SAJHEDARI BIKAAS: Partnership for Local Development FY 2018 – Quarterly Report # 15 October 1 – December 31, 2017

AID-367-C-13-00003

i TABLE OF CONTENTS

TABLE OF CONTENTS...... I TABLE ...... III FIGURES ...... IV ABBREVIATIONS AND ACRONYMS ...... I EXECUTIVE SUMMARY ...... 1 1.0 POLITICAL AND DEVELOPMENT ENVIRONMENT ...... 3

1.1 NATIONAL TRENDS ...... 3 1.2 OPERATIONAL SPACE...... 4 1.2.1 Provincial and Federal Elections and SB activities ...... 4 2.0 ACTUAL VS. PLANNED ACCOMPLISHMENTS ...... 5 2.1 MONITORING AND EVALUATION ...... 5 2.2 OBJECTIVE A: ESTABLISH AND IMPROVE THE ENABLING ENVIRONMENT FOR COMMUNITY DEVELOPMENT ...... 6 2.2.1. Result 1: Early Responses that Address Causes and Consequences of Instability are institutionalized ...... 6 2.2.2. Result 2: Enduring Solutions to the Problems that Drive Conflict are adopted ...... 8 2.3 OBJECTIVE B: IMPROVE COMMUNITIES’ ABILITY TO ACCESS RESOURCES FOR DEVELOPMENT ...... 13 2.3.1 Result 1: Inclusive Community Strategic Planning Processes Established ...... 13 2.3.2 Result 2: Strategic Community Development Plans Established ...... 13 Internal Revenue Assessment and Projections ...... 14 Prepare Planning Process Guidelines ...... 14 2.3.3 Result 3: CBOs advocate for needed resources for financial, technical, and commodity support .. 14 2.4 OBJECTIVE C: IMPROVE COMMUNITIES’ ABILITY TO EFFECTIVELY IMPLEMENT INCLUSIVE DEVELOPMENT PROJECTS ...... 15 2.4.1 Result C.1: Mechanisms for Transparent Administration of Funds Institutionalized ...... 15 Result 2: Inclusive Management Systems Adopted ...... 16 Result 3: Systems for Sustainability Established ...... 16 2.5 OBJECTIVE D: INCREASE THE ABILITY OF EXISTING AND NEW GOVERNMENT UNITS TO FUNCTION EFFECTIVELY ...... 16 Result 1: Local government officials effectively carry out their mandates ...... 16 3.0 CHALLENGES AND CONSTRAINTS-INTERNAL ...... 20 3.1 Staff Turnover and Replacement ...... 20 4.0 CHALLENGES AND CONSTRAINTS-EXTERNAL ...... 21 4.1 Provincial and Federal Elections ...... 21 4.2 Coordination with MoFALD ...... 21 5.0 FINANCIAL REPORT ...... 22 5.1 MAJOR CATEGORY EXPENDITURES ...... 22

i 5.2 STATUS OF EXPENDITURE OF FUNDS TOWARDS M&E PURPOSE ...... 22 5.3 LOE UTILIZATION SUMMARY STATUS ...... 23 5.4 STAFFING MATRIX ...... 23 ANNEX 1: PMEP MATRIX ...... 25 ANNEX 2: ADDITIONAL TABLES AND FIGURES ...... 32 ANNEX 3: SUCCESS STORIES ...... 46 ANNEX 4: PROGRESS AGAINST WORK PLAN ...... 48

ii TABLE

Table 1: Status of Cases By District, Oct-Dec 2017 ...... 32 Table 2: Types of Cases Registered...... 32 Table 3: Status of Budget Allocation for CMCs, Original Districts ...... 32 Table 4: Status of Support for CMCs, Recovery Districts...... 35 Table 5: CMC First Party Disputants: Gender, Caste/Ethnicity, and Age Breakdown ...... 35 Table 6: Active Mediators: Gender, Caste/Ethnicity, and Age Breakdown ...... 36 Table 5: Status of savings for WORTH groups, Oct-Dec 2017 ...... 36 Table 8: Status of loans for WORTH groups, Oct-Dec 2017 ...... 37 Table 9: Employment Details of Worth Group Members, Oct-Dec 2017 ...... 37 Table 10: Registration and Affiliation of WORTH Groups, as of December 2017 ...... 38 Table 11: WORTH Members: Caste/Ethnicity and Age Breakdown ...... 38 Table 12: WORTH Management Committee Members: Caste/Ethnicity and Age BreakDown ...... 39 Table 13: Caste/Ethnicity and Age Breakdown of WORTH Members Accessing Loans ...... 40 Table 14: Caste/Ethnicity and Age Breakdown of WORTH Members Who Started Businesses ...... 40 Table 15: Local Youth Group Members: Gender and Caste/Ethnicity Breakdown ...... 40 Table 16: District Youth Network Members: Gender and Caste/Ethnicity Breakdown ...... 41 Table 17: List of Sajhedari Episodes ...... 41 Table 18: Caste/Ethnicity Breakdown of Beneficiary Households of Micro-Projects ...... 44 Table 19: Gender, Caste/Ethnicity and Age Breakdown of IPC members ...... 45

iii FIGURES

Figure 1: Caste/Ethnicity Breakdown of WORTH Members ...... 39 Figure 2: Caste/Ethnicity Breakdown of Local Youth Group Members ...... 41

iv ABBREVIATIONS AND ACRONYMS

CAC Citizen Awareness Center CAG Content Advisory Group CDA community development activity CeLRRd Center for Legal Research and Resource Development CM community mediator CMC community mediation center CPN-UML Community Party of -United Marxist Leninist DADO District Agriculture Development Office DLSO District Livestock Service Office DYN district youth network FFN Fatima Foundation Nepal FPTP first past the post JJMS Jana Jagaran Mahila Sangh GNGO governance non-governmental organization GBV gender-based violence GESI gender equality and social inclusion GoN GIS geospatial information system IPC Implementing Partner Committee IRAP Internal Revenue Assessment and Projection LDAG Listen, Discuss, and Action Group LGCDP Local Governance and Community Development Programme LGOA Local Government Operation Act LNGO local non-governmental organization LYG local youth group M&E monitoring and evaluation MoFALD Ministry of Federal Affairs and Local Development NRA National Reconstruction Authority NGO non-governmental organization NRs. Nepali Rupees OCA Organizational Capacity Assessment OPI Organizational Performance Index PMC Project Monitoring Committee PMEP Performance Monitoring and Evaluation Plan PR proportional representation PSA public service announcement RDQA Routine Data Quality Assessment SB Sajhedari Bikaas SSIP small-scale infrastructure project USAID United States Agency for International Development USG United States Government VDC Village Development Committee VSMC Village Supervision and Monitoring Committee WCF Ward Citizen Forum

i EXECUTIVE SUMMARY

Sajhedari Bikaas (SB) is pleased to submit its first quarterly report for Year 6. This report covers activities performed between October 1 and December 31, 2017. This quarter, SB continued to navigate coordination with Ministry of Federal Affairs and Local Development (MoFALD) and local governments in support of the new federalized government structure. Highlights from this quarter include:

• The first-past-the-post (FPTP) federal and provincial elections scheduled respectively on November 26 and December 7 were successful. The UML-Maoist alliance secured a landslide victory in the FPTP federal elections winning 114 of the 165 available seats. won just 23 seats. Among the Madhesh-based parties, Rastriya Janata Party and Federal Socialist Forum performed very well in province number 2 and together they secured 21 federal parliamentary seats. The results however look more favorable to Nepali Congress when proportional representation (PR) seats are added to the equation as it managed to secure 32.78 percent of the popular votes compared to 33.25 percent by CPN- UML.

• This quarter, SB organized Annual Partners’ Meetings for both original (November 9-10) and recovery (November 13) districts attended by 76 participants (19 female) including board members and staff from 17 district partners from 11 districts, Pact staff, and United States Agency for International Development (USAID) representatives. During the workshop, USAID shared preliminary findings from the endline evaluation and encouraged SB to think about what can be done in the final months of the project to sustain and institutionalize results in the changing context.

• This quarter, SB organized eight one-day interactions in Surkhet, Kailali and Kanchanpur districts. Three-hundred and forty three participants (147 female) including Mayors, Deputy Mayors, Ward Chairpersons, community mediation center (CMC) coordinators and community mediators (CMs) participated in these interactions. Chetraj Bhatta, former Regional Project Coordinator for Center for Legal Resource and Research Development (CeLRRd), facilitated the interactions that focused on legal provisions for mediation, the role of Judicial Committee and mediation according to Local Government Operation Act (LGOA) 2017, and the present status of CMCs. The interaction included discussions around basic operation costs and funds needed to operate a CMC. Community mediators also shared their experience with the participants.

• This quarter, 444 Phase 1 and Phase 2 WORTH groups saved NRs. 4,203,559 that included mandatory savings, voluntary savings, interest earnings, group incomes, and penalties. As of December 2017, the cumulative saving was NRs. 35,629,608 and 9,051 members have mobilized cumulative loan amount of NRs. 114,886,928. This quarter, 2,691 loans were issued to 2,409 WORTH members amounting to NRs. 19,832,221 with an average loan size of NRs. 7,369. Using these loans, 79 new members started various micro-enterprises.

• As a result of the regular interactions and discussions between service providers and WORTH groups, the latter were able to register with Agriculture and Livestock Service Center (45) and Ward Office (22). Additionally, this quarter, 78 WORTH groups were able to receive services from government and private agencies.

• This quarter, local youth groups (LYGs) conducted 102 community development activities (CDAs) and district youth networks (DYNs) conducted seven CDAs engaging a total of 4,546

1 community members (2,656 female). The CDAs addressed mock polling, voter education, distribution of winter clothes to old age home, social marketing for community mediation (as part of our earlier plan), reproductive health awareness, and sanitation. The micro-grants stimulated 42 additional voluntary social actions, with funds they raised themselves, which covered a similar range of topics as the SB-funded CDAs.

• This quarter, eight production partner FM stations produced and broadcast 104 episodes of Sajhedari. A majority (79) of the episodes were on governance-related issues including roles and responsibilities of local government, process of accessing services from local service centers by marginalized community, and code of conduct for provincial and federal elections. Of the 104 episodes, 64 were produced with support of SB and aired 128 times (FM stations bore half the broadcast costs) and 40 were produced and aired by FM stations without any support from SB.

• This quarter, SB supported 54 new small-scale infrastructure projects (SSIPs) benefitting 3,703 households, of which 3,199 (86%) are from marginalized groups compared to 65 percent in SB working area.

• This quarter, SB supported 31 public audits (3 in original districts, 28 in recovery districts) participated by 1,697 community members and government representatives (179 original, 1,518 recovery, 920 female).

• This quarter, SB drafted five policy papers and submitted them to USAID for approval on the following topics: Challenges for citizen engagement in post-restructuring context; Need to strengthen local accountability in the face of growing demand for community contracting mechanism (user group model); Accountability at the local level: policy, practice and way forward; Challenges and opportunities in the implementation of judicial rights of local government; and, Responsibility of local government in ensuring gender equality and social inclusion.

2 1.0 POLITICAL AND DEVELOPMENT ENVIRONMENT

1.1 NATIONAL TRENDS The last quarter was a historic moment for the transition in Nepal. With the restructuring of the state and elections for the three levels, the transition to a federal government is complete. There is much to cheer for, but also plenty to be cautious about such that we do not lose sight of the political and administrative challenges that lie ahead.

On October 3, the Communist Party of Nepal-United Marxist Leninist (CPN-UML) and the Communist Party of Nepal (Maoist Center) altered Nepali political landscape by announcing not only an electoral coalition but also a possible merger of the two parties. One of the views expressed by political commentators on the push factor for the coalition and possible merger was the Maoist party’s fear of electoral performance than that in 2013, which in itself was underwhelming compared to what they achieved during the first Constituent Assembly elections in 2008. The Maoist party also understands the imperative to remain close to the government in the possibility of international ramifications of insurgency-era human rights abuses that remain unresolved to date in the absence of an agreed-upon transitional justice mechanism.

On the other hand, the CPN-UML knows given their eroding relationship with and in the absence of new allies, India will try its utmost to keep a potentially K. P. Oli-led government at bay. As a response to the left coalition, Nepali Congress sought to mimic a democratic electoral alliance which eventually did not stand the test of times. The alliance mainly consisting of Nepali Congress, Madhesh-based parties, Rastriya Prajatantra Party, and Naya Shakti (a relatively new party led by former Prime Minister Baburam Bhattarai) worked only in a handful of constituencies benefiting all but Nepali Congress, the key architect of the alliance.

The FPTP federal and provincial elections scheduled respectively on November 26 and December 7 were successful. The UML-Maoist alliance secured a landslide victory in the FPTP federal elections winning 114 of the 165 available seats. Nepali Congress won just 23 seats. Among the Madhesh-based parties, Rastriya Janata Party and Federal Socialist Forum performed very well in province number 2 and together they secured 21 federal parliamentary seats. The results however look more favorable to Nepali Congress when proportional representation (PR) seats are added to the equation as it managed to secure 32.78 percent of the popular votes compared to 33.25 percent by CPN-UML.

The provincial elections showed similar results. Out of 330 FPTP provincial seats, the UML-Maoist coalition won 281 seats (plus 110 PR seats), Nepali Congress 41 seats (plus 72 PR seats), and the two Madhesh-based parties won 40 seats (plus 25 PR seats). The CPN-UML’s success was mainly interpreted as the result of the UML’s “nationalist” posture (widely regarded as an anti-Indian stance) shown during and after the four-month blockade in 2015 as well as the “leftist unity” forged for the elections.

The CPN-UML’s victory (and that of the UML-Maoist coalition) was further helped by people’s growing impatience with Nepali Congress for its lackluster leadership and uninspiring election agendas. Nepali Congress however was able to make up for the losses in federal elections by securing 40 proportional seats. However, once the PR results were out in late December, it became clear that Nepal will continue to struggle for a stable government. The CPN-UML, on its own, will fall short in reaching the number of seats required to form a simple-majority government. An unexpected element was the emergence of the Bibeksheel Sajha Party which was able to capture

3 the imagination of the middle class in urban centers despite being unable to win any FPTP federal seat. The new party is touted to become one of the stronger contenders in the next federal and provincial elections.

After the relatively satisfactory local elections in terms of women’s representation, federal FPTP elections only managed to send six women to federal parliament (4.17 percent) compared to 30 women (12.5 percent) in the 2008 elections.1 This is a serious setback for women’s inclusion. However, the parties will have to nominate a large percentage of women in the PR seats as the Constitution requires representation of 33 percent of women from each party in the bicameral federal parliament.

In the meantime, the Election Commission of Nepal ruled that the PR seats will be allocated only after the formation of the National Assembly. This is one of the main reasons, along with the mode of National Assembly elections, why the transition from the current caretaker government to a newly elected government had not taken place as of December 31.

Despite all the successes in elections, the federalization process and local governments will face many immediate challenges. The first being the decisions around finalization of the seven provincial headquarters and the appointment of their governors. The already controversial subject was further worsened by the situation where a caretaker government is preparing to make decisions in early January. In addition, six months after the elections, the performance of local governments continue to be worrisome. The lack of legislation and procedural clarity for procurement and spending has been the main obstacle for the local governments to move forward. Finding sufficient able and skilled human resource continues to be a challenge, with absence of physical facilities for offices adding to their woes.

On a related note, the federal government has officially decided to end the multi donor-funded Local Governance and Community Development Programme (LGCDP). According to MoFALD, the decision was taken because neither the government had funds nor were the donors willing to continue the support.2 Now it is up to local governments how they want to pursue social mobilization for local governance and planning that had worked so well under LGCDP.

1.2 OPERATIONAL SPACE

1.2.1 Provincial and Federal Elections and SB activities In both original and recovery districts, elections code of conduct delayed a few SB activities that required attendance or cooperation of government officials. Local authorities in some districts also issued verbal cautionary notes against starting new project activities particularly those involving community participation and gatherings.

1 “No. of directly elected female candidates slumps further” in the Post, December 14, 2017, accessed at http://kathmandupost.ekantipur.com/news/2017-12-14/no-of-directly-elected-female-candidates-slumps-further.html. 2 “Govt phases out donor-funded social programmes” in the Kathmandu Post, December 31, 2107, accessed at http://kathmandupost.ekantipur.com/printedition/news/2017-12-31/govt-phases-out-donor-funded-social-programmes.html.

4 2.0 ACTUAL VS. PLANNED ACCOMPLISHMENTS

2.1 MONITORING AND EVALUATION

During the quarter, SB tracked its activities through Performance Monitoring and Evaluation Plan (PMEP) indicators that contribute to USAID/Nepal’s Country Development Cooperation Strategy Objective 1: More Inclusive and Effective Governance. SB also conducted organizational performance index (OPI) assessments to measure results from capacity development inputs and Routine Data Quality Assessments (RDQAs) to support quality data collection and reporting.

Documentation and Sharing of Success Stories The firm SB contracted to produce a short video to visualize outcomes from SB’s four objectives has completed editing the video. The video will be submitted for USAID approval in early February. Additionally, the screening process for best practices and success stories for a publication is ongoing. SB will submit a draft of the booklet, to be published in English and Nepali, for USAID approval in mid-February.

Review and Planning Workshops This quarter, SB organized Annual Partners’ Meetings for both original (November 9-10) and recovery (November 13) districts attended by 76 participants (19 female) including board members and staff from 17 district partners from 11 districts, Pact staff, and USAID representatives. During the workshop, SB shared an overview of the progress in Year 5, including achievements, challenges and opportunities associated with local restructuring and elections, and the project’s exit strategy and close out. USAID shared preliminary findings from the endline evaluation and encouraged SB to think about what can be done in the final months of the project to sustain and institutionalize results in the changing context. Pact’s Grants and Compliance team facilitated sessions on grant close-out and asset disposition processes.

Geographic Information System Mapping This quarter, SB updated the location of 52 SSIPs through the geographic information system (GIS) mapping application in http://geocenterasia.org/flexviewers/MGT/.

Routine Data Quality Assessment On November 8 and December 12, SB conducted two RDQAs, in line with Pact’s Data Quality Assurance Plan, with three local partners: Fatima Foundation Nepal (FFN) and Environment and Rural Development Center in and Jana Jagaran Mahila Sangh (JJMS) in . The RDQAs ensure that the data collected and reported by partners are of a high quality in terms of their validity, integrity, precision, reliability, and timeliness. The assessments focused on three indicators: “Proportion of supported economic groups that provide more than 5 loans per year to their members,” “Number of new cases of individual/group conflict mediations opened during the reporting period,” and “Number of local level conflict mitigated with United States Government (USG) assistance.” Following the assessments, partners developed action plans to improve the shortcomings that were identified. SB recommended that partners conduct regular data quality audits at service delivery point to identify and correct data issues such as inaccurate data, incomplete data, double counting, and aggregation errors. The use of prescribed data collection and reporting tools has enabled partners to improve the quality of output, outcome, and learning data. Remaining RDQAs will be completed by February.

5 OPI Review and Reflection Meetings Pact’s OPI measures OPI Progress Partners Score based on OPI domains Average Score: Baseline : 1 and Current Score: 3 changes in organizational Improved by 51.5% performance in four FFN in Banke and JJMS in Bardiya domains of excellence – Method (Standard): Gold effectiveness, efficiency, relevance, and Results sustainability. This quarter, 3.50 4.0 3.00 3.50 Social Capital 3.0 Standards SB conducted OPI 2.02.0 1.5 assessments with two 3.00 1.0 1.0 3.50 WORTH partners: FFN in Resources 1.00.0 1.5 Delivery Banke district and JJMS in 1.0 1.0 1.0 Bardiya district. Nineteen 3.50 Learning Reach (13 female) staff and board 2.50 4.00 members participated in the Target population process. As shown in the web-diagram, the partners’ Average Baseline Average Current OPI scores have improved by 51.5 percent, compared to baseline data. The change in scores can be attributed to improvements in policy documents, budget plans, and outcome tracking. The non-governmental organizations (NGOs) have started regular meetings with community members and other stakeholders to identify actual needs and share information and learnings. FFN is also playing a leading role in representing issues faced by Muslim women at national and international platforms. Partners are also regularly updating their communication strategy, donor mapping, and management plans.

Similarly, Empowerment Workers led OPI assessments for 184 WORTH groups; their OPI scores showed an improvement of 32.5 percent, over baseline scores. With SB’s capacity building efforts, WORTH groups have improved their performance, including in areas like holding key positions in and performing their role and responsibility, maintaining meeting minutes, preparing resource management and mobilization plan, participating in community development activities, regularly coordinating with government line agencies, conducting regular social actions. Data show that WORTH groups in particular are also sharing learnings and updating their resource management and mobilization plans.

Perception and End-Line Surveys In November 2017, SB contracted Interdisciplinary Analysts to implement Perception Survey V in original districts. The survey will collect the project’s progress data that will be compared to the baseline and the previous perception surveys to be able to identify trends across various component and indicators of the project. SB plans to complete fieldwork in January and submit a draft to USAID in mid-February. Similarly, this quarter, SB selected a firm to conduct the End-Line survey in recovery districts. Following the completion of contractual process in January, field work for the end-line survey will be completed in mid-February. SB will submit a draft report to USAID by end of February. Following USAID approval, results of the both surveys will be shared with relevant partners and other government and non-government stakeholders.

2.2 OBJECTIVE A: ESTABLISH AND IMPROVE THE ENABLING ENVIRONMENT FOR COMMUNITY DEVELOPMENT

2.2.1. Result 1: Early Responses that Address Causes and Consequences of Instability are institutionalized

6 Alternative Dispute Resolution Following the culmination of CeLRRd’s contract in May 2017, SB’s governance non-governmental organizations (GNGOs) have been following up with local governments to sustain CMCs and tracking progress in terms of case registration. For the next few months, SB will focus on registering CMs with the Judicial Committees so that not only they can continue mediating disputes at the CMCs but also support Judicial Committee that will have a much broader mandate.

Community Mediation Services This quarter, SB monitored CMCs and tracked cases: in original districts, a total of 91 cases were registered in 23 CMCs at the ward-level in nine rural municipalities and 14 municipalities. The resolution rate was 67%. The trend in registered conflicts changed: although interpersonal conflicts (69%) continued to be the most registered, resource-based conflicts (23%) were the second highest with a decrease in gender-based violence (GBV) cases (2%, as opposed to 11% in Year 5). CMCs in Dang district had the highest percentage (26%) of case registration followed by those in Banke district (20%). The cases were referred to the CMCs from different sources; the following is the breakdown:

Number of Source of Referral cases Community mediator 19 Community member 4 Mediator 2 Police station 1 Political party 9 Social Marketing 36 SB social mobilizer 1 Ward Office 29 WORTH group 3 Grand Total 104

Three of such cases were referred by WORTH groups.

In recovery districts, following the handover of 32 CMCs to local government, SB continued to monitor 26 of them (aside from the six in ). Out of those 26 CMCs, 19 (73%) continue to be operational compared to 23 in the annual report. Eight (62%) out of the 13 cases registered in these CMCs were resolved (see Tables 1-2 in Annex 2). The CMCs that are non- functional may resume services after the respective judicial committees are fully functional.

The number of cases registered is much lower than previous quarters, mainly due to the lack of awareness and clarity around the provisions for community mediation and the role of CMs vis-a-vis judicial committees. Field reports indicate that in some places, elected representatives have been mediating cases by themselves. However, this might change with SB’s effort to orient local government representatives on the provisions for mediation in the LGOA (2017), and the importance of CMCs. Furthermore, in this quarter, a total of 78 CMC coordinators (out of a total of 115, 31 female) were found to be active; some of the inactive ones shared that they were not active because of the confusion in their roles after the local restructuring.

Additionally, in Ramechhap, SB held several discussions with representatives from the National Reconstruction Authority (NRA), and Likhu and Rural Municipalities to explore how SB- trained CMs can either be included, or directly support grievance committees, while ensuring the sustainability of CMCs. All municipality representatives acknowledged a need for mediators to be engaged in some capacity under the new structure, and that they would be voting on the matter at their next meeting due to take place during the second quarter. In the meantime, they have

7 requested that SB work with mediators to ensure that they formally register with their respective Judicial Committees. SB will follow on and encourage CMs to register with the judicial committees in all working areas. Where they are functional

Sustainability of CMCs GNGOs organized five CMC meetings in Banke, Bardiya, Surkhet, Kailali and Kanchanpur districts that allowed 77 community mediations (31 female) to share their experiences and exchange ideas. Similar meetings will be held in Dang district in the following quarter. According to CMCs, one of the main challenges they faced in continuing mediation services was that that some Ward Chairpersons are handling cases without consulting CMCs and without following proper mediation processes. In response to this, SB expedited interactions between CMCs and representatives of executive committees and judicial committees.

This quarter, SB organized eight one-day interactions in Surkhet, Kailali and Kanchanpur districts. Three-hundred and forty three participants (147 female) including Mayors, Deputy Mayors, Ward Chairpersons, CMC coordinators and CMs participated in these interactions. Chetraj Bhatta, former Regional Project Coordinator for CeLRRd, facilitated the interactions that focused on legal provisions for mediation, the role of Judicial Committee and mediation according to LGOA (2017), and the present status of CMCs. The interaction included discussions around basic operation costs and funds needed to operate a CMC. Community mediators also shared their experience with the participants. The elected representatives all committed to build on the learnings of CMs.

Following meetings with judicial committees around mediation processes, LYGs conducted nine social marketing events, involving 588 youth (350 female): door-to-door campaigns (7) and street dramas (2). Additionally, eight FM partner stations aired a public service announcement (PSA) on CMCs previously developed by SB for 20 days in original districts. SB will not conduct any social marketing events after this.

SB also tracked the status of CMCs following local restructuring; rural municipalities and municipalities have allocated budget totaling to NRs. 3,890,000 for 52 out of 115 CMCs (see Table 3 in Annex 2). Currently, ward offices (previously Village Development Committee, VDC, offices) continue to provide office spaces and utility support for the CMCs that were visited this quarter. In recovery districts, local governments have provided office spaces to 20 of the 26 CMCs (see Table 4 in Annex 2).

GESI in Mediation Of the 104 individuals who accessed mediation services to address disputes (first party), 52 (50%) were women, 49 (47%) were youth, and 66 (63%) were from marginalized groups. Among the 52 women who sought mediation services, 32 (62%) were from marginalized groups. Further, of the 141 CMs involved in mediating disputes this quarter, 58 (41%) were women, 75 (53%) were youth, and 76 (54%) were from marginalized groups (see Tables 5-6 in Annex 2).

2.2.2. Result 2: Enduring Solutions to the Problems that Drive Conflict are adopted

Women’s Economic Groups (WORTH) SB continued to support 11,511 women in 444 women’s economic groups using Pact’s WORTH model, an integrated literacy-led approach to women’s empowerment first developed in Nepal under USAID-funded Women’s Empowerment Program in the late 1990s. WORTH group members continue to initiate and participate in various social actions in their communities.

Saving and Loans This quarter, 444 Phase 1 and Phase 2 WORTH groups saved NRs. 4,203,559 that included mandatory savings, voluntary savings, interest earnings, group incomes, and penalties. As of December 2017, the cumulative saving was NRs. 35,629,608 and 9,051 members have mobilized

8 cumulative loan amount of NRs. 114,886,928. This quarter, 2,691 loans were issued to 2,409 WORTH members amounting to NRs. 19,832,221 with an average loan size of NRs. 7,369 (see Tables 7-8 in Annex 2 for Phase 1 and 2 breakdowns of savings and loans). Using these loans, 79 new members started various micro-enterprises including vegetable farming, poultry farming, and retail shops. This brings the total number of women doing micro-enterprises to 3,449 WORTH members. This quarter, sixty-six members rescheduled their payment date and eight loans amounting to NRs. 39,455 have not been recovered till date.

This quarter, SB tracked 2,876 WORTH members who have a net profit of NRs. 1,090,124 from investments totaling NRs. 10,728,981 from micro business such as poultry farm, goat-raising, vegetable farming, tea stall, and grocery shop. For example, around September 2017, Dilsara Pun from Tallo Taranga WORTH group of Barahataal Rural Municipality-4 in started poultry farming by investing NRs 40,000 (her husband who works in India sent her NRs. 30,000 and she got a loan of NRs. 10,000 from the group). This quarter, she earned NRs. 82,500. Bandhiya Chaudhary of Srijana Nagarik Sachetana Kendra in , Municipality-10 in took out a loan of NRs 5,000 to purchase a pig about a year ago. During this quarter, she was able to sell eight piglets for NRs. 24,500. Vagawoti Rawal from Nagarik Sachetana WORTH group in , Basgadhi Municipality-3 in Bardiya district borrowed NRs. 16,000 from the group and with the NRs. 10,000 she had, she was able to start mushroom (NRs. 8,000) and poultry farming (NRs. 18,000). This quarter, she earned NRs. 60,000 by selling mushroom and NRs. 95,000 from poultry farming. In April 2017, Manisha Khatik of Pragati WORTH group of Udharapur, Khajura Rural Municipality-5 in Banke district started vegetable family on a khatta of land with NRs. 65,000 (NRs. 10,000 in loan from group). She now farms on 20 khatta of land and makes a profit of about NRs. 1,500 per month.

Capacity Building of WORTH Groups In this quarter, WORTH NGO partners conducted 145 one-day interactions and orientations on anti- trafficking in persons for 3,922 community members (3,563 female): one district-level event in Banke district, 15 ward-level event, and 129 events for WORTH groups. Additionally, SB conducted 10 events of one-day mobile workshops in Surkhet district to facilitate interactions between WORTH groups such that they could share their experiences and learn from each other. More mature and independent WORTH group members shared administrative practices that have worked for them with other groups. A total of 226 members from 27 WORTH groups participated in these workshops. Similar workshops will be held in the remaining five districts in January.

SB specifically mobilized Empowerment Workers to track results of the various capacity building efforts of WORTH groups, including skills development training, anti-trafficking orientations, and management capacity of WORTH groups. SB found that 337 groups are now able to manage their accounts independently as shown in the table below (compared to 254 groups in June 2017):

Status of WORTH Groups Ability to Manage Accounts Independently, December 2017 Still need District Total groups Independent groups support 1st 2nd 1st 2nd Total Total phase phase phase phase Banke 41 44 85 29 32 61 24 Bardiya 29 32 61 19 26 45 16 Dang 47 40 87 31 37 68 19 Kanchanpur 22 20 42 17 16 33 9 Kailali 41 40 81 32 31 63 18 Surkhet 36 52 88 36 31 67 21 Total 216 228 444 164 173 337 107

9 A group of 44 WORTH groups, with 1,056 members, were sampled for results of capacity building efforts. Findings included: 79 members had started businesses, and 143 members reported that their livelihood had improved due to skills training and access to loan from the group. For instance, six months ago, Nami Pun of the Citizen Awareness Center of Hasipur, Bangalachuli Rural Municipality in Dang district opened a retail shop with an investment of NRs. 35,000 (NRs. 11,000 in loan from WORTH group). This quarter, she earned NRs. 18,700. Furthermore, 785 members were competent in handing group records and book-keeping, and 159 members had been able to access training opportunities provided by local stakeholders. Additionally, 24 WORTH members have been able to secure employment opportunities (see Table 9 in Annex 2 detailed information).

This quarter, WORTH NGO partners conducted assessments to follow up on the 100-day plans created as part of Organizational Capacity Assessment (OCAs) and measure changes in OPI for 98 WORTH groups. The assessments found that groups show improvement in registration with government agencies, mobilizing resources from other agencies, initiation of social actions, and capacity to manage groups independently. For instance, based on their 100-day plan, Chameli WORTH group of Betahni, Duduwa Rural Municipality in Banke district, was now regularly doing voluntary savings and no longer needed to rely on their Empowerment Worker for account keeping. In , Sub-Metropolitan City-6 in Dang district, Pragati WORTH group initiated an awareness campaign against drug abuse and gambling and advocated for an alcohol-free village, and Saraiya WORTH group started a weekly tole sanitation campaign. Sunaulo WORTH group of , Kailari Rural Muncipality-2 in Kailali district had registered at District Agriculture Development Office (DADO) and received 2,000kg of turmeric seeds from Agriculture Research Fund, two-day mushroom farming training including three packets of seeds for seven members, and an orientation on DADO services by a Junior Technical Assistant from DADO.

Results Survey This quarter, WORTH NGO partners sampled 146 (33%) of 444 Phase 1 and 2 WORTH groups for a results survey. The survey collected information on multiple themes, including savings and loan patterns, status of micro-enterprises, decision-making roles in the household, participation in community development activities, and leadership roles.

Sustainability of WORTH groups and activities This quarter, as part of SB’s sustainability plan, SB conducted six interactions to facilitate linkages between WORTH groups and sectoral line agencies in Dang district. At the interaction where local level representatives from DADO, District Livestock Service Office (DLSO), Women and Children Office, cooperatives and Ward Offices shared information with 120 members from 24 WORTH groups about the process of affiliation with government offices, types of services provided by local agencies for women and marginalized groups, and the process in which WORTH groups can access them. SB partners also shared a directory of active cooperatives and service providers to 262 WORTH groups, such that they have the information needed to conduct an internal assessment as to whether they want to receive any support from or affiliate with the cooperatives. Similarly, SB has contracted a national firm, Biruwa Advisors, to conduct an action research-based provide private sector support for selected WORTH groups. Biruwa Advisors will closely work with field staff to identify business support mechanisms and support roadmap for six to twelve enterprises. In addition to supporting existing WORTH groups, Biruwa Advisors will also facilitate credit linkages for WORTH groups through existing micro-finance institutions.

As a result of the regular interactions and discussions between service providers and WORTH groups, the latter were able to register with Agriculture and Livestock Service Center (45) and Ward Office (22). Additionally, this quarter, 78 WORTH groups were able to receive services from government and private agencies (see Table 10 in Annex 2 status of registration till December 2017).

10 WORTH Groups in Social Action Following the orientations on issues related to trafficking in persons and given that 16 Days of Activism against GBV took place during November 25 – December 10, many social actions initiated by WORTH groups this quarter had an anti-trafficking focus. WORTH NGOs organized or supported 118 events across six original districts as part of the 16 Days of Activism, including awareness- raising against GBV (14), interactions (26), rallies (17), and other activities (61). A total of 3,261 participants (2,989 female) attended the events. Additionally, 97 WORTH groups conducted 98 self- initiated social actions and 74 social actions in collaboration with local government and other NGOs focused specifically on issues related to trafficking in persons. These initiatives reached out to approximately 5,112 community members (3,768 female). For example, the WORTH groups from Dhadawar, Municipality in Bardiya district conducted door-to-door campaign to 87 households on awareness and referral mechanisms for trafficking in persons.

Following these capacity building efforts and involvement in social action, WORTH members tend to more aware and active in address GBV. For instance, WORTH members, in Narainapur Rural Municipality in Banke district, stopped a man as he was taking a girl to India and got him arrested by the police. They also brought a case of attempted rape of a 12-year old girl against a man, linked to a powerful community member, to the police. Despite multiple threats, the women refused to step back.

GESI in WORTH Of the 11,511 members in 444 WORTH groups, 8,753 (76%) are youth and 8,551 (74%) are from marginalized groups (see Table 11 and Figure 1 in Annex 2). Based on its Gender Equality and Social Inclusion (GESI) strategy, SB has been intentional in supporting marginalized groups in leadership positions. In the 444 WORTH groups, 1,266 (71%) of 1,776 Management Committee members are from marginalized groups (see Table 12 in Annex 2). In providing loans to members from the most marginalized communities, WORTH groups provide access to credit for women who in the absence of collateral cannot access loans from traditional financial institutions. Of the 2,409 members who mobilized loans this quarter, 1,777 (74%) were youth and 1,766 (73%) were from marginalized groups (see Table 13 in Annex 2). These percentages are comparable to those from Year 5. Also of 78 WORTH members who started businesses this quarter, 58 (74%) are youth and 61 (77%) are from marginalized groups, compared to 75% and 74% respectively in Year 5 (see Table 14 in Annex 2).

Youth in Development SB continues to build and strengthen youth groups and networks, support youth interactions with local government, and support youth mobilization and campaigns in the areas of media, community mediation, and women’s empowerment. SB currently supports 54 active LYGs and six DYNs.

Community Development Activities SB provides small grants to LYGs (not exceeding NRs. 7,000 each) and to DYNs (not exceeding NRs. 50,000 each) to conduct CDAs on issues relevant to their communities based on suggestions from ward and municipality offices. This quarter, LYGs conducted 102 CDAs and DYNs conducted seven CDAs engaging a total of 4,546 community members (2,656 female). The CDAs addressed mock polling, voter education, distribution of winter clothes to old age home, social marketing for community mediation (as part of our earlier plan), reproductive health awareness, and sanitation. The micro-grants stimulated 42 additional voluntary social actions, with funds they raised themselves, which covered a similar range of topics as the SB-funded CDAs. As part of CDAs, LYGs accomplished the following: • Constructed cemented trash pits in the primary school Babiyachaur, Rural Municipality and ward office in , Chukune Rural Muncipality in Surkhet district. • Repaired bridge in Mohanyal Rural Municipality of Kailali district such that 25 students (14 female), including 11 from the Dalit community, could access the school even during the rainy season.

11 • Placed 25 dustbins around the market area of municipality, with coordination with the municipality office for trash collection. The CDAs are instrumental in encouraging youth to become responsible for community development issues, and have helped them to gain trust of the community and local government. In order to plan CDAs and discuss issues related to youth, LYGs held a total of 59 meetings this quarter, attended by 973 members (573 female). Additionally, 29 Phase 1 LYGs continued to conduct meetings.

Youth Discussion Series This quarter, DYNs held a series of seven youth discussions at the rural municipality (one) and municipality (six) level, which were attended by 218 participants (118 females). At these discussions, youth focused on Right to Information, the need of CMCs in new local structures, safe migration, trafficking of girls, and voter education. DYNs collaborated with youth of several local youth networks to create a common platform where youth from different backgrounds can come together to discuss relevant issues. Some of the discussions also led to CDAs, such as door-to-door campaigning to raise awareness about girls’ education and trafficking of girls.

GESI in Youth Of the 944 members in the 54 LYGs in Phase 2, 448 (48%) are women and 645 (68%) are from marginalized groups. Additionally, of the 120 members of the six DYNs, 47 (39%) are women and 39 (33%) are from marginalized groups (see Tables 15-16 and Figure 6 in Annex 2). This quarter, 2,656 (58%) of the 2,512 community members engaged by CDAs were women.

Media in Development

Following the discontinuation of Equal Access, SB continued to provide partial support to eight production partner FM stations and Listen, Discuss, and Action Groups (LDAGs), through GNGOs.

Production and Broadcast of Sajhedari This quarter, eight production partner FM stations produced and broadcast 104 episodes of Sajhedari. A majority (79) of the episodes were on governance-related issues including roles and responsibilities of local government, process of accessing services from local service centers by marginalized community, and code of conduct for provincial and federal elections. Other episodes covered issues related to community development, women’s empowerment, conflict mediation, and youth. The episodes included coverage of SB activities, as well as voice bytes of and interviews with elected representatives, local community members, SB partner representatives, and government officials. For the list of episodes this quarter, refer to Table 17 in Annex 2. Of the 104 episodes, 64 were produced with support of SB and aired 128 times (FM stations bore half the broadcast costs) and 40 were produced and aired by FM stations without any support from SB.

Production and Broadcast of Public Service Announcements This quarter, eight FM stations aired a PSA on community mediation centers previously developed under SB. The PSA was broadcast a total of 80 times over 20 days, and half of the cost was borne by the FM stations.

Content Advisory Groups Seven partner FM stations held one content advisory group (CAG) meeting each to finalize a total of 68 issues for upcoming Sajhedari episodes. There was a total of 66 participants (30 female), including representatives from SB partners, LDAGs, and local governments. Representatives from SB partners ensured proper coverage of SB priorities and activities, whereas representatives from local government requested the production of more episodes on the roles and responsibilities of local bodies and the process for accessing services at local service offices.

12 Listening, Discussion and Action Groups in Advocacy During this quarter, two LDAGs organized interactions on the issue of child marriage with Class 10 students of Malika Secondary School in Lagan, Panchapuri Municipality and Shree Nepal Rastriya School in Chhapre, Chaukunne Rural Municipality in Surkhet district. The 167 participants (85 female) committed to sharing information the impacts of child marriage and the role on community in reducing it with their friends and other people in their communities.

Linkages for Sustainability On December 31, SB supported Radio Jagaran convened a one-day “media in development” workshop is Municipality in Surkhet district. A total of 33 participants (six female) participated in the event, including Mr. Chabibala Sigdel, Coordinator of the District Coordination Committee, mayors of Birendranagar and Lekhbesi Municipalities, Chairperson of , and Vice Chairperson of Barahatal Rural Municipality. The discussion provided an update on how Sajhedari and other radio episodes are produced with a focus on good practices from SB such as CAG meetings, scriptwriting, and incorporating feedback from LDAGs and local stakeholders through Critical Listening and Feedback Sessions to ensure quality programming. Participants also discussed the opportunities and challenges of media mobilization by local governments in the new context. At the end of the program, elected leaders committed to allocating funds for media mobilization in future budgets.

GESI in Media Twenty-seven (26%) of the Sajhedari episodes were produced in local languages, including Tharu (21%), Doteli (2%), Awadhi (1%), and Acchami (1%). This is a decrease from the 52% in Year 5 – SB sees the importance of continuing to support programming in non-Nepali local languages to encourage local FM stations to broadcast information such that it is accessible to people who may not comprehend Nepali with ease. The episodes featured 1,057 local voices, 603 (57%) of which were of women and 399 (38%) from marginalized groups, compared to 43% women and 60% from marginalized groups in Year 5. This shows that although relatively more voices from women were included, there were much less voices from marginalized groups (both men and women) that were included. One of the reasons for this, as noted in previous reports, is that for episodes that focus on local government, many of the interviews and sound bites were from government representatives, a majority of whom tend to be male.

2.3 OBJECTIVE B: IMPROVE COMMUNITIES’ ABILITY TO ACCESS RESOURCES FOR DEVELOPMENT

2.3.1 Result 1: Inclusive Community Strategic Planning Processes Established 2.3.2 Result 2: Strategic Community Development Plans Established

Within the new federalized structure, SB efforts addressed Results 1 and 2 concurrently through activities focused on the development of critical documents that would support local governments to ensure participatory and inclusive planning processes, in accordance to the LGOA (2017).

Municipality Profiles This quarter, SB started supporting two rural municipalities (Baijanath in Banke district and Rapti in Dang district) and one municipality (Barbardiya in Bardiya district) to prepare municipality profile, in accordance to the new municipality’s new structure. Based on the guidelines circulated by MoFALD and the provisions included in the LGOA (2017), SB focuses on ensuring community participation in the process of developing profiles. The profiles will contain baseline demographic and socio- economic data that provides local governments with a picture of the context and status of development in their area. The profile provides a basis for preparing well-informed, evidence-based annual and periodic plans. Once the profiles are completed in February, they will also be uploaded on municipality websites.

13 Internal Revenue Assessment and Projections This quarter, SB supported four municipalities with their internal revenue assessment and projections (IRAPs): Rajapur and Bangadhi in Bardiya district, and Chaukune and Lekhbesi in Surkhet district. The IRAPs, developed in accordance with the (2015) and LGOA (2017), illustrate previous revenue trend, potential sectors and amount for internal income, revenue projection of the next three years, and source sharing of internal income in accordance to the Inter-Governmental Fiscal Management Act (2017). SB had previously supported IRAPs for former Village Development Committees that are now municipality wards. The new documents use information from the previous IRAPs as reference materials.

SB supported three induction workshops attend by 105 stakeholders (21 female), including elected leaders and government officials in Banke and Surkhet districts. The induction workshop for Bardiya district was completed in the previous quarter. Preliminary draft assessment of Rajapur municipality in Bardiya district include the following areas as potential sources of revenue: house and land tax, house rent tax, business tax, service fees, vehicle tax, entertainment/recreation tax, and parking fee. The next council meeting in June-July 2018 will decide what aspects to endorse from this report. Draft reports will be shared with municipalities in February. Local governments will endorse IRAP information in the fiscal acts that local governments prepare and collect revenue accordingly.

Prepare Planning Process Guidelines SB is supporting MoFALD with the development of the planning process guidelines. A scope of work has been finalized and SB will sign in a team of consultants to develop the guidelines in consultation with MoFALD. The guidelines will focus on citizen participation and learnings from application of GESI approaches from SB project. SB will seek to involve one or two municipalities for their inputs. The guidelines will finalized by the end of February and will be handed over to MoFALD or/and circulated widely among municipalities in SB working areas.

2.3.3 Result 3: CBOs advocate for needed resources for financial, technical, and commodity support

Micro-Projects for Community Development and Post-Disaster Recovery SB provides fixed-price sub-contracts for SSIPs through a community contracting mechanism. The SSIPs provide community members access to resources for development projects, creates opportunities to model and practice processes that ensure transparency and accountability, and augments resources available to communities through local government budgets. Micro-grants are awarded to Implementing Partner Committees (IPCs), formed following Government of Nepal (GoN) guidelines for users’ committees, which in turn are monitored by Project Monitoring Committees (PMCs). The project selection involved discussions at the Ward Citizen Forum (WCF) meeting, VDC council approval, social inclusion, feasibility study, design, and cost estimation. SB also requires each SSIP to have a sustainability and maintenance plan and conclude with a public audit.

This quarter, in original districts, SB completed three SSIPs that benefited 330 households, of which 89% where from marginalized groups. With this, SB has completed 80 SSIPs planned for original districts in Year 5. In recovery districts, SB completed 28 SSIPs benefitting 2,176 households, of which 81% where from marginalized groups. SB started work on 35 SSIPs. All 52 ongoing SSIPs are scheduled to be completed by February. Additionally, SB completed water tests for 33 drinking water supply water projects, following GoN guidelines, and SB is in the process of distributing the test results to IPCs and municipalities for record keeping and to encourage beneficiaries and local government authorities to practice similar accountability measures.

In order to enhance ownership and build the capacity of IPCs/PMCs to effectively implement and monitor SSIPs, SB organized 54 trainings for 1,228 IPC/PMC members (696 female). Participants learned about importance of following engineer designs and specifications, labor management,

14 budget-tracking, procurement, quality control, accountability, project ownership, and work plan development. IPCs also learned about their responsibilities, including developing a sustainability and maintenance plan prior to project implementation, holding regular management meetings, keeping minutes of all key decisions, and proper record-keeping. One of the results of such trainings has been that IPC members show an interest in the implementation of other local projects and user committees for non-SB projects have requested similar trainings. GNGOs in Kailali and Surkhet districts are exploring the possibility of facilitating these trainings through their social mobilizers.

SB also provided support for two social initiatives. On October 28, SB supported a Uterus Prolapse Health Camp in Suryapatuwa, Madhuban Rural Municipality in Bardiya district benefitting 157 women. The camp was organized in coordination with the District Health Office, Bardiya District Hospital, and Suryapatuwa health post. Additionally, Ward Committee of Mudhuban Municipality-1 provided NRs 15,000 worth of medicine for the camp, with Mr. Parsuram Chaudhary, Ward Chairperson committing NRs 100,000 for similar women’s health camp in the future. SB also supported a promotion program for improved cooking stoves in Baijapur, Raptisonari Rural Municipality in Banke district benefitting 471 households.

Engagement in Social Campaigns As per MoFALD’s suggestion in Year 5, SB continued to play a role in select national campaigns and in this quarter, SB organized 429 events that reached out to 29,128 community members (19,186 female) in six original districts. These campaigns included mock polling (4), voter education orientation (379), children’s day celebration (34), and events to mark 16 Days of Activism against Gender-Based Violence (95).

2.4 OBJECTIVE C: IMPROVE COMMUNITIES’ ABILITY TO EFFECTIVELY IMPLEMENT INCLUSIVE DEVELOPMENT PROJECTS

2.4.1 Result C.1: Mechanisms for Transparent Administration of Funds Institutionalized

SB provides technical assistance, resources, and training to strengthen the capacity of local institutions and community groups to ensure the transparent administration of funds.

Social Accountability: Public Hearings, Social Audits, and Public Audits During this quarter, SB supported 31 public audits (3 in original districts, 28 in recovery districts) participated by 1,697 community members and government representatives (179 original, 1,518 recovery, 920 female). Community beneficiaries, former Village and Supervision Committee members, political party representatives, local government officials, and elected representatives continue to state their appreciation for the participatory and transparent way in which these publics audits have been conducted and express their willingness to adopt this practice in future development projects.

Sajhedari Chautari This quarter, SB supported 34 ward-level trimester Sajhedari Chautari meetings in six districts. Ward Chairpersons and Secretaries chaired the meetings, which were attended by 1,292 participants (796 female), including representatives of LYGs, LDAGs, WORTH groups, political parties, municipality staff, non-governmental organizations, and USAID partners. The meetings included discussion on various aspects of projects being implemented in the wards, including planning, transparency, inclusive participation, and an effort to avoid duplication of efforts. As stated in SB’s sustainability plan, GNGOs continue to work with ward offices to continue Sajhedari Chautari meetings as ward-led trimester meetings.

Following a decision made at a Sajhedari Chautari meeting, a local NGO conducted an interaction program on illicit drug abuse and trafficking in Betan. Similarly, in Babiyachaur, Sajhedari Chautari

15 participants identified the need for an integrated reproductive health camp which SB will support through a sectoral mobile service camp. Following the local restructuring, trimester meetings are held at the ward level as mentioned in GoN’s latest executive order. GNGOs are actively facilitating the continuation of Sajhedari Chautari as ward-level trimester meetings. A Sajhedari Chautari meeting, in Kailari Rural Municipality in Kailali district, identified the need of a livestock mobile service camp which was later conducted on October 17 with SB support at the request of the Ward Chairperson.

Result 2: Inclusive Management Systems Adopted

GESI Strategies SB and partners continue to ensure that the participation of women and people from marginalized communities in training and workshops are at least 50%, where applicable. Additionally, GESI is a core consideration of all the guidelines and policy documents that have been developed.

Result 3: Systems for Sustainability Established

Sustainability of CMCs See Sustainability of CMCs under Objective A, Result 1.

Linkage, Networking, and Sustainability of WORTH Groups and Activities See Sustainability of WORTH activities in the Women’s Economic Groups (WORTH) section under Objective A, Result 2.

Continued Activities for LDAGs See Listen, Discussion and Action Groups for Advocacy and Linkages for Sustainability in the Media in Development Section under Objective A, Result 2.

2.5 OBJECTIVE D: INCREASE THE ABILITY OF EXISTING AND NEW GOVERNMENT UNITS TO FUNCTION EFFECTIVELY

Result 1: Local government officials effectively carry out their mandates

SB provides technical assistance, material support, and training to improve the ability of local government officials and elected representatives to respond to local demands in an inclusive and participatory manner.

Technical Assistance to Rural Municipality/Municipality SB contracted a resource organization to develop a curriculum, including a facilitator’s handbook and resource book. The curriculum and manual was submitted to USAID and MoFALD for feedback in January. SB has planned for Master Training of Trainers for approximately 40 participants in early February who will in turn train up to 1,300 elected women representatives in original and recovery districts by the end of February.

Vital Events Registration and Social Protection Guidelines SB is supporting the Department of Civil Registration at MoFALD to revise regulations for Vital Events Registration, in accordance with the Births, Deaths and Other Personal Events (Registration) Rules (1977). The regulation will contain details about procedures, criteria, and tools that will support local governments to ensure accurate and timely registration of vital events in a consistent manner across municipalities. The draft has been prepared and it will be finalized by February 20.

Building Bylaws in Municipalities SB is supporting the implementation of Building Bylaws in four municipalities: Sub- Metropolitan City in Banke district, in Dang district, Nilkantha Municipality in

16 , and Jiri Municipality in . SB has sub-contracted NSET to support Nilkantha and Jiri municipalities with the Bylaws and four mason trainings. Although, initially SB had planned to provide support for the implementation of Building Bylaws in six municipalities, the support has been constrained to four municipalities given the time constraint. SB is exploring the possibility of supporting one rural municipality for orientation on building bylaws and masons training. All related activities will be completed by February 15.

Mobile Service Camps Mobile service camps provide an important opportunity for local governments to provide much- needed to services to marginalized rural communities such that they do not have to make long journeys to municipality headquarters. This quarter, SB supported two sectoral mobile services camps in Kailali district. On October 30, SB supported a reproductive health mobile service camp in Ghodaghodi Municipality benefitting 124 community members. The service camp was conducted in collaboration with the municipality office, District Public Health Office, and Kailali district chapter of Family Planning Association Nepal. Services provided included screening for uterine prolapse, testing for HIV and sexually transmitted diseases, screening for cervical cancer, and family planning counseling and services. Additionally, on November 1, SB supported Kailari Rural Municipality to organize a mobile service camp to provide livestock services. The camp was organized following a request from the Ward Chairperson after a need was identified during a Sajhedari Chautari meeting. A total of 517 community members (376 female) brought 1,588 livestock to the camp for services including: deworming medicine for goats, anti-diarrheal medicine, lice treatment, and castration of goats. On September 14, 2017, learning from SB’s experience of sectoral mobile services camps, ’s council meeting approved budget for three mobile service camps.

District Level Discussions on Contemporary Issues This quarter, SB conducted two discussions on contemporary issues in Banke to help elected leaders to broaden their perspectives and make informed decisions. On October 27, responding to the request of Banke District Coordination Committee, SB organized a discussion in collaboration with LGCDP on the provisions of local governance in Nepalgunj Sub-Metropolitan City in Banke District. The 120 participants (10 female) included Mayors, Deputy Mayors, Chairpersons, vice Chairpersons, Ward Chairperson, and Chief Administrative Officers of two Municipalities and six Rural Municipalities of Banke district. Secretary Dinesh Thapaliya, Joint Secretary Guru Prasad Subedi, and Under Secretary Purushottam Nepal from MoFALD facilitated the discussions on topics including LGOA (2017), federalism and fiscal federalism in Nepal, and segregation of power between federal, regional, and local level. The sessions were followed by a plenary discussion where participants raised questions on provisions to hire temporary employees and consultants, conditional and equalization grants, new provision for budget allocated for thematic line agencies, accounts maintained for consolidated fund, provision to distribute social security fund, procurement provisions and provision for purchase of vehicles.

Similarly, on December 16-17, SB organized a discussion in Nepalgunj in Banke district on the LGOA (2017) and gender and social inclusion mainstreaming in the local level planning process for 70 elected representatives and bureaucrats (24 female) from Baijanath Rural Municipality. Kashi Raj Dahal, Chairperson of High Level Administrative Reforms Monitoring Committee, and Aarti Chatauth, Chief Executive Producer/Gender Analyst at Nepal Television, facilitated discussion on the following topics: constitutional provisions for concurrent rights of local, provincial, and federal government; function of local government; executive and judicial rights of local government; public finance management; and legal provisions for mainstreaming GESI. In the last session, participants made 15 commitments, including regularize village assembly meetings, prepare working procedure regulations and forwarding it to provincial and federal government, plan settlements according to land use plan and ensure building constructions abide rules, environment conservation, prepare a road map for development of the rural municipality, ensure free and quality basic education, solidarity against domestic violence, child-friendly public buildings, and end cast discrimination.

17 Policy Unit This quarter, SB drafted five policy papers and submitted them to USAID for approval on the following topics: • Challenges for citizen engagement in post-restructuring context • Need to strengthen local accountability in the face of growing demand for community contracting mechanism (user group model) • Accountability at the local level: policy, practice and way forward • Challenges and opportunities in the implementation of judicial rights of local government • Responsibility of local government in ensuring gender equality and social inclusion

Initially, SB’s policy unit drafted the policy papers based on the analysis of existing policies and their implementation, along with discussions in the field. In October and December 2017, SB held four policy forums in Nepalgunj in Banke district to get feedback from representatives from citizen groups, elected leaders and local government. The policy forums provided an important platform for SB to learn about the recent experiences of elected representatives and the challenges they faced in navigating existing policies, or the lack thereof. Although SB aimed for the policy forums to be platforms for dialogue, it was noticed that a more sustained effort to promote evidence-based discussions on the content of policy is required. There is a need for structured opportunities where local elected representatives get to learn about, hear other’s opinions, and practice their critical analysis skills. Although, such platforms have been readily available at the national level, there has been very few spaces in the past for such dialogues at the sub-national level.

Result 2: Local government units and CBOs/CSOs collaborate to identify local development priorities

SB encouraged collaboration between community-based organizations and local elected representatives and government authorities across its activities as described throughout the report.

Mobilization of Community-Based Groups in Provincial and Federal Elections This quarter, provincial and federal elections were conducted in all SB districts. Following the announcement of the elections, SB mobilized its network of NGO partners, social mobilizers, and local formations such as LDAGs and LYGs to raise awareness about the elections and the proper way to cast their ballots in their communities, including women and members of marginalized groups. In close coordination with the LGCDP social mobilizer and the voter education activist trained by the Election Commission, SB organized 379 events of voter education reaching 19,682 citizens (12,142 female): Banke (72), Dang (162), Kailali (106), and Kanchanpur (39). In Bardiya and Surkhet districts, the election commission did not want support for voter education from NGOS. Additionally, 306 LYG members (224 female) conducted 14 CDAs on voter education which included door-to-door campaigns.

GESI in Governance Through the support for micro-projects, that are specifically targeted to benefit women and marginalized groups, SB continues to build community capacity and confidence in managing development projects. This quarter, SB supported 54 new SSIPs benefitting 3,703 households, of which 3,199 (86%) are from marginalized groups compared to 65 percent in SB working area. (See Table 20 in Annex 2). Of the 564 IPC/PMC members for the 54 new SSIPs, 339 (60%) are women and 506 (90%) are from marginalized groups. Of the 339 women, 308 (91%) are from marginalized groups (see Table 21 in Annex 2). Through the formation of IPCs and PMCs that are reflective of the caste/ethnicity composition of beneficiary households, SB created opportunities for women and men from marginalized communities to gain practical skills related to planning, community participation, oversight mechanisms, and transparency.

18

19 3.0 CHALLENGES AND CONSTRAINTS-INTERNAL

3.1 Staff Turnover and Replacement This quarter, SB’s Senior Monitoring and Evaluation Officer left for a position in USAID-funded KISAN II project. Following his departure, to ensure continuity and reliability, SB decided to recruit an intern/consultant as a Monitoring and Evaluations (M&E) Associate who had worked closely with him on SB’s databases. Given the delay in finalizing her recruitment, SB has faced challenges in M&E activities.

20 4.0 CHALLENGES AND CONSTRAINTS-EXTERNAL

4.1 Provincial and Federal Elections Provincial and federal elections took place on November 26 and December 7. Since the Code of Conduct was in effect, similar to during the local elections, various government representatives advised SB not to start new activities or conduct public gatherings. Following the elections, SB resumed all activities at full speed and is on target to complete them on time.

4.2 Coordination with MoFALD Amidst lack of clarity on local governance issues and transfer of staff at MoFALD, decisions at the Ministry has been slower than usual. Although SB continues to coordinate with relevant departments and staff at MoFALD, with USAID support, SB is also cognizant of the fine balance that needs to be maintained while navigating coordination and collaboration with central and local governments within a newly federalized structure.

21 5.0 FINANCIAL REPORT

5.1 MAJOR CATEGORY EXPENDITURES

Q1 FY 2018 Financial Report Summary per Invoice Categories

Q1 FY2018 Targets Q1 Item Oct-17 Nov-17 Dec-17 % Total FY2018 Personnel 33,674.20 71,679.04 71,189.13 176,542.37 226,201.08 78% Fringe Benefits 16,872.21 22,849.26 24,607.36 64,328.83 80,916.70 80% Consultants 5,490.08 4,478.46 12,899.99 22,868.53 50,980.39 45% Travel 6,091.28 9,231.82 5,485.60 20,808.70 21,000.00 99% Allowances 4,309.82 12,256.30 7,234.66 23,800.78 29,025.00 82% Equipment & 2,143.32 4,261.57 1,286.96 7,691.85 11,138.50 69% Supplies Contractual 56,798.13 222,551.45 418,423.69 697,773.27 1,119,475.61 62% Other Direct Costs 15,783.45 12,812.54 19,840.29 48,436.28 76,257.13 64% Indirect Costs 28,255.37 52,814.44 64,466.83 145,536.64 219,849.36 66% Fixed Fee 15,208.21 17,403.53 16,188.70 48,800.44 45,000.00 108% TOTAL 184,626.07 430,338.41 641,623.21 1,256,587.69 1,879,843.77 67%

5.2 STATUS OF EXPENDITURE OF FUNDS TOWARDS M&E PURPOSE

M&E Expenditures

Direct Costs Amount Targets % Personnel 8,825.00 Fringe Benefits 3,799.00

Travel 4,350.00

Equipment & Supplies 762.00 Other Direct Cost 7,474.00 Indirect Cost 8,175.00 TOTAL 33,385.00 62,830.00 53%

In FY 2018, the first quarter expenditure rate was 67% on target. Most of the expenditures were according to the projections, except in the personnel, consultants, contractual, and other direct costs headings. Personnel related costs including salary, fringe benefits, and allowance appear low because ten days (September 21-30) of the costs were booked as accruals in the last quarter of FY 2017 due to payroll cycles. Consultant costs are underspent because some activities like support for building bylaws started later in the quarter, and the budget will only be spend in the second quarter. Similarly, the underspent amount in contractual activities is scheduled to be spent in the second quarter as contracts submit their remaining milestones.

22 5.3 LOE UTILIZATION SUMMARY STATUS

A total of 1,659.57 days were utilized during this reporting period per the LOE Table. At the end of first quarter of FY18, 84.87% of the total approved LOE has been utilized.

LOE Utilization for Q1 FY 2018

Q1 FY2018 Budgeted Remaining Oct-17 Nov-17 Dec-17 Position Total LOE LOE LOE LTTA – Key Personnel 94.38 105.50 107.00 306.88 5,926.00 371.96 LTTA – Professional & Support 380.00 355.50 363.38 1,098.88 21,768.00 2,915.33 STTA 42.81 130.84 80.16 253.81 4,054.00 1,515.17 TOTAL 517.19 591.84 550.53 1,659.57 31,748.00 4,802.46

5.4 STAFFING MATRIX

As SB approaches its close-out phase, SB has developed a phase-wise staff transition plan to ensure efficient completion of project activities and project closeout. Currently SB has 55 regular staff (18 female), including two expatriate staff. Twenty-eight of the staff will finish their contracts in February, four in March, and the remaining 23 will continue till the end of May 2018.

SB will start providing job assistance support/initiatives to those affected staffs by providing workshops on drafting CVs, interviews techniques, and sharing related jobs vacancy.

Recruitment Position Name Start Date Status Chief of Party Russell Pepe 11/07/2016 Hired Deputy Chief of Party Basanta Pokhrel 11/17/2014 Hired Senior Field Director Mahesh Nepal 03/09/2015 Hired Senior Field Director, Recovery Jason Katz 09/07/2016 Hired Director of Grants & Contracts Shiromani Pokhrel 04/10/2017 Hired Director of Finance Ram Chandra Paudel 02/16/2015 Hired Director of Monitoring and Evaluation Sudan Shivakoti 07/01/2016 Hired Senior Regional Program Manager- West Purushottam Adhikari 08/21/2014 Hired Senior Regional Program Manager – Center Suresh Thapa 16/11/2015 Hired Finance Manager Surya Upadhyaya 03/18/2013 Hired Office Manager Ananta Sharma 10/17/2013 Hired Human Resources Manager Anju Lamichhane 11/11/2013 Hired Administrative Manager Adarsha Shrestha 08/25/2014 Hired GESI Manager Srijana Chettri 12/08/2014 Hired Local Governance Manager Govinda Adhikari 07/20/2015 Hired Local Governance Manager Vishnu Tandon 10/05/2015 Hired Engineer Manager – West Santosh Raj Panthee 04/25/2016 Hired Engineer Manager – Classic Lomash Adhikari 04/26/2016 Hired Internal Control Specialist Mohan Shrestha 08/01/2016 Hired Engineer Manager- Center Bishnu Prasad Pathak 02/15/2017 Hired

23 Recruitment Position Name Start Date Status IT Officer Jogendra Singh 02/20/2017 Hired Administrative & Logistic Officer Ameeruddin Ansari 01/23/2014 Hired Procurement Officer Bishal Raj Shrestha 04/09/2015 Hired Finance Officer Rita Diwan 05/06/2013 Hired Grants & Contract Support Officer Bhawana Rawat 11/23/2015 Hired Finance Officer – West Laxmi Lama 11/02/2015 Hired Finance Officer – Center Prakash Neupane 11/23/2015 Hired M&E Officer Ajita Pokhrel 02/01/2016 Hired G&C Officer Mal Dhan Chaudhary 09/01/2016 Hired Media Field Coordinator Sharmila Lama 06/08/2015 Hired District Field Coordinator Santosh Kumar Karna 07/21/2015 Hired District Field Coordinator Surya Baramu 08/24/2015 Hired District Field Coordinator Basu Dev Chaudhary 09/16/2015 Hired District Field Coordinator Pragya Thapa 09/28/2015 Hired District Field Coordinator Rajesh Kumar Jha 09/28/2015 Hired District Field Coordinator Ganesh Bhujel 11/30/2015 Hired District Field Coordinator Kiran Lama Ghising 07/18/2016 Hired District Field Coordinator Arjun Bishowkarma 11/07/2016 Hired District Field Coordinator Rahul Shrestha 03/15/2017 Hired Receptionist Swechchha Shrestha 07/08/2013 Hired Finance Associate Mina Mahato 07/21/2015 Hired Office and Ground Maintenance Chitra Bhandari 11/18/2013 Hired Driver Dulari Tharu 05/10/2013 Hired Driver- Kathmandu Karna Bahadur Lopchan 03/22/2017 Hired Driver Tika Ram Sunar 08/26/2013 Hired Driver- West Prem Bahadur Gurung 06/06/2016 Hired Driver – Center Bal Bahadur Tamang 05/23/2016 Hired Driver -Center Bhupendra K.C. 05/16/2016 Hired Driver- Kathmandu Shiva Nagarkoti 02/01/2017 Hired Cleaner/Cook Nanda Gharti Magar 08/01/2013 Hired Cleaner Sunita Tharu 08/01/2013 Hired Cleaner Chandra Kumari Thapa 06/02/2014 Hired Cleaner/ Cook Rashmita Tamang 07/01/2015 Hired Cleaner/Cook – West Chandrakala Shrestha 10/03/2015 Hired Cleaner/ Cook – Center Kalawati Shedai 03/01/2016 Hired

24 ANNEX 1: PMEP MATRIX

Target Target Achievement Indicator PPR Type Responsible Frequency Baseline Remarks Yr. 6 Yr. 6 Q1 Yr. 6 Q1 Goal: Targeted communities are empowered to better direct their own local development Proportion of budgeted VDC projects that were The data will be available by fully implemented/finalized within the previous Impact Pact Annually in October 17.10% 95% February through Perception planning cycle Survey V Objective A: Enabling environment for community development established Baseline, by annual Proportion of households that have experienced (perception survey) The data will be available by conflict in the past year that have used peaceful Outcome Pact 54% 30% February through Perception and end of the means to solve the conflict Survey V project The data will be available by Proportion of VDCs that have youth groups/CMU Outcome LNGOs Annually in October -- 90% February through Perception that participate in the VDC planning process Survey V IR A1: Early responses that address the causes and consequences of instability are institutionalized Proportion of households that have experienced Baseline, by annual The data will be available by conflict in the past year that have used peaceful means Outcome Pact (perception survey) and 54% 30% February through Perception to solve the conflict end of the project Survey V Number of host national inhabitants reached through Of the total, 507 were women USG assistance public information campaigns to PPR Output LNGOs Quarterly 0 3000 1000 947 and 440 were men. support peaceful resolution of conflicts Source: SB Progress data Seventy settled out of 104 registered cases. The under achievement is due to the local restructuring and the lack of procedural clarity regarding the operation of judicial committee and the CMCs (such as how judicial Proportion of all mediation cases opened during the Collected monthly, committee should handle quarter preceding the period that were settled within 3 Outcome LNGOs 0 80% 80% 67% reported quarterly CMCs). It is found that many months cases are either handled directly by judicial committee or elected body (wherever judicial committee is nonfunctional), which has left the CMCs in a state of confusion. Source: SB Progress data

25 F: Number of new groups or initiatives created through USG funding, dedicated to resolving conflict Output LNGOs Quarterly 0 0 or the drivers of the conflict F: Number of groups trained in conflict mitigation/resolution skills or consensus building Output LNGOs Quarterly 0 0 techniques with USG assistance F: Number of people trained in conflict mitigation/resolution skills or consensus building Output LNGOs Quarterly 0 0 techniques with USG assistance Seventy settled out of 104 registered cases. The under achievement is due to the local restructuring and the lack of procedural clarity regarding the operation of judicial committee and the CMCs (such as how judicial Number of new cases of individual/group conflict committee should handle Output LNGOs Quarterly -- 300 150 104 mediations opened during the reporting period CMCs). It is found that many cases are either handled directly by judicial committee or elected body (wherever judicial committee is nonfunctional), which has left the CMCs in a state of confusion. Source: SB Progress data Out of 104 mediated cases 57 were from youth, women's, and marginalized groups. The under achievement is due to the local restructuring and the lack of procedural clarity regarding the operation of judicial committee and the Number of successfully mediated local level disputes CMCs (such as how judicial among women, youth, or people from marginalized PPR Outcome LNGOs Quarterly -- 200 100 57 committee should handle groups as a result of USG assistance (custom) CMCs). It is found that many cases are either handled directly by judicial committee or elected body (wherever judicial committee is nonfunctional), which has left the CMCs in a state of confusion. Source: SB Progress data

26 The under achievement is due to the local restructuring and the lack of procedural clarity regarding the operation of judicial committee and the CMCs (such as how judicial committee should handle Number of local level conflict mitigated with USG CMCs). It is found that many PPR Output LNGOs Quarterly -- 240 120 70 assistance. cases are either handled directly by judicial committee or elected body (wherever judicial committee is nonfunctional), which has left the CMCs in a state of confusion. Source: SB Progress data IR A2: Enduring solutions to the problems that drive conflict are adopted Proportion of supported economic groups that provide Outcome LNGOs Annually -- 90% 90% Annual target more than 5 loans per year to their members Number of youth who have started a business or found Outcome LNGOs Annually -- 0 0 Target not relevant a job through the project activities The target cannot be achieved this quarter as the activity is Number of individuals who received USG-assisted postponed. The target is for training on gender equality and social inclusion and the Output LNGOs Quarterly -- 938 500 Dalit elected women understanding of the root causes of the conflict representatives and the training will only take place in February. Number of new/existing women's economic groups Output LNGOs Quarterly -- 0 formed during the reporting period Number of Youth Groups and CMUs that have been established/revived/operational in the reporting Output LNGOs Quarterly -- 0 period Proportion of VDCs that have youth groups/CMU that Outcome LNGOs Annually -- 90% participate in the VDC planning process Eight FM radio stations F: Number of non-state news outlets assisted by USG Output LNGOs Quarterly -- 8 8 8 produced radio episodes Source: SB Progress data Out of 1,688 women, 1,629 youth women participated in Community Development F: Number of local women participating in a Activities. The over substantive role or position in a peacebuilding PPR Output LNGOs Quarterly N/A 2,700 1,350 1,688 achievement is due to the process supported with USG assistance success in supporting the flood victims. More women participated than expected as

27 the work helped build young women's social credibility. Source: SB Progress data

Out of 1,987 people from marginalized groups, 1,298 are female and 689 are male. The over achievement is due Number of people from marginalized group to the success in supporting participating in a substantive role or position in PPR Output LNGOs Quarterly N/A 3,400 1,700 1,987 the flood victims. More peacebuilding process supported with USG assistance members of marginalized groups participated than expected as the work helped build their social credibility. Source: SB progress data Out of 2,064 counted/available positions, 1,993 are occupied by women and member of marginalized groups. The over achievement is due to the fact that the Percentage of leadership positions in USG supported ratio of marginalized groups' community management entities that are filled by a PPR Outcome LNGOs Quarterly N/A 85% 85% 97% membership in most cases woman or member of a vulnerable group. has increased, which is unexpectedly reflected in the leadership position. We anticipated this would happen, but not this soon. Source: SB progress data F: Number of USG funded events, trainings, or activities designed to build support for peace or PPR Output LNGOs Annually N/A 2 reconciliation on a mass scale Number of people participating in USG supported Of the total, 1,688 were men events, trainings or activities designed to build mass PPR Output LNGOs Quarterly N/A 5,500 2,750 2,609 and 921 were women. support for peace and reconciliation ADR: 2, conflict mediation: 2, Number of media stories disseminated with USG good governance: 18, support to facilitate the advancement of reconciliation PPR Output Pact Quarterly N/A 40 40 40 women's empowerment: 5, or peace process. youth: 1, other:12 Source: SB Progress data Objective B: Communities access resources for development Number of Ward Citizen Forums that review the village development plan to ensure equitable distribution of Outcome LNGOs Semi-annually 0 898 local resources Proportion of Ward Citizen Forum members who indicate that they can provide meaningful input into Output LNGOs Semi-annually 29% 85% village development plans 28 IR B1: Inclusive community strategic planning processes are established Number of local key stakeholders (community leaders, local government officials), trained in inclusive Output LNGOs Quarterly -- 938 participatory planning Proportion of ward citizen forums (WCFs) with GESI Outcome LNGOs Semi-annually 53% 85% strategies in place IR B2: Community development plans are established Proportion of village development plans with a functional sustainability plan that adheres to locally Outcome LNGOs Semi-annually 81% 81% agreed standards Number of Ward Citizen Forum that review the village development plan to ensure equitable distribution of Output LNGOs Semi-annually -- 898 local resources Proportion of Ward Citizen Forum members who indicate that they can provide meaningful input to the Outcome LNGOs Semi-annually 29% 85% village development plans Proportion of village development plans that include a Outcome LNGOs Semi-annual 53% 88% fundraising plan Objective C: Communities implement inclusive development policies effectively Proportion of citizens who indicate that they actively participate in the decisions around VDC community Outcome LNGOs Semi-annual 3.60% 27% development projects Proportion of community projects that are allocated to Outcome LNGOs Semi annual 20% 31% women, youth or marginalized groups IR C1: Mechanisms for transparent administration of funds are institutionalized Proportion of citizens who feel that the administration Outcome LNGOs Yearly 16% 22% of funds in the VDC is transparent IR C2: Inclusive management systems are adopted Proportion of citizens who indicate that they actively participate in the decisions around VDC community Outcome LNGOs Semi-annual 3.60% 27% development projects Proportion of community projects that are allocated to Outcome LNGOs Semi annual 20% 31% women, youth or marginalized groups IR C3: systems for sustainability are established Proportion of partners that improve their Outcome Pact Semi-annual 60% 90% organizational capacity Objective D: Local government units function effectively

29 Percentage change in positive citizen views on VDC Outcome LNGOs Semi-annual 56.60% 82% service delivery Percentage change in positive citizen views on the effective implementation of community development Outcome LNGOs Semi-annual 19% 50% projects IR D1: Local government officials effectively carry out their mandate Percentage change in positive citizen views on VDC Outcome LNGOs Annually 56.60% 82% service delivery F: Number of sub-national entities receiving USG assistance that improve their performance on the Outcome Pact Annually -- 0 Minimum Condition and Performance Measure (MC/PM) index (Revised). IR D2: Local government units and CBOs/CSOs collaborate to identify local development priorities Number of times technical assistance is provided to Output Pact Yearly -- 3 government ministries Proportion of Ward Citizen Forums that have tracked Baseline, mid-term, Outcome Pact 5.80% 93% their budget allocation endline

Percentage change in positive citizen views on the Yearly - baseline, effective implementation of community development Outcome Pact 19% 58% projects mid-term, endline

Number of sub-national governments receiving USG assistance to increase their annual own-source PPR Output LNGOs Annually N/A 0 revenue. Number of local mechanisms supported with USG assistance for citizens to engage their sub-national PPR Output LNGOs Annually N/A 0 government. Number of local non-governmental and public sector PPR Output LNGOs Annually N/A 0 associations supported with USG assistance. IR D3: Communities engage in local government budget and planning processes Proportion of projects at VDC level that were budgeted in the previous planning cycle, that were in the top 5 Baseline, mid-term, Impact LNGOs 44.40% 45% priorities list of community forums (WCFs) (moved endline from impact indicator) Cross-Cutting Indicators F: Number of awards made directly to local Output Pact Quarterly -- 0 organization

30 F: Proportion of female participants in USG- 11,511 women members from assisted programs designed to increase access to 444 groups have access to Output LNGOs Quarterly -- 99% 100% 100% productive economic resources (assets, credit, credit. Source: SB Progress income or employment) data F: Percentage of target population that views GBV as less acceptable after participating in or Outcome LNGOs Semi-annual -- 65% being exposed to USG programming Number of civil society organizations (CSOs) receiving USG assistance engaged in advocacy Outcome Pact Quarterly -- 0 interventions Proportion of supported FM radio stations that produce quality radio programs that address Outcome Pact Semi-annual -- 90% issues on local government, youth, women, disadvantaged groups

31 ANNEX 2: ADDITIONAL TABLES AND FIGURES

TABLE 1: STATUS OF CASES BY DISTRICT, OCT-DEC 2017

# of Cases # of Cases Resolution District Registered Settled Rate (%) Banke 21 15 71 Bardiya 27 15 56 Dang 8 6 75 Gorkha 9 4 44 Kailali 7 7 100 Kanchanpur 23 15 65 Ramechhap 4 4 100 Surkhet 5 4 80 Total 104 70 67%

TABLE 2: TYPES OF CASES REGISTERED

Party In Not Refer Types of Dispute not in Settled Withdrawn Total process settled red contact Caste-based dispute 1 0 0 0 0 0 1 Gender-based Violence 1 0 0 0 1 0 2 Identity-based dispute 2 0 0 0 3 0 5 Inter-personal dispute 16 1 3 2 48 2 72 Resource-based dispute 5 0 0 0 18 1 24 Total 25 1 3 2 70 3 104

TABLE 3: STATUS OF BUDGET ALLOCATION FOR CMCS, ORIGINAL DISTRICTS

Rural Municipality/ Municipality District Amount Purpose (Former VDC/Municipality) Kailari Rural Municipality (Basauti 1 100,000 Marge in Endowment Fund VDC) Ghodaghodi Municipality 2 60,000 CMC room Repair (Pahalmanpur VDC) Ghodaghodi Municipality 3 250,000 CMC Operational Cost (Ramshikharjhala VDC) Mohanyal Rural Municipality 4 50,000 CMC Operational Cost Kailali ( VDC) Mohanyal Rural Municipality 5 150,000 CMC Operational Cost (Mohanyal VDC) Tikapur Municipality (Dhansinghpur Orientation for Traditional 6 50,000 VDC) Justice Practitioners Tikapur Municipality (Narayanpur Operation cost and salary for 7 80,000 VDC) coordinator 8 Trishakti Municipality ( 75,000 Operation cost and salary for 32 VDC) coordinator Janaki Rural Municipality ( 9 100,000 CMC Operation Cost VDC) Janaki Rural Municipality 10 50,000 Refresher Training (Patharaiya VDC) Chure Rural Municipality ( 11 200,000 CMC Operation Cost VDC) Municipality 12 120,000 CMC Operation Cost (Pratappur VDC) Bardagoriya Rural Municipality 13 45,000 Meeting/practice sharing ( VDC) Janaki Rural Municipality ( 14 100,000 Operation cost VDC) (Sisahaniya 15 20,000 Operation cost VDC) Tulsimur Metropolitan City ( Dang 16 50,000 Transportation for Mediators Tarigau VDC) Ghorahi Metropolitan City 17 50,000 Transportation for Mediators (Saudiyaar VDC) Basgadhi Municipality ( 15 VDC) Proposed CMC Operational Cost 250,000 Basgadhi Municipality (Beluwa & Coordinator Salary 16 VDC) Madhuban Municipality (Sanoshree 17 VDC) Madhuban Municipality CMC Operation cost and 18 750,000 (Suryapatuwa VDC) coordinator salary Madhuban Municipality( Tarataal 19 Bardiya VDC) Rajapur Municipality 20 (Khairenichandanpur VDC) CMC Operation cost and 300,000 Rajapur Municipality coordinator salary 21 (Manpurtapara VDC) Geruwa Rural Municipality (Manau 22 VDC) CMC Operation cost and Geruwa Rural Municipality 300,000 23 coordinator salary ( VDC) 24 Geruwa Rural Municipality 25 Municipality ( VDC) 100,000 CMC Operation Cost CMC Operation Cost & 26 Bedkot Municipality (Suda VDC) 150,000 coordinator salary 27 Municipality (Rampur VDC) 45,000 CMC Operation Cost CMC Operation cost & 28 Belauri Municipality (Belauri VDC) 100,000 Coordinator Salary Kanchanpur Beldagi Rural Municipality 29 50,000 Salary for CMC coordinator (Rautelibichawa VDC) Rural Municipality 31 25,000 Refresher Training (Beldagi VDC) Suklaphata Municipality (Pipladi 32 15,000 CMC Operation cost VDC) 33 Suklaphanta Municipality ( 30,000 CMC Operation cost

33 VDC) Laljhadi Rural Municipality 34 100,000 CMC Operation cost (Sankarpur VDC) Laljhadi Rural Municipality 35 100,000 CMC Operation cost (Baisebichawa VDC) Krishanapur Municipality 36 50,000 CMC Operation cost (Raikawarbichawa VDC) Krishanapur Municipality 37 100,000 CMC Operation cost (Krishanapur VDC) 38 Khajura Rural Municipality 100,000 Salary for CMC coordinator Baijnath Rural Municipality 39 100,000 Salary for CMC coordinator (Bankatuwa VDC) Raptisonari Rural Municipality 40 150,000 Salary for CMC coordinator (Khaskhusma VDC) Raptisonari Rural Municipality 41 150,000 Salary for CMC coordinator (Baijapur VDC) Raptisonari Rural Municipality 42 150,000 Salary for CMC coordinator (Phattepur VDC) Banke Raptisonari Rural Municipality 43 150,000 Salary for CMC coordinator ( VDC) Baijanath Rural Municipality 44 100,000 Salary for CMC coordinator (Titihiriya VDC) Baijanath Rural Municipality 45 100,000 Salary for CMC coordinator (Naubastha VDC) Janaki Rural Municipality ( 46 150,000 CMC Operation cost VDC) Municipality Coordinator Salary/Mediators 47 200,000 (Samsherganj VDC) Transportation Lekhbesi Municipality (Dasharatpur 49 100,000 Salary and CMC Operation cost VDC) 50 Lekhbesi Municipality (Neta VDC) 90,000 Salary and CMC Operation cost Surkhet Badatal Rural Municipality 51 60,000 CMC Operation cost (Lekhgaun VDC) Chingad Rural Municipality 52 100,000 Salary and CMC Operation cost (Ranibas VDC) Total 3,890,000

34 TABLE 4: STATUS OF SUPPORT FOR CMCS, RECOVERY DISTRICTS

Rural RM-supported S.N. District VDC Functional Municipality Workspace 1 Ramechhap Likhu Yes No 2 Ramechhap Likhu Yes No 3 Ramechhap Manthali Yes No 4 Ramechhap Doramba Doramba Yes No 5 Ramechhap Doramba Yes No 6 Ramechhap Dhimipokhari Sunapati Yes No 7 Gorkha Borlang Bhimsen Yes Yes 8 Gorkha Bungkot Shahid Lakhan Yes Yes 9 Gorkha Chhoprak Siranchok Yes Yes 10 Gorkha Harmi Siranchok Yes Yes 11 Gorkha Makaising Gandaki Yes Yes 12 Gorkha Tanglichok Gandaki No Yes 13 Lamjung Dordi Yes Yes 14 Lamjung Dordi Yes Yes 15 Lamjung Dordi Yes Yes 16 Lamjung No Yes 17 Lamjung Dudhpokhari Dudhpokhari No Yes 18 Dhading Aginchok Tripurasundari Yes Yes 19 Dhading Chainpur Jwalamukhi Yes Yes 20 Dhading Khari Jwalamukhi Yes Yes 21 Dhading Maidi Jwalamukhi Yes Yes 22 Dhading Naubise Dhunibensi Yes Yes 23 Dhading Dhola Jwalamukhi No Yes 24 Dhading Jyamrung Nilakantha No Yes 25 Dhading Nalang Siddhalekh No Yes 26 Dhading Salang Siddhalekh No Yes

TABLE 5: CMC FIRST PARTY DISPUTANTS: GENDER, CASTE/ETHNICITY, AND AGE BREAKDOWN

16-25 26-40 40+ Below Caste/ethnicity Female Male Total Total Yrs Yrs Yrs 16 Hill Brahmin/Chhetri 15 15 30 5 7 18 0 30 Hill/Mountain Janajati 8 6 14 5 5 4 0 14 Newar 5 2 7 1 0 4 2 7 Hill Dalit 6 6 12 0 4 8 0 12 /Madheshi Brahmin/Rajput 0 1 1 0 0 1 0 1 Terai Janajatis/ 15 13 28 4 11 13 0 28 Terai/Madheshi Other Caste 1 4 5 0 0 5 0 5 Terai/Madheshi Dalit 2 4 6 2 4 0 0 6 Religious Minorities 0 1 1 0 1 0 0 1 Others 0 0 0 0 0 0 0 0 Total 52 52 104 17 32 53 2 104

35 TABLE 6: ACTIVE MEDIATORS: GENDER, CASTE/ETHNICITY, AND AGE BREAKDOWN

16-25 26-40 40+ Caste-ethnicity Female Male Total N/A Total Yrs Yrs Yrs Hill Brahmin/Chhetri 28 33 61 5 26 23 7 61 Hill/Mountain Janajati 5 7 12 1 4 6 1 12 Newar 1 2 3 2 1 3

Hill Dalit 6 6 12 1 8 3 12

Terai Madheshi Brahmin/Rajput 1 1 1 1

Terai Janajatis/ 14 29 43 4 17 12 10 43 Terai/Madheshi Other Caste 2 3 5 3 1 1 5

Terai/Madheshi Dalit 1 1 1 1

Religious Minorities 1 2 3 1 1 1 3

Others 0 0 0

Total 58 83 141 13 62 47 19 141

TABLE 5: STATUS OF SAVINGS FOR WORTH GROUPS, OCT-DEC 2017

Mandatory Volunteer Fines & Group District Phase Interest Total (NRs.) Saving Saving Penalty Income Phase-1 214,017 327,547 10,400 93,476 645,440

Banke Phase-2 215,534 172,136 4,080 45,645 35,720 473,115 Total 429,551 499,683 14,480 139,121 35,720 1,118,555 Phase-1 159,890 49,183 3,905 74,990 1,020 288,988 Bardiya Phase-2 140,945 179,713 7,516 49,330 19,091 396,595 Total 300,835 228,896 11,421 124,320 20,111 685,583 Phase-2 192,685 118,792 9,149 103,787 54,920 479,333 Dang Total 192,685 118,792 9,149 103,787 54,920 479,333 Phase-1 159,060 71,247 980 48,524 - 279,811 Kailali Phase-2 228,807 199,268 45,781 116,597 32,158 622,611 Total 387,867 270,515 46,761 165,121 32,158 902,422 Phase-1 69,323 21,555 650 24,192 - 115,720 Kanchanpur Phase-2 126,496 46,496 17,366 31,605 1,729 223,692 Total 195,819 68,051 18,016 55,797 1,729 339,412 Phase-1 142,764 143,677 - 68,976 10,200 365,617 Surkhet Phase-2 146,439 98,405 874 60,849 6,070 312,637 Total 289,203 242,082 874 129,825 16,270 678,254 Q1 Phase 1 Phase-1 745,054 613,209 15,935 310,158 11,220 1,695,576 Q1 Phase 2 Phase-2 1,050,906 814,810 84,766 407,813 149,688 2,507,983 Q1 Total Both phase 1,795,960 1,428,019 100,701 717,971 160,908 4,203,559

36 TABLE 8: STATUS OF LOANS FOR WORTH GROUPS, OCT-DEC 2017

District Phase # of Loan Total Loan Amount Phase-1 191 2,012,300 Banke Phase-2 272 1,832,455 Total 463 3,844,755 Phase-1 247 2,138,778 Bardiya Phase-2 383 2,028,045 Total 630 4,166,823 Phase-2 567 3,076,830 Dang Total 567 3,076,830 Phase-1 143 458,380 Kailali Phase-2 401 3,606,844 Total 544 4,065,224 Phase-1 75 306,462 Kanchanpur Phase-2 196 1,250,450 Total 271 1,556,912 Phase-1 266 1,565,950 Surkhet Phase-2 673 1,555,727 Total 939 3,121,677 Q1 Phase 1 Phase-1 922 6,481,870 Q1 Phase 2 Phase-2 2,492 13,350,351 Q1 Total Both Phase 3,414 19,832,221

TABLE 9: EMPLOYMENT DETAILS OF WORTH GROUP MEMBERS, OCT-DEC 2017

Name of S.No. VDC/District Organization Position Employment Manpurtapara, Mausami Mahila Krishi 1 Sita Chaudhary Manager Bardiya Cooperative LTD Manpurtapara, 2 Manju Chaudhary Nigrani Cooperative Co-Manager Bardiya 3 Sima Chaudhary Magragadi, Bardiya Aasha Laghu Bitta Savings Collector 4 Sushma Chaudhary Magragadi, Bardiya Women and Children Office Support staff 5 Bimala Pun Magar Manau, Bardiya District Police Temporary police 6 Sita Tharu Manau, Bardiya District Police Temporary police 7 Devi B.K. Sanoshree, Bardiya Madhuban MP Focal person 8 Kamala Sunar , Bardiya Madhuban MP Focal person 9 Prema Khannal , Surkhet Insurance company Junior assistant 10 Kamala Bohara Bedkkot, Kanchanpur Ashribad Boarding school Primary teacher 11 Sona Bohara Bedkot, Kanchnapur Nepal police Temporary police 12 Kalawati Bhatt Bedkot, Kanchanpur Nepal police Temporary police 13 Shanti Chaudhary Belauri, Kanchanpur Health post FCHV Bal Kumari 14 Belauri, Kanchanpur Rural Development Forum Social mobilizer Chaudhary 15 Manju Rana Chhetri Beddandi, Kanchanpur Modern Child Boarding School Teacher 16 Bimala Chaudhary Beldandi, Kanchanpur Ganesh Secondary School Teacher 17 Janaki Updhyaya Beldandi, Kanchanpur Kanchan Galaxy Boarding school Teacher 37 18 Kalawati Bhatt Beldandi, Kanchanpur Fast Nepal Sewing Trainer 19 Sunita Chaudhary , Kailali Boarder Line Public School Teacher 20 Ganga Chaudhary Bhajani, Kailali Health post FCHV Krishnapur, Hariyali community forest user 21 Bhawana Chand Office assistant Kanchanpur committee National Higher Secondary 22 Parwati Bohara Kailari, Kailali Office assistant school 23 Santoshi Dangaura Kailari, Kailali Janachetana Cooperative Accountant , Bishal Women Agriculture 24 Ishwora Kunwar Officer Kanchanpur Cooperative

TABLE 10: REGISTRATION AND AFFILIATION OF WORTH GROUPS, AS OF DECEMBER 2017

District Register and affiliation Enlisted at the Bank DADO DLSO Cooperative Ward Office Account Banke 38 33 0 86 40 Bardiya 37 0 1 64 3 Dang 10 74 2 90 1 Kailali 70 1 0 59 1 Kanchanpur 32 0 4 18 2 Surkhet 23 4 0 36 2 Total 210 112 7 353 49

TABLE 11: WORTH MEMBERS: CASTE/ETHNICITY AND AGE BREAKDOWN

16-25 26-40 40+ Caste/ethnicity Total Year Year Year Hill Brahmins/Chhetri 753 1357 724 2834 Hill/Mountain Janajati 391 600 357 1348 Newar 3 6 7 16 Hill Dalit 692 1049 606 2347 Terai/Madheshi 21 65 24 110 Brahmins/Rajput Terai Janajati/Adivasis 1188 1738 649 3575 Terai/Madheshi Other Caste 91 149 91 331 Terai/Madheshi Dalit 93 234 153 480 Religious Minorities 102 221 147 470 Total 3334 5419 2758 11511

38 FIGURE 1: CASTE/ETHNICITY BREAKDOWN OF WORTH MEMBERS

Other Castes 0.4 Religious 4.1 Minorities 3.8 Terai/Madheshi 4.2 Dalits 2.4 Terai/Madheshi 2.9 Other Castes 3.9 Terai 31.1 Janajatis/Adivasis 38.5 Terai/Madheshi 1.0 Brahmin/Rajputs 0.3

Hill Dalits 20.4 12.0

Newars 0.1 0.3 Hill/Mt. 11.7 Janajatis 8.8 Hill Brahmins 24.6 Chhetris 32.2 0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0 40.0 45.0 Proportion of WORTH Members(11511) in Phase-1&2 VDCs

TABLE 12: WORTH MANAGEMENT COMMITTEE MEMBERS: CASTE/ETHNICITY AND AGE BREAKDOWN

16-25 26-40 40+ Caste/ethnicity Total Year Year Year Hill Brahmins/Chhetri 175 241 64 480 Hill/Mountain Janajati 95 101 25 221 Newar 2 1 3 Hill Dalit 143 154 34 331 Terai/Madheshi 7 14 6 27 Brahmins/Rajput Terai Janajati/Adivasis 226 276 36 538 Terai/Madheshi Other Caste 20 17 7 44 Terai/Madheshi Dalit 15 25 15 55 Religious Minorities 17 38 22 77 Total 700 867 209 1776

39 TABLE 13: CASTE/ETHNICITY AND AGE BREAKDOWN OF WORTH MEMBERS ACCESSING LOANS

Caste/Ethnicity 16-25 Yrs 26-40 Yrs 40+ Yrs N/A Total Hill Brahmin/Chhetri 110 321 199 0 630 Hill/Mountain Janajati 114 229 128 0 471 Newar 0 0 1 0 1 Hill Dalit 82 275 139 0 496 Terai/Madheshi Brahmin/Rajput 0 12 0 0 12 Terai Janajati/Adivasi 175 322 104 0 601 Terai/Madheshi Other Caste 12 40 19 1 72 Terai/Madheshi Dalit 7 38 22 2 69 Religious Minorities 5 35 17 0 57 Total 505 1272 629 3 2,409

TABLE 14: CASTE/ETHNICITY AND AGE BREAKDOWN OF WORTH MEMBERS WHO STARTED BUSINESSES

Caste/Ethnicity 16-25 Yrs 26-40 Yrs 40+ Yrs Total Hill Brahmin/Chhetri 6 7 5 18 Hill/Mountain Janajati 1 7 5 13 Newar 0 0 0 0 Hill Dalit 4 8 4 16 Terai/Madheshi Brahmin/Rajput 0 0 0 0 Terai Janajati/Adivasi 11 11 6 28 Terai/Madheshi Other Caste 1 0 0 1 Terai/Madheshi Dalit 0 0 0 0 Religious Minorities 1 1 1 3 Total 24 34 21 79

TABLE 15: LOCAL YOUTH GROUP MEMBERS: GENDER AND CASTE/ETHNICITY BREAKDOWN

Caste/ethnicity Female Male Total Hill Brahmin/Chhetri 126 160 286 Hill/Mountain Janajati 60 57 117 Newars 1 2 3 Hill Dalits 56 62 118 Terai/Madheshi Brahmin/Rajput 7 3 10 Terai Janajatis/Adivasi 157 115 272 Terai/Madheshi Other Caste 19 50 69 Terai/Madheshi Dalit 7 16 23 Religious Minorities 13 31 44 Others 2 2 Total 448 496 944

40 FIGURE 2: CASTE/ETHNICITY BREAKDOWN OF LOCAL YOUTH GROUP MEMBERS

Other 0.2 Castes 0.4 Religious 4.7 Minorities 3.9 Terai/Madheshi 2.4 Dalits 2.1 Terai/Madheshi 7.3 Other Castes 4.7

Terai Janajatis/Adivasis 28.8 38.5 Terai/Madheshi 1.1 Brahmin/Rajputs 0.3

Hill Dalits 12.5 10.3

Newars 0.3 0.2 Hill/Mt. 12.4 Janajatis 9.9 Hill Brahmins 30.3 Chhetris 29.8 0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0 40.0 45.0

Proportion of Youth Members(944) in Phase-2 VDCs Proportion of Census Population of Phae-2 VDCs

TABLE 16: DISTRICT YOUTH NETWORK MEMBERS: GENDER AND CASTE/ETHNICITY BREAKDOWN

Caste/ethnicity Female Male Total Hill Brahmin/Chhetri 24 39 63 Hill/Mountain Janajati 2 3 5 Newars 8 10 18 Hill Dalits 1 1 Terai/Madheshi Brahmin/Rajput 0 Terai Janajatis/Adivasi 12 7 19 Terai/Madheshi Other Caste 8 8 Terai/Madheshi Dalit 3 3 Religious Minorities 1 2 3 Others 0 Total 47 73 120

TABLE 17: LIST OF SAJHEDARI EPISODES

Langua ge of Broadcast S.N. Topic FM Station Produc Date tion 1 Changes in service provision process Nepali Jagaran 3-Oct-17 2 Child marriage Nepali Jagaran 10-Oct-17 Impacts of community disputes in local development and 3 Nepali Jagaran 17-Oct-17 roles of CMC in local development 41 4 Changes of women after affiliation in WEG Nepali Jagaran 24-Oct-17 5 Social harmony during festivals Nepali Jagaran 31-Oct-17 Support in service providing process after providing technical 6 Nepali Jagaran 7-Nov-17 supports to VDC by SB 7 Security service and process for getting by community Nepali Jagaran 14-Nov-17 8 Initiation taken in local level for minimizing GBV Nepali Jagaran 21-Nov-17 9 Voter education Nepali Jagaran 28-Nov-17 10 Code of conduct for provincial level election Nepali Jagaran 5-Dec-17 11 Formation of provincial assembly and its roles Nepali Jagaran 12-Dec-17 12 Status of service provision process in local level Nepali Jagaran 19-Dec-17 13 Plans and programs of wards Nepali Jagaran 26-Dec-17 14 Local level and service providing status Nepali Pratibodh 3-Oct-17 15 Commitments and their execution of candidates Nepali Pratibodh 10-Oct-17 16 Decisions made in VDC and in municipalities Nepali Pratibodh 17-Oct-17 Roles of local government line agencies during natural 17 Nepali Pratibodh 24-Oct-17 disasters 18 Roles of local elected bodies and citizens for accountability Nepali Pratibodh 31-Oct-17 19 Access of marginalized women in local government Nepali Pratibodh 7-Nov-17 20 Nepali Pratibodh 14-Nov-17 21 Code of conduct for local election and its importance Nepali Pratibodh 21-Nov-17 22 Roles of youth for social accountability Nepali Pratibodh 28-Nov-17 23 Provincial election and its importance Nepali Pratibodh 5-Dec-17 24 Initiations taken in local level for minimizing GBV Nepali Pratibodh 12-Dec-17 25 Relation between CMC and judicial committee Nepali Pratibodh 19-Dec-17 26 Common rights of local level, province Nepali Pratibodh 26-Dec-17 27 Changes in women after affiliating in WEG Nepali Kailali 3-Oct-17 Actions taken by local elected bodies in 100 days and 28 Nepali Kailali 10-Oct-17 challenges faced by them Programs and norms approved from VDC and Municipal 29 Nepali Kailali 17-Oct-17 assembly Roles played by gender equality in local development and 30 Nepali Kailali 24-Oct-17 good governance 31 Roles of subjective government line agencies in local level Nepali Kailali 31-Oct-17 32 Provincial assembly and process of its formation Nepali Kailali 7-Nov-17 33 Provincial election and its importance Nepali Kailali 14-Nov-17 Opportunities and challenges for women in a leadership 34 Nepali Kailali 21-Nov-17 position of local government Code of conduct and importance for provincial 35 Nepali Kailali 28-Nov-17 demonstrative assembly 36 Voter education Nepali -Dec-17 Roles played by local stakeholder and Sajhedari for 37 Nepali Kailali 12-Dec-17 minimizing GBV 38 Services providing by health post and access of community Tharu Kailali 19-Dec-17 Social actions initiated by youth network for community 39 Achami Kailali 26-Dec-17 development and its impact 40 Roles of civil society after restructure of local bodies Tharu Gurubaba 3-Oct-17 Good governance in municipal assembly after local 41 Tharu Gurubaba 10-Oct-17 government restructure Transparency and accountability in local government line 42 Tharu Gurubaba 17-Oct-17 agencies and non-government organizations 42 Activeness of youth in community development and in good 43 Tharu Gurubaba 24-Oct-17 governance Improvement in local health post after appointment of local 44 Tharu Gurubaba 31-Oct-17 bodies 45 Roles of media playing in local level Tharu Gurubaba 7-Nov-17 46 Transparency in local government line agencies Tharu Gurubaba 14-Nov-17 47 Public audit and its importance in local level Tharu Gurubaba 21-Nov-17 48 Importance and good practice adopting in provincial election Tharu Gurubaba 28-Nov-17 49 16 days campaign Tharu Gurubaba 2-Dec-17 Roles of local bodies, civil society and media for 50 Tharu Gurubaba 12-Dec-17 accountability of local level government line agencies Duties and responsibilities of local elected bodies in local 51 Tharu Gurubaba 19-Dec-17 level 52 Natural disaster and provisions in local government office Tharu Gurubaba 26-Dec-17 53 Vital registration and its importance Nepali Mahakali 3-Oct-17 54 Social campaigns on 16 days activism Doteli Mahakali 10-Oct-17 55 Vital registration and it's process Nepali Mahakali 17-Oct-17 56 Roles and responsibilities of local elected bodies Nepali Mahakali 24-Oct-17 57 Conclude and review of 100 days of local elected bodies Doteli Mahakali 31-Oct-17 58 Roles and responsibilities of local elected bodies Nepali Mahakali 7-Nov-17 59 Development of planning process and its speed in local level Nepali Mahakali 14-Nov-17 60 Rules and regulations in local level Nepali Mahakali 21-Nov-17 61 Provincial election and its importance Nepali Mahakali 28-Nov-17 62 16 days campaign Nepali Mahakali 2-Dec-17 63 Initiation to minimize GBV in local level Nepali Mahakali 12-Dec-17 64 Priorities of local elected bodies and provincial assembly Nepali Mahakali 19-Dec-17 65 Budget in wards and municipality Nepali Mahakali 26-Dec-17 66 Provision for local level and planning execution Nepali Naya Yug 3-Oct-17 67 Common rights of local level, province Nepali Naya Yug 10-Oct-17 68 Mechanisms in local level after restructure Tharu Naya Yug 17-Oct-17 69 Vital registration and its importance Nepali Naya Yug 24-Oct-17 70 Initiation taken for accountability and responsibilities Tharu Naya Yug 31-Oct-17 71 Public audit and its importance in local level Nepali Naya Yug 7-Nov-17 72 Access of marginalized women in local government agencies Nepali Naya Yug 14-Nov-17 Initiation taken by local level agencies to address complains 73 Nepali Naya Yug 21-Nov-17 in complaint box Initiation happened in local level in minimizing GBV and 74 Nepali Naya Yug 28-Nov-17 women violence 75 Code of conduct for election and its importance Tharu Naya Yug 2-Dec-17 76 Cause of women violence and some stories Nepali Naya Yug 12-Dec-17 77 Public expectation from local elected bodes Nepali Naya Yug 19-Dec-17 78 User groups, formation process and their roles Tharu Naya Yug 26-Dec-17 79 Impacts of Sajhedari program and it's sustainability Nepali 3-Oct-17 Code of conducts and election of provincial and parliament 80 Nepali Tulsipur 10-Oct-17 member 81 Rural and municipality assembly in local level Tharu Tulsipur 17-Oct-17 82 Roles, responsibilities and rights of local elected bodies Tharu Tulsipur 24-Oct-17 83 Initiation done to generate income of women Tharu Tulsipur 31-Oct-17 Management for public compliant box and initiatives taken 84 Nepali Tulsipur 7-Nov-17 to address complaints of community 85 Access of marginalized community into local level Nepali Tulsipur 14-Nov-17 43 86 Public hearing and its importance Tharu Tulsipur 21-Nov-17 87 Initiative initiated for minimizing GBV issue Tharu Tulsipur 28-Nov-17 Initiation taken for minimizing GBV and women violence in 88 Nepali Tulsipur 2-Dec-17 community 89 Voter education Nepali Tulsipur 12-Dec-17 Coordination and collaboration between Judicial committee 90 Nepali Tulsipur 19-Dec-17 and CMC 91 Roles of local elected bodies and its impact Nepali Tulsipur 26-Dec-17 Local government roles and responsibilities for management 92 Nepali Krishnasar 3-Oct-17 of natural disasters 93 Issues and status of Dalit women elected bodies Nepali Krishnasar 10-Oct-17 Status of two years of formulation of Nepal's constitution 94 Nepali Krishnasar 17-Oct-17 and it's execution and challenges 95 Budge for local level and process of its prioritizing Nepali Krishnasar 24-Oct-17 96 Subjective service providers in local level Awadhi Krishnasar 31-Oct-17 Practice of inclusion in local and challenges while 97 Nepali Krishnasar 7-Nov-17 implementing it Subjective service providers in local level and their provision 98 Nepali Krishnasar 14-Nov-17 for target groups 99 Roles of youth for social accountability Nepali Krishnasar 21-Nov-17 Approved programs and budgets from Nepalgunj sub- 100 Nepali Krishnasar 28-Nov-17 metropolitan city 101 Roles of local level stakeholders for minimizing GBV Nepali Krishnasar 2-Dec-17 Duties, roles and responsibilities of judicial committee, 102 Nepali Krishnasar 12-Dec-17 executive and managerial committee Prioritized activities and planning from village and 103 Nepali Krishnasar 19-Dec-17 municipality assembly 104 Disaster management and local level Nepali Krishnasar 26-Dec-17

TABLE 18: CASTE/ETHNICITY BREAKDOWN OF BENEFICIARY HOUSEHOLDS OF MICRO-PROJECTS

Census Caste/ethnicity # of HHs HHs % Population (%) Hill Brahmin/ Chhetri 334 9.0 32.0 Hill/Mountain Janajati 2240 60.5 18.4 Newar 170 4.6 2.6 Hill Dalit 815 22.0 12.0 Terai/Madheshi Brahmin/Rajput 0 0.0 0.2 Terai/Janajati/Adivasi 127 3.4 26.8 Terai/Madheshi Other Caste 0 0.0 2.9 Terai/Madheshi Dalit 0 0.0 1.8 Religious Minorities 17 0.5 2.9 Others 0 0.0 0.5 Total 3703 100 100

44 TABLE 19: GENDER, CASTE/ETHNICITY AND AGE BREAKDOWN OF IPC MEMBERS

IPC Caste/ethnicity Female Male Total 16-25 Yrs 26-40 Yrs 40+Yrs Total Hill Brahmin/ Chhetri 22 19 41 3 19 19 41 Hill/Mountain Janajati 203 149 352 49 173 130 352 Newar 9 8 17 1 11 5 17 Hill Dalit 95 41 136 22 71 43 136 Terai/Madheshi Brahmin/Rajput 0 0 0 0 0 0 0 Terai/Janajati/Adivasi 5 4 9 1 2 6 9 Terai/Madheshi Other Caste 0 0 0 0 0 0 0 Terai/Madheshi Dalit 0 0 0 0 0 0 0 Religious Minorities 5 4 9 2 5 2 9 Others 0 0 0 0 0 0 0 Total 339 225 564 78 281 205 564

45 ANNEX 3: SUCCESS STORIES

DALIT HOUSEHOLDS GET ACCESS TO DRINKING WATER

Following 2015 earthquakes, the Hill Dalit residents in the settlement of in Umakunda Rural Municipality-4 in found their homes destroyed and water supply cut off. For the next two years they spent hours each day collecting water until Sajhedari Bikaas restored their water supply through a small-scale infrastructure project. The project, benefitting 27 Hill Dalit households, was no small engineering feat. With the water source roughly four kilometers away, the Implementing Partner Committee (IPC) responsible for carrying out the project worked diligently to lay water-transmission Community laying water pipes underground, and connected these to the various water taps supply pipe line in Umakunda supplying residents with water again. The work was completed on Rural Municipality in time and on budget, and an entire community now enjoys a steady Ramechhap district. supply of clean drinking water. Sajhedari Bikaas also ensured that the water was tested by a laboratory, and the test results distributed and explained to both the IPC members and Ward Chairperson. Amrit Sapkota (BK), a local mason shared how the project has sped up the home reconstruction process spearheaded by the National Reconstruction Authority (NRA). The NRA provides installments to home owners if they meet certain engineering criteria and implementation deadlines. Residents initially struggled to rebuild their homes due to the lack of a nearby water source. He says, “It was a miserable period. I had to spend NRs. 2000 to arrange for water to be trucked to my home from a source five kilometers away. I then began collecting rainwater during monsoon season to save money. Now that we have a nearby water source, we no longer have to worry about collecting water.” Through financial and technical support for small-scale infrastructure projects, Sajhedari Bikaas has supported the reconstruction of public infrastructures damaged by the earthquakes, while ensuring that members from the most marginalized communities get opportunities to practice governance-related processes to ensure transparency and accountability in the reconstruction process.

46 CHALLENGING MALE-DOMINATED SPACES

Chandra Chaudhary, of Ghodaghodi Municipality-6 in Kailali district, is one of the few woman bhalmansa3 in the Tharu community. She remembers a time when her opinions used to be rejected by her own husband, and now the whole Tharu community looks up to her and comes to her for direction and justice. Married off of at an early age, her huband’s family stopped her from continuing her education at the local high school. She was confined to the house and had to shoulder the responsibilities of cooking, taking care of the goats, and fetching water.

Chandra Chaudhary, speaks Then, through Sajhedari Bikaas, she got the opportunity to during an interaction program participate in the forty-two hour training on community mediation during the 16 Days of Activism and became part of a twenty-seven member community mediation against Gender-based Violence, center. She also became a member of the Ward Citizen Forum in Ghodaghodi Municipality in (WCF), and in 2016 when Sajhedari Bikaas was assisting the Kailali district. facilitation of the reformation of the WCF, succeeded the male coordinator to become the first female coordinator for that WCF. Through trainings organized by Sajhedari Bikaas, she learned about prioritization tools, importance of ensuring settlement-level project demand, and the provisions for budget allocation for women, children, and marginalized groups. As a WCF coordinator, she submitted projects selected from the settlement level to village council, supported women to come chairpersons of user groups, and ensured at least 33% of the user group members in her ward were women. She believes that it was all these experience that led her to being selected as a bhalmansa of her community. As a traditional justice provider, she believes that the skills she learned during the training on community mediation enables her to be fairer. She has seen bhalmansa being blamed for taking sides, settling disputes in mass, and making decisions based on the opinion of majority. But, with her community mediation skills, she knows to listen to both sides and help them find win-win solutions. Sajhedari Bikaas has focused on creating an enabling environment for and strengthening the capacity of women and those from marginalized groups to enter decision-making spaces that used be traditionally held by men from elite groups.

3 Traditional leaders, and justice providers, in Tharu communities selected every January by the elders in the community. Traditionally, bhalmansa have been men. Also known as mahatanwa and barghar. 47 ANNEX 4: PROGRESS AGAINST WORK PLAN

Completed Year 6 Work Plan Tracker Q1 (Sep - Dec Ongoing

2017) Postponed/Canceled

On Remarks for Not conducting Activity 16-Oct 16-Nov 16-Dec Lead Status? Schedule planned activities ?

Monitoring and Evaluation Semi-Annual Review and Reflection Pact Completed YES Annual Progress Review and Planning Workshop Pact Completed YES SB plans to disseminate the final booklet among stakeholders and Documentation and sharing of success stories Pact Ongoing YES other development practitioners in February. GIS mapping Pact Ongoing YES Routine Data Quality Assurance Pact Ongoing YES Will be completed by February. Perception Survey V Pact Ongoing YES Endline Survey in Recovery Districts Pact Ongoing YES Objective A: Enabling environment for community development established Alternative Dispute Resolution Phase 2 VDCs Delayed due to provincial and federal Orientation for CMs and local government officials Pact/NGOs Ongoing NO elections. Delayed due to provincial and federal Interaction of CMs with elected representatives Pact/NGOs Ongoing NO elections. Some social marketing events took place during this quarter mostly Social marketing (youth-led social actions through CDAs) NGOs Completed YES through youth groups and FM stations but will be discontinued in the

48 next quarter. Canceled based on USAID Basic mediation training for judicial committee members Canceled NO recommendation. District-based workshop to support linkages with district Consultation with district court and NGOs Postponed NO networks other stakeholders is ongoing. Recovery Districts Delayed due to provincial and federal Orientation for CMs and local government officials Pact/NGOs Postponed NO elections. Delayed due to provincial and federal Interaction of CMs with elected representatives Pact/NGOs Postponed NO elections. SB met with NRA and two rural municipalities to explore the roles that Mobilize CMs to support NRA with its grievance CMs might be able to play in the Pact/NGOs Canceled NO verification process grievance handling mechanism. NRA will be voting on this in their next meeting. Canceled based on USAID Social marketing and awareness campaigns NGOs Canceled NO recommendation. WORTH Phase 1 VDCs WORTH Weekly savings and loaning Ongoing YES NGOs Phase 2 VDCs WORTH Weekly savings and loaning Ongoing YES NGOs WORTH Weekly literacy class Ongoing YES NGOs Annual VDC/municipality-level review and reflection WORTH With the extension of activities, this Postponed NO meeting NGOs meeting is now planned for February. Canceled since role of district line agencies has been minimized post- Annual monitoring visits VDCs with district and VDC WORTH Canceled NO local restructuring and local stakeholders NGOs government are monitoring in their respective jurisdiction. WORTH Interaction between service provider Completed YES NGOs OCA/OPI training and implementation of capacity WORTH Ongoing YES Will be completed by February. building plan WORTH groups NGOs Events to mark 16 Days of Activism against Gender- WORTH Completed YES based Violence NGOs

49 WORTH Literacy Assessment Completed YES NGOs WORTH Monthly meetings of WORTH groups Ongoing YES NGOs Monthly review and planning meeting among NGO staff WORTH Ongoing YES and board members NGOs WORTH Support in national campaigns Ongoing YES NGOs WORTH Anti-trafficking orientation and interaction Ongoing YES NGOs Interaction meetings with Local Committee for Controlling WORTH Canceled based on USAID Canceled NO Human Trafficking (LCCHT) NGOs recommendation. WORTH Conduct OPI among WORTH groups Ongoing YES Will be completed by February. NGOs WORTH Results Survey Completed YES NGOs WORTH Interactions to register remaining groups in line agencies Ongoing YES Will be completed by February. NGOs Pact has contracted a private firm to Linkage meetings with national financial, trade, business Pact Ongoing YES provide private sector support to entities, and SB partners selected WORTH groups. WORTH Social actions Ongoing YES NGOs Youth in Development Phase 2 VDCs Canceled following local restructuring One-day refresher training on Local Planning Process for GNGOs Canceled NO and the subsequent move of the local LYG planning cycle to June-July. Canceled following local restructuring One-day refresher training on Local Planning Process for GNGOs Canceled NO and the subsequent move of the local DYN planning cycle to June-July. Bi-Monthly Youth Discussion Series GNGOs Ongoing YES Community Development Activities GNGOs Ongoing YES Youth Discussion Series GNGOs Ongoing YES Meetings between LYGs and elected representatives GNGOs Ongoing YES Media in Development GNGOs/FM Production of local level radio program – Sajhedari Ongoing YES Stations

50 GNGOs/FM Broadcast of local level radio program – Sajhedari Ongoing YES Stations Postponed due to delay in contracting FM station through GNGOs to GNGOs/FM manage appropriate resource to Produce and broadcast PSAs Postponed NO Stations implement media activities. The production of the PSAs will resume in the next quarter. GNGOs/FM Convene Content Advisory Group meetings Ongoing YES Stations Due to delay in contracting FM station through GNGOs to manage LDAG advocacy activities GNGOs Postponed NO appropriate resource to implement media activities. All targets will be met by Y6 Q2. Convene "Media in Development" workshops GNGOs Ongoing YES Objective B: Communities access resources for development Phase 2 VDCs Canceled following local restructuring Workshop to IPFC for Linkage between PVDP and GNGOs Canceled NO and the subsequent move of the local Annual Plan planning cycle to June-July. Canceled following local restructuring Orientation on local level planning process to WCF, GNGOs Canceled NO and the subsequent move of the local CACs with video screening planning cycle to June-July. Orientation to WCF on their roles and responsibilities, Canceled following local restructuring civic oversight and reformation with a focus on GESI GNGOs Canceled NO and the subsequent move of the local provisions planning cycle to June-July. Canceled following local restructuring Conduct VDC-level women's forum GNGOs Canceled NO and the subsequent move of the local planning cycle to June-July. Support the development of IRAPs Pact Completed YES Scope of Work has been approved Support the development of local planning guidelines Pact Ongoing YES following discussion with MoFALD.

Local level planning process orientation GNGOs Canceled NO

Pact/ Implement micro-projects (small-scale infrastructure Engineering Ongoing YES projects) firm/GNGOs

51 Train IPC/PMC members on project design, GNGOs Ongoing YES implementation and monitoring Implement micro-projects (social initiatives) Pact/GNGOs Ongoing YES Recovery Districts Canceled following local restructuring Orientation on local level planning process for WCFs GNGOs Completed YES and the subsequent move of the local planning cycle to June-July. Canceled following local restructuring Training on local level planning process to IPFC GNGOs Completed YES and the subsequent move of the local planning cycle to June-July. Pact/ Implement micro-projects (small-scale infrastructure Engineering Ongoing YES projects) firm/GNGOs Train IPC/PMC members on project design, GNGOs Ongoing YES implementation and monitoring Objective C: Communities implement inclusive development projects effectively Phase 2 VDCs Local governments have postponed Public Hearings GNGOs Canceled NO public hearing due to other competing priorities. Canceled since monitoring committee Meetings to strengthen VSMCs GNGOs Canceled NO at local level have not been formed yet post local restructuring. District-level SB partners meetings GNGOs Ongoing YES Public Audits GNGOs Ongoing YES Sajhedari Chautari Meetings GNGOs Ongoing YES Recovery Districts Public Audits GNGOs Ongoing YES Activity to be conducted in Q2 to Joint-National Level Monitoring Pact Postponed NO accommodate availability of USAID representative. Objective D: Existing and new local government units function effectively Phase 2 VDCs District-level training on VERSS/P Completed YES

52 This was initially delayed due to the transfer of the chief of Municipality Comprehensive Town Development Plans (CTDPs) Pact Canceled NO Division at MOFALD, and later canceled because of the budget realignment. Canceled following local GESI Budget Audit in pilot VDCs GNGOs Canceled NO restructuring. Pact/GNGOs/ Public meetings on local elections Completed YES Worth NGOs Implementation of building bylaws in municipalities Pact Ongoing YES This activity is ongoing with an Develop curriculum, facilitator's handbook, and resource understanding that both the training Inlogos Ongoing NO book for elected leaders manual and resource book will be submitted for review in January. Mobile service camps GNGOs Ongoing YES Conduct district-level discussions on contemporary GNGOs Ongoing YES issues Convene policy forums Pact Completed YES Recovery Districts Implementation of building bylaws in municipalities Pact Ongoing YES Other Activities The learning review was merged with the policy initiative, which is ongoing. Learning Review Pact Canceled NO Draft briefs have been submitted to USAID for approval.

53