved in 2010, emphasizing changes in development conditions and/or people’s lives. Explain how these interim results are leading towards the overall intended results of the project. (You may wish to report on some cumulative results 2008-2010.)

1. The inclusive social mobilization approach initiated with Vulnerable, Excluded and Economically Deprived (VEED) people as reflected by 90% beneficiaries are women, 59 beneficiaries are Dalit and more than 80% decision making positions in community groups is occupied by women. 2. Community infrastructures have complemented to the social mobilization process whereby, firstly, the communities were assisted with construction and rehabilitation of community space that brings them together at one platform; secondly, VEED community who are vulnerable during frequent floods have access to an emergency shelter; thirdly, 44,218 person-days short-term employment were generated that benefitted more than 13,000 VEED households. 3. The youth groups’ engagement in actively promoting peace through various activities such as, street plays/dramas, dialogues with communities, sports & socio-religious and cultural events based on peace themes have created an environment of social cohesion, togetherness and motivation to be engaged in productive and peaceful activities.

2 Acronyms

APR Annual Progress Report BCC Behaviour Change Communications CBOs Community Building Organisations CI Community Infrastructure CTEVT Council for Technical and Vocational Training DDC District Development Council DEEU District Energy and Environment Unit DEES District Energy and Environment Section DIM Direct Implementation Model DLCC District Livelihood Coordination Committee DPRs Detailed Project Reports ER Early Recovery GBV Gender Based Violence GSI Gender and Social Inclusion HHs House Holds IGA Income Generation Activity IGA NGO Partner NGO involved for income generating activities IIF Income Improving Facilitator LA Livelihood assessment LRP Livelihood Recovery for Peace LTA Long Term Agreement ME Micro Enterprise MIS Management and Information System MoU Memorandum of Understanding NGOs Non-Governmental Organisations PALs Peace and Livelihood Facilitators PLA Participatory Learning and Action PMU Project Management Unit SSA Special Service Agreement ToR Terms of Reference ToT Training of Trainers TT Technology Transfer UC Users’ Committee UNDP United Nations Development Programme UNFPA United Nations Fund for Population Activities VDC Village Development Committee VEED Vulnerable, Excluded and Economically Deprived YC Youth Club YV Youth Volunteer

3 3. Achievements against Annual Work Plan (Annual Targets & Activities)

Achievement (against Financial Annual Targets Annual Targets) Planned Activities Achievements (against activities & actions) Fund Budget Budget Expenditure Code $ (estimated) Livelihoods assessment • Livelihood Activity Result 1: 26941 71200 520,00.00 0.00 (including analysis of assessment (LA) of Communities are UNDP 71300 5,200.00 17,087.32 the vulnerability 175 VDCs completed; mobilized for improved 71600 17,736.00 7,751.07 context and conflict 115 reports accepted social cohesion, local 72100 238,109.00 187,384.35 and hazard mapping) and comments peace building, and 72200 0.00 10,951.14 completed in 175 VDCs forwarded to livelihood choices for 72400 0.00 4,806.20 and results shared with Samuhik Abhiyan on individuals, households 72500 6,630.00 4,732.91 stakeholders; the remaining and communities. 72600 5,4670.00 0.00 400 Community Groups reports, since final 73400 0.00 284.30 formed and entered reports were not 74200 13,250.00 4,353.81 into the process of submitted by the LA 74500 23,838.00 18,109.24 empowerment and NGO, the final capacity building; payment of the NGO Total 411,433.00 225,460.34 104 youths received has been postponed. Action a: Understanding Assessment and Mapping: In addition to Livelihood CTEVT certificate in • 350 groups with local issues and livelihood assessment, Peace and Livelihood Facilitators (PALs) social mobilization average size of 29 strategies: prepared resource and vulnerability map of the 104 households formed i. Assessment and Mapping village development committees (VDCs) of Sarlahi, in 104 VDCs of (to identify root causes of Rautahat and Mahottari. Together with local Sarlahi, Rautahat and poverty and exclusion, and communities, they identified and prioritized poverty Mahottari. 100 identification of needs and pockets of the VDCs where social mobilization and youths were trained issues) other project activities are being conducted. under the social ii. Rapid labour market Underlying causes of poverty and community needs mobilization assessment; and issues were identified and prioritized which are mentorship iii. Capacity of Peace and being addressed in a phase wise manner through programme. The Livelihood Facilitators Participatory Learning and Action (PLA) sessions plan was to train 104, (PALS) and youth (conducted once in a week in each of the community however, 4 of them volunteers built. groups. dropped out due to Rapid labour market assessment: Postponed as we did personal reasons. not get suitable consultant to conduct the study. Certificates were Capacity building of PALs and Youth Volunteers (YVs): issued to those Training on social mobilization (LRP Modality), ‘DO No youths who Harm’ (DNH), PLA sessions conducted for 104 Poverty completed the and Poverty and Livelihood (PALs) facilitators of programme. Mahottari, Sarlahi and Rautahat. Besides, training on different themes like community infrastructure, Income Generating Activities (IGAs), Youth club, Gender and Social Inclusion (GSI) and rural energy implementation procedures and guidelines were conducted for them through the monthly reflection,

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Achievement (against Financial Annual Targets Annual Targets) Planned Activities Achievements (against activities & actions) Fund Budget Budget Expenditure Code $ (estimated) planning and capacity building events. Similarly social mobilization training for YVs of the districts was conducted; regular capacity assessment and capacity building of YV were done by the partner organisations. Though several methods of need assessment were taught to PALs; gap for a comprehensive community need assessment tool was realized. The LRP team is likely to develop such tools and train PALs again on it in 2011. Communication materials: These were prepared as required materials to enhance capacity of PALs. Hand book on social mobilization finalized and will be distributed to partner organisations, PALs and other relevant stakeholders;. Handouts for PLA sessions are also being finalised. As an advocacy tool on livelihood recovery for peace, production of a documentary film in on-going and due to be completed early 2011. M and E Framework: To undertake systematic monitoring and evaluation the M&E framework has been further refined based on continued discussion/consultations among stakeholders. Baseline study: In order to track the achievement of the project contribution at the outcome level, a baseline study has been pursued. For this to materialise, the work was divided into 3 parts. First, based on the household information and ethnic diversity an expert statistician designed a sampling frame including sample size and households to be interviewed. Second, a consultant was hired to design household survey questionnaire and write the report. Third, based on the questionnaire service of a firm was procured to undertake field interviews, data entry and production of data tables. By December 2010, sampling design, questionnaire design and selection of data collection and entry firm completed. Action b: Mobilization for Community Mobilization NGOs: To facilitate the collective action on peace, community mobilisation process the partner NGOs social cohesion, and were hired for Mahottari, Sarlahi and Rauthat for 2010. livelihoods recovery. As envisaged in the LRP Project Document, 104 Peace and Livelihood Facilitators (PALs) were recruited through the partner NGOs, provided with 8 days of residential training of social mobilisation and were

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Achievement (against Financial Annual Targets Annual Targets) Planned Activities Achievements (against activities & actions) Fund Budget Budget Expenditure Code $ (estimated) deployed in all 104 project VDCs. The PALs have done a very good job of organising people and bringing social cohesion in the communities. In addition, the community mobilisation work has built a sound platform or foundation upon which a number of other LRP activities were undertaken, such as, participatory learning and action (PLA), community infrastructure construction, etc. (please see details in the next section). As the contract between UNDP/LRP and partner NGOs were until 2010 December only, a long term agreement (LTA) process has been freshly ensued. As the LTA process may take longer, no cost extensions of contract to utilize unspent fund with the NGOs was processed to extend until late January 2011. It is expected that the LTA process will be completed by then.

Youth clubs: Youth being an important element for peace and harmony in the community, LRP has envisioned support to youth clubs. In 2010, LRP entered into agreement with 59 VDC level youth clubs although the plan was for 71. The key reason being the unavailability of qualified youth clubs in each of the working VDCs in Sarlahi and Mahottari. Youth clubs have accomplished all the activities as per the plan (events on peace and social cohesion i.e. Peace Conversation, Social/cultural events celebration for local peace, celebration of inter/national day, peace events for school going youths, sports). Fifty percent of YCs has submitted final reports already and remaining will submit by mid of February 2011.

156 new community 151 community Activity Result 2: New 26941 71400 0.00 2,735.00 infrastructures built or infrastructure projects community UNDP 71600 6,300.00 1,323.48 rehabilitated to were launched and infrastructures built and 72100 920,365.00 984,889.49 enhance livelihood completed in CGs damaged and degraded 73300 0.00 488.09 assets, create short- through DDC: LDF ones rehabilitated to 74500 0.00 3,923.04 term employment. which constructed and benefit the entire rehabilitated 671 units community and create of community employment infrastructures. These Total 926,665.00 993,359.94 are benefiting 13,741 Action a: Designing new • For the construction/rehabilitation of community

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Achievement (against Financial Annual Targets Annual Targets) Planned Activities Achievements (against activities & actions) Fund Budget Budget Expenditure Code $ (estimated) HHs and creating a community infrastructure infrastructures (CI), UNDP/LRP entered into short-term employment and rehabilitating old ones Memorandum of Understandings (MOUs) with the 42,565 person days to generate short-term District Development Committee: Local (skilled 12,984 and employment Development Fund (DDC: LDF) of Mahottari, Sarlahi unskilled 29,580 person and Rautahat Districts (government agency) for the days). year 2010. . The MOUs also comprised of specific implementation guidelines, such as, conducting Through village needs assessment, formation of user committee greening and tutorial (UC), preparation of detail project reports (DPRs) for support activities some construction or rehab of community infrastructures, 1,653 skill person days fund flow mechanism, maintaining transparency of work was generated and accountability through public charter and for 65 families. public auditing, and regular monitoring and supervision. Thus, through CI and • As per the guidelines in the MOUs, the community youth club activities a women and men in their groups, together with the total of 44,218 person PALs and LDF staff, carried out need assessment days (skilled 14, 638 and and identification of CIs relevant for their locality. unskilled 29,580) • DPRs for identified CI were prepared by LDF and benefitting 13,806 approved by LRP community infrastructure Households. specialist. • User committee of the community groups (CGs), PALs, LRP PMU and LDF collaborated to implement the CI projects. These CI works were labour intensive providing many women and men short- term employment opportunities. • As of December 2010, a total of 151 CI projects were completed of which 38, 33 and 20 VDCs were implemented in Mahottari (64 projects), Sarlahi (67 projects) and Rautahat (20 projects) respectively. A total of 671 units of infrastructures were newly constructed and/o rehabilitated. Project Operations Activity Result : 3. Management Programme Support Expenses

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Achievement (against Financial Annual Targets Annual Targets) Planned Activities Achievements (against activities & actions) Fund Budget Budget Expenditure Code $ (estimated) Action a: Project Office Office setup: The project office has been set up at 26941 61300 0.00 18,534.33 equipped with staff and Jaleshwor, Mahottari on a cost-sharing basis with UNDP 62300 0.00 6,314.00 facilities UNFPA; field offices have been set up at Malangwa and 63300 0.00 290.00 Gaur. 63500 0.00 1,668.09 Procurement: Most of the procurements are done; two 64300 0.00 23,255.35 more vehicles are likely to arrive within 2011. 65100 0.00 982.05 Staff recruitment: All staffs including international 71400 248,000.00 205,044.07 advisor are on board. The LRP team now consists of : 71600 16,000.00 19,803.49 National Project Manager 1 72200 87,310.00 80,379.75 Thematic specialists- 6 72400 15,000.00 11,328.80 Admin and finance staffs-3 72500 5,000.00 4,451.19 District Project Coordinator -3 72600 0.00 70.07 Communication Officer -1 72800 13,000.00 12,190.43 MIS Associate – 1 73100 25,400.00 17,036.33 Driver - 3 73400 25,000.00 23,383.18 Messenger - 1 73500 0.00 2,573.06 International Advisor – 1. 74200 0.00 9.12 74300 0.00 530.82 74500 101,894.00 44,289.48 Total 536,604.00 472,133.66 1600 ultra-poor HHs • IGA grants Activity Result 4: The 26941 71300 0.00 423.80 will have access to transferred to poorest and most UNDP 71400 0.00 720.00 sustainable IGA 131community vulnerable individuals 71600 10,000.00 746.00 activities; groups benefiting and households have 72100 34,280.00 65,330.00 30 appropriate 3750 households. improved assets for better 72200 2,000.00 0.00 technology transferred • Similarly grants for livelihood 72500 0.00 67.04 60 women will get part 30 appropriate 72600 602,583.00 496,583.27 time employment to technologies 74200 -6,000.00 1,374.22 provide after school transferred to 30 CG. 74500 0.00 566.02 tutorial support. • Off school tutorial Total 642,863.00 565,810.97 support to the Action a: Improved • In order to identify potential IGA/ ME and children of CG livelihoods diversity, Technology Transfer (IGA/ME/TT) activities, conducted through capabilities and UNDP/LRP entered into agreements with local the Youth Clubs in 59 empowerment at the qualified service providing NGOs for Mahottari and VDCs under which household level Sarlahi through a competitive process. As the they have hired community mobilization process (which forms tutors (79 women foundation for this activity) was delayed in and 51 men) and Rautahat, selection of IGA/ME/TT service provider classes are being has been postponed. conducted. • Under the selected NGOs, Income Improving Facilitator (IIF)-10 for Mahottari and 9 for Sarlahi -

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Achievement (against Financial Annual Targets Annual Targets) Planned Activities Achievements (against activities & actions) Fund Budget Budget Expenditure Code $ (estimated) were recruited and oriented on activities. There are several CGs who need IGA supports, however, only 131 CGs were prioritized. • Based on the action plan, UNDP entered into grant agreements with 131community groups. Funds from UNDP have been transferred to the group bank accounts of the CGs. The grant agreement has made specific provisions for the release of fund for the procurement activities of IGA/ME/TT based on the business plan of CGs. Grants utilization will happen in 2011and diverse IGA/ME/TT activities will flourish. • The opening of bank accounts in the name of CGs happened to be a life time experience for the CGs which has shown some good indication of empowerment and expected to help in their future development initiatives. Action d: Provision of inputs Village greening and tutorial support programme: for improved living • MOU signed with 59 YC/Local NGOs of Mahottari conditions at the household and Sarlahi followed by their orientation for level carrying out various livelihoods for peace activities. • Youth Club/Local NGOs completed implementation of Tutorial support and Village greenery programme due to which 15,500 HHs have benefited by planting 77,500 saplings of Mango/Litchi/Jackfruit/ Fodder and fuel wood. For this to happen 59 Agro-forestry mid level technicians were mobilized in the plantation activities and 472 working days employment generated. • Total 177 persons including 70% women engaged as part time tutor (2 hours a day per tutor for three months). More than 75% of the tutors were from so called Dalit and poor families. • 3550 Children of VEED community benefited by receiving tutorial classes at their communities. Rural Energy Programme: • For rural energy promotion in the project villages, UNDP/LRP entered into MOUs with District Energy and Environment Unit/Section (DEEU/DEES) of DDCs of Mahottari, Sarlahi and Rautahat Districts. This would also allow to leverage resources from

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Achievement (against Financial Annual Targets Annual Targets) Planned Activities Achievements (against activities & actions) Fund Budget Budget Expenditure Code $ (estimated) government’s national rural energy programmes ; • A total of 525 HHs of VEED Community in three programme districts where electricity is not available have benefited with solar Tuki (two lamps per households). For this, 33% of total cost of solar Tukis was mobilized from the government’s subsidy through the Alternative Energy Promotion Centre (which is government’s apex body for rural energy promotion in Nepal). Gender disaggregated • Gender Activity Result 5. 26941 71600 0.00 2,604.00 data for 104 VDCs for all disaggregated data Women’s empowerment UNDP 72100 14,300.00 0.00 LRP activities collected; for all LRP activities enhanced and gender 72500 0.00 336.12 57 WRF will be formed, regularly collected equality promoted 74200 6,000.00 0.00 empowered and and updated on the 74500 0.00 14,623.33 capacited; data base system Total 20,300.00 17,564.10 women activism/ day created on Microsoft Action: b. Promoting celebrated; • LRP envisioned WRF as an important and strategic Access based Women’s Empowerment, BCC material will be vehicle for women’s empowerment, gender software. Gender Equality and Social developed/ printed and equality and social inclusion. As planned one WRF • LRP working partners Inclusion distributed; per VDC was to be formed. In order to proceed with have been trained on this activity, LRP trained the PALs on the formation the data base soft of WRF. The youth volunteers were also included in ware. the training. In 2010, 71 WRFs were formed in • 71 WRF (Women Mahottari and Sarlahi districts. In case of Rautahat, Rights Forum) in due to delayed recruitment of PALs and YVs, they Mahottari and were only trained on WRF formation but formation Sarlahi formed. did not happen. • Preparation of BCC • 71 WRF members received ‘Training of Trainers materials has (TOT)’ on gender and empowerment. advanced to some • A detail plan was prepared on “Gender and extent which will be inclusion” training for 213 WRF members. completed in 2011. Action: c. Community • Celebrations of women activism on ‘Violence • Women activism (16 campaign against gender- Against Women (VAW)’ were organised in Mahottari days campaign) based violence (GBV) and Sarlahi at district and VDC levels for 16 days celebrated (from 25 Nov to 10 Dec 2010). Documentation on • Human interest Activity Result 6. 26941 71200 4,000.00 0.00 lessons learnt and stories were received Capacities of VDC, UNDP 71300 1,000.00 800.00 human interest stories; from PALs and being municipality, district and 71400 0.00 13.94 Institutional capacity reviewed for national level key 71600 2,3102.00 8,471.81 assessment and publication in institutions strengthened 72500 500.00 347.67 building of district appropriate format. to respond to 74500 4,400.00 1,172.52 stakeholders in Sarlahi, communities livelihood

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Achievement (against Financial Annual Targets Annual Targets) Planned Activities Achievements (against activities & actions) Fund Budget Budget Expenditure Code $ (estimated) Mahottari and Rautahat Two articles on LRP recovery needs appeared in the Total 33,002.00 10,805.94 UNDP Nepal’s monthly electronic Action: b. Capacity • District Livelihoods Coordination Committee (DLCC) newsletter entitled development of formed and held five meetings (Sarlahi -2, Mahottari “In The Know”. The government and non- – 2 and Rautahat - 1). titles of those articles government partner • Review workshop/ meeting conducted one each are: i) Communities organizations to deliver with LDF and Mobilization NGOs come together for livelihood services • Regular meeting with IGA NGO and other partners livelihoods.... (Issue were done. 43 Jul 2010), Finding • A district level workshop on community peace held ways to be socially in Mahottari and Sarlahi with representative of include (Issue 46 political parties & multiple stakeholders and their October 2010). inputs / suggestions received for the planning of • LRP also contributed 2011 an article to BCPR’s • 5 LRP staffs were trained on Early Recovery (ER) and CPR Newsletter and 5 on ‘Do No Harm’ (DNH). received positive response. • Institutional capacity building of partner organisations being done regularly through different training and workshops.

11 4. Results in Gender Equality, Women’s Empowerment, and Social Inclusion

Describe results achieved by the project in promoting gender equality, women’s empowerment and social inclusion, using the questions below as guidance.

i. In 2010, did the project support change legal norms in Nepal to enhance gender equality, to empower women, and to enhance the inclusion of the marginalized? If yes, describe the laws and policies, and their envisaged changes.

ii. In 2010, did the project support change institutional norms in the partner organization(s) and the pertinent stakeholder(s) in the sector(s) or area(s) concerned? If yes, describe the regulations/guidelines/procedures/mechanisms, and their envisaged changes.

LRP has been taking a comprehensive stance in ensuring gender sensitive and inclusive practices by stakeholders which are reflected in Terms of References (ToRs), guidelines and procedures. LRP systematically makes it mandatory that the NGO partners for livelihood assessment, social mobilization or income generating activities submit their workforce diversity and gender equality policies. If such provisions are not there, then LRP strongly encourages them as well as advocates for revising their policies and procedures.

Responsibilities and competencies in gender equality and social inclusion are built into the TORs for NGO staff. In 2010, in a joint meeting between the partner NGOs and LRP, it was decided that 50% seats would be allocated for women, Dalit, Janjati and Muslims in their staffing and accordingly the staff recruitment took place. Moreover, the NGOs providing services of mentorship in social mobilization to local youth (age group 18-29), it was made mandatory that among the total selected YVs for this mentorship programme, 50% must be women and 15% must be Dalits who are from the local communities. The results of these provisions are presented in the pi-charts below with disaggregated data which are highly encouraging:

Figure 1: Gender and Ethnicity wise composition of Poverty and Livelihood (PALs) Facilitators recruited by mobilization NGOs

Female Tarai BC Other Madhe si 43 24 31 42% 24% Male 29% 59 58% Hill BC 9 Muslims 9% 7

Tarai Dalit Tarai Janajati 7% Hill Janajati 15 11 5 15% 11% 5%

12 Figure 2: Gender and Ethnicity wise composition of Youth Volunteers

Other Madhesi 33 Tarai BC Hill BC Male 33% 7 9 41 7% 9% 41% Female Tarai Janajati 59 25 25% 59% Hill Janajati

6 Muslims Tarai Dalit 6% 8 12 8% 12%

In 2010, did the project support change the knowledge, perceptions, attitudes and behavior patterns of the concerned in the partner organization(s) and the pertinent stakeholder(s) in the sector(s) or area(s) concerned (but not the final beneficiaries, namely women and men, girls and boys in Nepal)? If yes, describe the target group(s) and the level and their envisaged changes.

iii. In 2010, did the project support change the knowledge, perceptions, attitudes and behavior patterns of the key stakeholders in the communities? If yes, describe the target group(s) and the level and their envisaged changes.

iv. For the projects which reported gender results under the section 2 above, briefly explain how the project interventions improved the situation of gender inequality and empowered women.

The project extends its support and resource to Vulnerable, Excluded and Economically Deprived (VEED) Communities and groups. To materialize this, the project has chosen to implement its activities starting from the poverty pockets. In each working VDC, poverty pockets (which are vulnerable, excluded and occupied by poor) are identified, and community groups are formed. The project supports these groups through community infrastructure, income generating activities, social mobilization, off hours tutorial supports to primary school students and solar lamps etc.

During community group formation process, it was emphasized for inclusion of women, Dalits, and ethnic minorities. Results are highly encouraging as presented in the charts below. Majority of the CGs are women CGs, the proportion of women in totality as beneficiaries is over 90%, and nearly 60% CGs are from Dalit communities. They even represent in substantial numbers at the decision making positions (at the group and user committee for community infrastructure). The community infrastructures constructed so far are inclusive (benefitting to VEED) and gender friendly (water supply, community bath rooms and toilets makes the lives of women better).

13 Figure 3: The types of Community groups

Men Community Group 5 Mixed 1% Community Group Women 138 Community 39% Group 207 60%

Figure 4: Gender and ethnicity wise composition of community group members.

Ethnicitywise CG member

Genderwise CG Members Tarai Janajati Hill BCHill Dalit Hill Janajati 1057 194 297 988 Male 10% 2% 3% Mus lims 774 10% 8% 630 6% Other Madhesi 1269 Tarai BC 12% Tarai Dalit 85 Female 9383 5637 1% 92% 56%

Figure 5: Representation at decision making positions of Community Groups.

Gender wise Chairperson Gender wise Treasurer Gender wise Secretary

Male Male Male 39 20 56 11% 6% 16%

Female Female Female 311 330 294 89% 84% 94%

14 v. In 2010, did the project incorporate socio-gender analysis at the key milestones of project cycle to track changes in gender equality and social inclusion? If yes, provide the outputs.

All quarterly targets were tracked using disaggregated data using MIS system.

vi. In 2010, did the project support incorporate gender equality and social inclusion specific components to consciously increase the human rights of women and socially marginalized groups? If yes, explain the approach.

One of the result areas of LRP is "Women’s empowerment and gender equality". LRP envisioned WRF as an important and strategic vehicle for women’s empowerment, gender equality and social inclusion. As planned, one WRF per VDC was to be formed. In order to proceed with this activity, LRP trained the PALs and YVs on the formation of WRF. In 2010, 71 WRFs were formed in Mahottari and Sarlahi districts. A total of 71 WRF members (one from each of the 71 WRF of Mahottari and Sarlahi), were provided ‘Training of Trainers (TOT)’ training to make them women activist against gender based violence. As a result, these enthusiastic and energetic 71 activists have begun and continued their network to address gender issues of diverse forms. Further, a detailed plan was prepared on “Gender and Inclusion” training for 213 WRF members which would be implemented in 2011. These fora and networks are expected to empower and capacitate community groups and other women on gender issues. They are also to link survivors of the Violence Against Women (VAW) with the government, NGO and networks for further enlarging support mechanism and ensuring justice. Coordination started with Access to Justice Project of UNDP (in 6 VDC each from Mahottari and Sarlahi) to create synergy on addressing VAW cases. Coordination is being done with UNFPA (first coordination meeting conducted) area office of Jaleshwar, Mahottari on the themes of gender and inclusion which will continue throughout the project period. In addition, celebrations of women activism on ‘Violence Against Women (VAW)’ were organised in Mahottari and Sarlahi at district and VDC levels for 16 days (from 25 Nov to 10 Dec 2010).

Figure 6: Ethnicity wise composition of WRF.

Hill BC Tarai Janajati 85 Hill Dalit 133 9% 28 Hill Janajati 14% 3% 110 12% Muslims 39 Tarai Dalit 4% 340 36% Tarai BC Other 33 Madhesi 4% 173 18%

vii. Briefly describe any other key achievements in addressing gender equality and social inclusion in your project not already captured above. Where relevant, provide significant examples and/or disaggregated data illustrating these achievements.

15 5. Implementation Challenges

Briefly describe any implementation challenge you have faced as well as your responses. Update the Risk and Issues Logs (Annexes the updated Risk & Issues Logs, using the same format as in the QPRs).

Managing procurement: LRP is an integrated project with large geographical coverage (working in 104 VDC in 2010; entering into new 72 in 2011) and having many partners. It worked with 3- mobilization NGOs; 2 – Income improving NGOs; 59 – Youth clubs, 3 – DDC/ LDF, 3 – DDC/ DEEU and 131 community groups (for income improvement) under some form of agreement/ MOU. Besides, several consultants were hired under SSA. All these consumed substantial time of LRP team.

Budget transfer: The year 2010 observed a serious setback in fund transfer to LDF, NGOs and Youth Clubs. In most cases it took 1 to 2 months to reach money in the A/C of the recipient (i.e.youth clubs, LDFs, and NGOs). The delay in fund transfer caused delay in completion of work on time and caused some problem in managing relationship with the partners. The main hurdle was that the Standard Chartered Bank Nepal does not have its branches in the project districts and transfer to A/C of other banks was taking time. Moreover, the issue of change of LDF’s A/C number from time to time caused some delays in processing. Therefore, for speedy fund transfer it is recommended that either the bank draft is directly delivered to the recipients through PMU or the credit advice must be sent to the recipient (with a copy to the PMU) immediately after electronic fund transfer is done who will then follow-up from their end.

Working with diverse stakeholders/ Partners: By default, it is a challenging job to work with and manage multiple partners who happen to have weak capacity in reporting, updating and maintaining the data base system. To develop common understanding about the process and result of the project, substantial time and energy was invested by preparing guidelines and different reporting formats, and by providing training and orientations. On the other hand, coordination becomes extremely challenging at local levels (DDC and VDC) due to absence of elected bodies.

6. Lessons learned and next steps

Briefly describe the main lessons that can be drawn from the year’s experiences. Mention any “best” or “worst” practices which UNDP should be aware of. Please be specific and focus on 2010.

Social mobilization – LRP targeted Vulnerable Excluded and Economically Deprived (VEED) community/ groups and focused its support to bring visible change in their livelihoods though some of its activities are benefitting entire VDC. The challenge was how to identify and reach to the VEED and for this the project chose "Poverty Pocket Approach". Based on well defined criteria & indicators, poverty pockets within the VDC were identified and prioritized and, the social mobilization started from there. The LRP team also defined, "Empowerment and Capacity building of CG" as the main objective of social mobilization. However, the immediate question was, "What does empowerment and capacity building mean practically?" To address this, we focused our efforts on: (i) Community group (CG) formation of VEED at the poverty pockets (ii) Improve participation of the CG at the VDC level meeting and decision making forums like the planning meeting of VDC, general meeting of school and so on. (iii) Improve representation at the different VDC level committees and groups like the school committee, health post committee, users group, women groups, CG and so on (iv) Improve their access to the support and services provided by governmental including VDC/DDC and non-governmental agencies. Also improve their access to affirmative action announced by government.

16 (v) We took base line for all the three (ii to iv) above and recorded the change at CG minute and the database of LRP. (vi) All the above were done through PLA process (Participatory Learning and Action)/ sessions conducted once in a week in each group by PAL. The community members can also discuss any other matters of concern - like personal and community hygiene, peace, and gender, needs and so on.

The PLA process as observed have been very effective in improving their access to the services provided by VDC and schools; the vital registration (birth, marriage etc), school enrolment of boys and girls, community sanitation, representation at school committee has improved as indicated by the figures given below. The process will continue and will bring changes in other areas like gender, social discrimination and injustice, community peace and so on.

Further, we need to develop a process for comprehensive need assessment, to prioritize the needs and to develop a clear direction for the CG to move ahead. The project has to work along the line of building the capacity of PALs to start with on these aspects. Another thing to focus is exit strategy which is more about capacity building of the groups than phasing out straight away so that the community groups will provide continuity of the process and learning of the project. On exit strategy we should work with the PALs and CG to start the facilitation to hand over the leadership skills to the CG members because the CGs must have the realization that they have the capacity to mobilize themselves and keep the group intact even if we are not there after couple of years.

Box 1: Some of the changes brought about by the PLA sessions

In Sarlahi District:

1. School enrollment increased by 1902 students (Boys: 1171 and Girls: 731) 2. Literacy (signature) writing increased by 1920 CG members (Men: 393 women: 1527) 3. Vaccination of Children<5yrs done - Boys: 366 and Girls: 479 4. Vital registration done, birth registration: 2512 children, Married registration: 574 CG family members and Death registration: 392 CG family members 5. Citizenship taken: 631 CG family members 6. New member joined in VDC level committee: 14 members 7. CG members participated in VDC Planning process: 559 members 8. Dalit student scholarship taken: 943 students

In Mahottari District:

1. 848 (Boys: 497 Girls: 351) new enrolment achieved 2. 474 (Boys: 263 Girls: 211) of Dalit received scholarship/ allowances: 3. Literacy (signature only): 305 (Men: 64 Women: 241) 4. Vital Registration - Birth registration: 621 (Boys: 333 Girls: 288).

5. Citizenship certificate received: 39 (Men: 22 Women: 17)

Integrated support package to the CG: The project is channelizing all its support to the CG to mark visible change in their livelihoods. For example – community infrastructure works were done at the priority poverty pocket and CG members were actively involved in implementation, IGA grant, tutorial support, fruit trees, energy support, mobilization all were focused to the CG.

Transparency and accountability mechanism: Hoarding board display at infrastructure sites, public hearing and auditing of all the activities where finanancial transaction are involved, provision of Procurement and Monitoring committee at CG level, division of works, and mechanism for coordination between partners of LRP are all part of transparency and

17 accountability mechanism. LRP has developed implementation guidelines for all the activities where financial transactions are involved. Such guidelines are the part of MOU and agreement.

Data base system: LRP has the best disaggregated data base and this success of documenting the detailed information could be shared within the UNDP system for emulation.

For projects continuing in 2011, describe priority actions for the following year to overcome any constraints, build on achievements and partnerships, and use the lessons learnt during the previous year. In particular, make clear recommendations for any required corrective action, for review by the project board.

• No doubt, the Procurement, Finance and Projects are complementing each other; however the need for developing mechanism for regular (annual) interaction between the three has been realized. It will contribute for the improvement and will bring efficiency and effectiveness. • Coordination between the UNDP projects and UN agencies at present looks more like a personal effort. Development of mechanism for coordination at UN/ UNDP level will support institutionalization of the process.

7. Implementation Status of DEX or NEX Audit Action Plan (if applicable).

This is not applicable to LRP as it has not been audited.

Audit areas – Findings Impact Target date for Implementation Status Severity implementation (Implemented, Partially implemented, not implemented)

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