PAHAL Program
Quarterly Report (April- June 2016) FY 2016
Submitted to
United States Agency for International Development Bureau of Democracy, Conflict and Humanitarian Assistance Office of Food for Peace
Submitted by Mercy Corps 25th July, 2016
PAHAL is a program financed by USAID and implemented by Mercy Corps and the following international and national consortium partners:
Awardee Name and Host Country Mercy Corps / Nepal Award Number AID-OAA-15-00001 Project Name Promoting Agriculture, Health & Alternative Livelihoods (PAHAL) Submission Date 7/25/2016 Reporting Fiscal Year FY 2016 Awardee HQ Contact Name Jared Rowell, Regional Manager, South and East Asia Awardee HQ Contact Address 45 SW Ankeny St NW Portland, OR 92704 Awardee HQ Contact Telephone Number 1-503-896-5853 Awardee HQ Contact Email Address [email protected] Host Country Office Contact Name Sanjay Karki Host Country Office Contact Telephone Number +977-1-501-2571 Host Country Office Contact Email Address [email protected]
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Table of Contents
Acronyms ...... …v Introduction ...... 1 Sub-IO 1 Increased Access to Quality Health and Nutrition Services and Information ...... 1 1.1 Farmer Groups Trained on Nutritious Food Production Practices and for Household Consumption……………………………………………………………………………………... 1 1.2 Vulnerable Populations Reached with Nutrition Messages……………………………...... 3 Sub-IO 2 Better Access to Improved Water, Sanitation, and Hygiene Services, Strategies, and Technologies ...... 3 2.1 Improved Safe Sanitation Services and Facilities……………………………………………. 5 2.2 Improved Drinking and Productive Water Services and Infrastructure……………………… 5 2.3 Improved Post ODF Planning, Implementation and Monitoring by V-WASH-CC and D- WASH-CC………………………………………………………………..……………………… 6 2.4 Vulnerable Populations Reached with optimal Hygiene Promotion………………………… 6 Sub-IO 3 Improved Access to Effective Disaster Risk Management Services, Strategies and Technologies……………………………………………………………..………………………..6 3.1 Functional and Inclusive DRR committees Established ……………………...... 6 3.2 Functional Early Warning Systems Established……………………………………………... 7 3.4 Disaster Response Capacity Strengthened…………………………………………………… 8 3.5 Household DRR Planning Campaign Implemented………………………………………….. 9 Sub-IO 4 Improved Access to Appropriate and Diverse Financial Services and Products ...... 9 4.3 Informal Savings and Loans Established for Off-Farm Livelihoods Established……………. 9 Sub-IO 5 Improved Access to Dynamic and Responsive Agricultural and Non-Agricultural Markets ...... 11 5.1 Linkages to Profitable Off-Farm Markets Established ..…………………………………….11 5.3 Linkages to Agricultural Buyers and Export Actors are Strengthened..……………………..12 5.4 Improved Agriculture Collection and Aggregation Services………….……………………..13 5.5 Improved Quality of Agricultural Inputs and Services…….………….……………………..13 5.9 Improved Business Development Services……..……………………………………………14 5.10 Safe Migration Practices for Men and Women Promoted……………………………...... 14 5.11 Improved Agricultural Extension and Production Technology………………………...... 15 Sub-IO 6 Improved Access to Productive Natural Resources and Resource Management Systems ...... 17
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6.1 Community Forest Management Practices are Strengthened…………………………...... 17 6.4 Strengthened Accountability Processes of NRM Services and Information Flows…………19 Sub-IO 7 Increased Participation, Agency and Voice of Vulnerable Groups in Governance Processes…………………………………………………………………………………………19 7.1 Increased Enabling Spaces (Political, Physical, Cultural, Social Capital) for Vulnerable Populations ………………………………………………………………………………………19 7.2 Diverse Civil Society Groups Supported and Strengthened…………………………………19 7.3 Increased Capacity of Community Groups to Advocate for Accountability of Local Service Providers…………………………………………………………………………………………20 7.4 Community Based Social Accountability Mechanisms Practised ..…………………………21 7.5 Increased Community Coordination with Government Programs and Activities…………...21 Gender Equity and Social Inclusion…………………………………………………...... 22 Monitoring and Evaluation………………………………………………………………………24 PAHAL Research on the Measurement and Analysis of Food Security Resilience …………….25 Challenges and Successes ...... 25 List of Annexes ...... i
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Acronyms CCA Climate Change Adaptation CFUG Community Forestry User Group CDO Chief District Officer DADO District Agriculture Development Office DC/PC District Coordinator/ Project Coordinator DCHA Democracy, Conflict and Humanitarian Assistance DDC District Development Committee DDRC District Disaster Relief Committee DEO District Education Office DEOC District Emergency Operating Centre DHM Department of Hydrology and Meteorology DIP Detailed Implementation Plan DPRP Disaster Preparedness for Response Plan DRR Disaster Risk Reduction DSCO District Soil Conservation Office DTO District Technical Office D/VWASHCC District/Village Water, Sanitation and Hygiene Coordination Committee DWCDO District Water Sanitation Office, District Women and Child Development Office FFP Office of Food for Peace FG Farmer Group FIC Tufts University’s Feinstein International Center FLT Financial Literacy Training FY Fiscal Year GESI Gender Equity and Social Inclusion GoN Government of Nepal HH Household
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IPTT Indicator Performance Tracking Table iDE International Development Enterprise IEC Information Education and Communication IPM Integrated Pest Management KISAN Knowledge-based Integrated Sustainable Agriculture and Nutrition LDMC Local Disaster Management Committee LDO Local Development Officer LDRMP Local Disaster Risk Management Plan LNGO Local Non-Governmental Organization M&E Monitoring and Evaluation MIT Micro Irrigation Technology MoAD Ministry of Agricultural Development MoU Memorandum of Understanding MUS Multiple Water User System NGO Non-Governmental Organization NNFSS National Nutrition and Food Security Secretariat NPC National Planning Commission NRCS Nepal Red Cross District Chapter NRM Natural Resource Management ODF Open Defecation Free OMIS Off-Farm Market Information System PAHAL Promoting Agriculture, Health and Alternative Livelihoods Program SBCC Social Behavioral Change Communication SUAAHARA Feed the Future Nutrition Program: ‘Good Nutrition’ SWC Social Welfare Council ToT Training of Trainers USAID United States Agency for International Development VCA Vulnerability and Capacity Assessment
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VDC Village Development Committee VSLA Village Saving and Loan Association WASH Water Sanitation and Hygiene WDO Women Development Office WSUC Water Sanitation User Committees WUG Water User Group
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INTRODUCTION The Promoting Agriculture, Health and Alternative Livelihoods (PAHAL) program is a $37 million, five year United States Agency for International Development (USAID) initiative designed to achieve food security among vulnerable populations in 14 districts in the middle and high hills of far-west and mid-west Nepal. PAHAL is a Development Food Assistance Project under the Bureau for Democracy, Conflict and Humanitarian Assistance (DCHA)/Office of Food for Peace (FFP) that takes a multi-dimensional, systems-based approach to address underlying socio-political, economic and ecological constraints, and the related shock and stress exposures that drive food insecurity in Nepal. The program sub-purposes form the resilience pathways, which would enable people of the vulnerable communities to: 1. Better cope with and absorb shocks and stresses; 2. Adapt to better health and livelihood strategies in order to effectively reduce exposure to an impact of shocks and stresses; and 3. Recover quickly and ‘bounce back better’ through transformed systems in the face of shocks and stresses. This report covers activities conducted within Quarter 3 of the U.S. Government’s fiscal year (FY) 2016 (April 1, 2016 – June 30, 2016). The quarterly financial report is an attachment to this narrative that is submitted directly through Mercy Corps headquarters.
SUB-IO 1: INCREASED ACCESS TO QUALITY HEALTH AND NUTRITION SERVICES AND INFORMATION
1.1 Farmer groups trained on nutritious food production practices for household consumption
1.1.1 Conduct participatory assessment of current production, availability and consumption of nutritious foods at the House Hold (HH) –level, in collaboration with local communities and focusing on women and disadvantaged
A participatory assessment was conducted in Q2 that focused on the production, availability and consumption of nutritious foods at the household levels. The results of the assessment found that a majority of the households were practicing traditional methods of kitchen gardening by cultivating seasonal vegetables (mainly cauliflower, cabbage, radish, bottle gourd, sponge gourd, snake guard, pumpkin, potato, onion, soybean, pulses, beans and leafy vegetables), which was insufficient for year-round consumption. Apart from the households that directly benefitted from SUAAHARA, households comparatively had less knowledge on nutritious vegetables. It was also found, that as a coping strategy, the majority of households were preserving the seasonal vegetables and using the dried vegetables during the lean season. Lack of irrigation facilities and access to information as well as skills related to off-season vegetable production technologies were the main reasons hindering households from year-round cultivation. In addition, less knowledge of nutritious vegetables led households using kitchen gardens to produce less
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nutritious vegetables. The remote geographical location of some of the Village Development Committees (VDCs) results in a lack of access to service providers, input suppliers and markets, forcing households to rely largely on the local seed varieties, that lead to lower yielding and quality vegetable production. Traditional and cultural beliefs and norms, such as women only eating after feeding all other family members, limit their own consumption of food during meal times. Furthermore, it was discovered through focus group discussions that the poor economic conditions of smallholder farmers, combined with low crop production resulting from small and fragmented land holdings, were major factors contributing to limited access to and consumption of nutritious foods.
To address the assessment findings, PAHAL has designed relevant activities on crop production such as technology transfer through improved kitchen gardening techniques, demonstration of high-yielding varieties, and the promotion of micro-irrigation systems. In addition, farmers are being linked to input suppliers and markets by forming and building the capacity of market planning committees that are comprised of members of the farmer groups. Crop variety recommendations are also being made through input dealers, which approach will be further refined to utilize the results of these findings to support the increased uptake of nutritional foods on a year-round basis. Regarding the dissemination of information on nutrition-rich food, the agriculture component will work jointly with the nutrition component to integrate relevant activities. Likewise, the agriculture component will also include Gender Equity and Social Inclusion (GESI) activities to address identified issues related to GESI dynamics in nutrition. The final report of the assessment conducted will be submitted next quarter.
PAHAL also conducted an assessment of the current drought situation in the mid-west and far- west districts. This assessment looked at the effect of drought on production and availability of nutritious food. The lack of rain and reduced snow fall from Sept 2015 to February 2016 and the subsequent failure of rain during March and April 2016 resulted in reduction of crop yield, delay in sowing maize, wilting of vegetables in the kitchen garden, increased incidence of diseases and pest (e.g. downy milder in cucumber) and poor quality produce of cereals and vegetables. The brief report of the assessment is provided in Annex 3: Rapid Drought Assessment in PAHAL districts.
1.1.2 Capacity building for HH production of kitchen gardens
1.1.2.2. Training on kitchen gardening to vulnerable groups (HHs) on nutritious food production and consumption
In Q3, 298 trainings on kitchen gardening were provided to vulnerable households on nutritious food production and consumption. In total, 6,785 farmers (M: 1,553, F: 5,232) benefitted from these trainings. The main objectives of these trainings were to provide knowledge on the importance of kitchen gardens, the selection of vegetable crops, nursery management, production and the consumption of nutritious foods to vulnerable groups so that vulnerable households became aware of the importance of kitchen gardens for improved household health and nutrition,
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as well as improved food security. Training recipients were committed to incorporate their new knowledge of improved kitchen gardening methods to increase the production and consumption of nutritious food.
1.2. Vulnerable populations reached with nutrition messages
1.2.1 Capacity building of PAHAL staff/partner NGO’s at district, region and national levels on nutrition
A final draft of the three-day nutrition manual intended for orientating the national and regional level staff is now ready to be rolled out. After collecting feedback on this orientation manual from the technical thematic advisors, a five-day training program, along with a manual will be developed and provided to the local implementing partners. This training program will help the local implementing partner staff to integrate nutritional messaging across thematic areas during implementation of activities through its components of WASH, DRR, NRM, Agriculture and Non Agriculture from the next quarter onwards.
1.2.2. Technical assistance for PAHAL nutrition integration for kitchen gardens
The PAHAL agriculture team that was oriented on the agriculture component in Q2, prepared and delivered key nutrition messages and delivered them to the 6,785 farmers (M: 1,553, F: 5,232) during the kitchen garden training reported under 1.1.2.2. Similarly, as part of integrating nutrition messages under the financial services sector, an orientation on nutrition was first given to community facilitators who in turn were responsible for training community-level farmer groups. A two-page nutrition information leaflet was developed and provided to the participants to enhance their knowledge and understanding of nutrition.
1.2.3. Coordination meeting within SUAAHARA and other stakeholders for possible linkages
The nutrition team held a coordination meeting in May with SUAAHARA II with the aim of identifying possible areas of collaboration and linkages for FY17. To work in coordination at the village and district levels, it has been agreed that once SUAAHARA II has established a presence on the ground, the two projects will work together to address issues and to identify areas for collaboration and linkages. For example, one such area is for PAHAL to identify cases of stunting and wasting in overlapping VDCs, then these cases can be referred to SUAAHARA II once that program starts in Fall 2016.
SUB-IO 2: BETTER ACCESS TO IMPROVED WATER, SANITATION, AND HYGIENE SERVICES, STRATEGIES AND TECHNOLOGIES
2.1. Improved safe sanitation services and facilities
2.1.1 Participatory rapid WASH assessment
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The WASH sector conducted an orientation workshop for 33 social mobilizers (M: 12, F: 21) on carrying out a Rapid WASH Assessment for the purpose of understanding the current status of water, sanitation and hygiene (WASH) in 31 PAHAL VDCs across both regions. This assessment focused on understanding the sanitation status, types of toilet and their use, maintenance and access, personal hygiene as it relates to hand washing practices, household- level hygiene related to hand washing stations and, household-level water treatment. The assessment also gathered information on the status of the community’s access to drinking water and status of the existing Water Sanitation User Committees (WSUCs) and their functionality. In the case of schools, the situation of WASH facilities was assessed, information on the status of existing child clubs and their functionality collected and hand-washing practices and overall cleanliness evaluated. The assessment also included key lines of GESI inquiries particularly questioning related to the barriers for women, girls and marginalized caste/ethnic groups from accessing available WASH services at household and community levels. The collected information will be analyzed in Q4 and provide PAHAL with a better understanding of challenges related to WASH in each of the targeted VDCs. This will later be used to support the V-WASH-CC to develop their plans and implement accordingly.
2.1.2 D-WASH-CC and V-WASH-CC planning coordination
The PAHAL district teams initiated participation in the D-WASH-CC and V-WASH-CC meetings for the coordinated implementation of WASH related activities in each district. One of the meetings held in Baitadi District included discussions on the indicators needed to meet the status for Open Defecation Free (ODF) declaration. PAHAL supported the Coordination Committee by verifying the data related to ODF declaration for the 12 PAHAL VDCs that it is working in. Similarly, during this quarter, PAHAL took part in the V-WASH-CC planning coordination meetings. While doing so, the program facilitated the meetings held in Kubindedaha and Laxmipur VDCs of Salyan District in order to declare them ODF. PAHAL also helped identify of community-level volunteers in these VDCs that will support the V- WASH-CC to conduct the preparatory activities needed for ODF declaration.
PAHAL supported D-WASH-CC in four districts to conduct the National Sanitation Week in which sanitation messages were disseminated to the wider population in the district headquarter area.
2.1.6 D-WASH-CC & V-WASH-CC joint monitoring on toilet construction, use and maintenance PAHAL facilitated a D-WASH-CC and V-WASH-CC joint monitoring program in Laxmipur VDC of Salyan District. The monitoring team observed the newly constructed toilets to assess the sanitation situation in the VDCs. All 752 households in Laxmipur VDC were found to have constructed toilets. The monitoring team recommended the VDC for ODF declaration as it met all the required indicators.
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2.1.7 Facilitate an official ODF verification/certification by D-WASH-CC and ODF declaration by V-WASH-CC at VDC level
PAHAL supported V-WASH-CCs of Kupindedaha and Laxmipur VDCs to organize an official ODF certification program. People from different sectors and organizations such as government, external development partners, media, academicians, students, NGOs, community members and other concerned stakeholders participated in the event. During the event, the community effort made to obtain ODF status was recognized and household members were encouraged to continue with the good work that they have done in making their respective VDCs open defecation free.
2.2. Improved drinking and productive water services and infrastructure
2.2.1 Participatory water resource assessment and feasibility study
54 pre-feasibility surveys for gravity Multiple Water User System (MUS) were conducted across the 14 PAHAL districts this quarter, with the objective of collecting the primary details of each schemes including the technical, social and environmental aspects of all the MUS sites. The study provided PAHAL with information that would help the program to decide on the possible number of schemes that can be built; the number of tentative beneficiaries that could be reached through these schemes, as well as calculates the estimated costs which determines the design of the MUS.
2.2.6 Engineering survey and design of MUS
From the 54 sites identified during the pre-feasibility surveys, 20 sites were short-listed for more detailed engineering surveys for the targeted gravity fed MUS’s this quarter. The survey used various engineering methods and tools that collected important information such as the elevation of strategic points, discharge of water, water demand and possible community contribution during the survey. Detailed engineering designs for five gravity fed MUSs in Surkhet, Jajarkot, Salyan, Pyuthan and Darchula districts were completed this quarter with the remaining 15 to be completed in the next quarter.
Water demand calculations were done on the basis of population data. Intake, reservoir tank and pipe line design were completed on the basis of survey data (population, command area, population growth rate, length of alignment, source discharge, elevation of the alignment). Rate analysis was also done for the cost estimate of the scheme. In the next quarter, PAHAL will organize meetings with the targeted communities VDCs and district stakeholders to decide on the contributions from each sector, followed by the actual construction of each MUS.
2.3. Improved post ODF planning, implementation and monitoring by V-WASH-CC and D-WASH-CC
2.3.1. Coordination meeting with D-WASH-CC/V-WASH-CC to develop and disseminate district and VDC post-ODF strategic action plan
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A coordination meeting with the D-WASH-CC of Jajarkot District was conducted to discuss the district post-ODF/total-sanitation strategy plan development. PAHAL participated in the D- WASH-CC meeting in Rolpa District where the D-WASH-CC led the development of district post-ODF/Total Sanitation Strategy Plan.
2.3.2. Capacity building internal to PAHAL & to community facilitators/volunteers on post- ODF and hygiene promotion
In Q3, the PAHAL team prepared for the regional training of trainers (ToT) on post ODF and hygiene promotion for the 28 partner staff, one program coordinator and WASH officer of 14 districts. The ToT also includes a session on gender and inclusion findings from the GESI analysis report with an objective to share, explain and take appropriate action in promotion activities. This training will be conducted in the first month of Q4.
2.4. Vulnerable populations reached with optimal hygiene promotion
2.4.1. Coordination on school WASH and nutrition
A meeting was conducted with the district stakeholders including, the District Education Office (DEO), District Water Sanitation Division/Sub-Division Office (DWSDDO), and District Health/Public Health Office (DHO/DPHO), for the purpose of selecting one school in each district to conduct a school WASH and Nutrition program in seven districts in the mid-west and five districts in the far-west. The meeting recommended the name of one school in each district to conduct the School WASH and Nutrition program.
SUB-IO 3: IMPROVED ACCESS TO EFFECTIVE DISASTER RISK MANAGEMENT SERVICES, STRATEGIES AND TECHNOLOGIES
3.1 Functional and inclusive DRR committees established
3.1.2 Capacity building of the implementing partner DRR staff
The PAHAL DRR team conducted a five-day DRR training to build the capacity of the district- level partners in both regions for implementing DRR activities. Training was led primarily by the Regional DRR and Governance and Coordination Officers for Nepalgunj and Dadeldhura, supported by the Resilience Advisor, Governance and Coordination Advisor and GESI Advisor. The training enhanced participants’ knowledge on DRR and CCA approaches and the existing national and international plans, policies, and strategies on the given subject. The training also oriented the field staff on PAHAL approaches to DRR and the flow of activities for FY2. A total of 20 participants (M: 16, F: 4) from the local implementing partner organizations from mid-west and far-west regions were trained through this event.
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3.1.3 Facilitate District Disaster Relief Committee (DDRC) to form inclusive local level disaster risk reduction committees in the VDC level
The 14 chairpersons of the District Disaster Relief Committees (DDRCs) operating in each of the 14 PAHAL districts, called for a meeting and formed working committees under the DDRC. The members of these working committees are representatives of district-level government and non- government agencies; namely the District Development Committee (DDC), District Agriculture Development Office (DADO), District Technical Office (DTO), District Education Office (DEO), District Soil Conservation Office (DSCO), District Water Sanitation Office, District Women and Child Development Office (DWCDO), Nepal Red Cross District Chapter (NRCS) and NGOs that work in disaster risk reduction. The respective district Assistant Chief District Officer or Local Development Officers are taking the role as coordinators for a five to seven member committee. This DRR Committee is responsible to take forward the DRR activities planned for PAHAL.
The working committees in all 14 PAHAL districts have met for a planning meeting to develop a plan for forming Local Disaster Management Committee (LDMC) that will be responsible for conducting DRR activities in their respective VDCs. During this meeting, PAHAL oriented the members on the Local Disaster Risk Management Plan (LDRMP) guidelines, which provides details on the steps that need to be completed by the working committee to form LDMCs. Logistical support was provided to the working committees to organize meetings at the village- level and invite village stakeholders who were then oriented on the importance of disaster risk management and the role of LDMCs. As a result, 66 LDMCs were formed in Q3 and members of these committees oriented on their roles and responsibilities.
3.1.4 Support DDRC to build assessment and planning capacity of LDMC
PAHAL provided support for one regional-level training in the far-west region to the working committee members (M: 26; F: 3) of Baitadi, Darchula, Bajhang and Dadeldhura districts. The training focused on the methodology and tools needed to conduct the vulnerability and capacity assessments required at the VDC level. The training also gave the participants an opportunity to develop skills on preparing local-level DRR plans. Equipped with this capacity, the working committee members can now conduct trainings for the newly formed LDMCs. Three similar trainings are planned for the other districts in the mid-west and far-west regions in Q4.
3.2 Functional Early Warning Systems (EWS) established/ improved climate information services.
3.2.1 Support DHM and district level EWS committees under DDRC to establish hydro/meteorology stations
The Regional Meteorology Office and River Basin Office under the Department of Hydrology and Meteorology (DHM) conducted a feasibility study on Early Warning System (EWS) for
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floods in all PAHAL working districts in the mid-west and three districts in the far-west with logistical support from PAHAL. The study team submitted an assessment report in the mid-west and recommended using existing hydro/meteorological stations in some cases and, to establish some new stations, were identified in order to have sufficient early warning systems for floods in the district. The study also recommended using the existing District Emergency Operating Centre (DEOC) as the main communication hub for disseminating the early information to the communities at risk. In most of the PAHAL districts, a DEOC was present, but some were found non-functional and the team recommended PAHAL to support to operationalize. In addition, the study also recommended the DDRC to form an early warning sub-committee at the district level that will be responsible for establishing the EWSs for floods in each respective district. As a result, the District Disaster Relief Committee (DDRC) met and formed EWS sub-committees comprised of 3-5 members in each of the 14 PAHAL districts. To address these recommendations, PAHAL with the support of the EWS sub-committees, will work to enhance the functionality of the DEOC.
3.4 Disaster response capacity strengthened
3.4.2 Sign a formal Memorandum of Understanding (MoU) with DDRC
PAHAL finalized a Memorandum of Understanding (MoU) with the DDRCs of eight PAHAL working districts to implement DRR activities in each district through the DDRC. As part of the MoU, the DDRC will be responsible for leading DRR activities in their respective districts, whereas PAHAL is responsible for building the capacity of the DDRC members so that the members are better able to provide the required support to their communities that are at risk of disasters. After signing the MoU, PAHAL is seeing DDRCs taking ownership of PAHAL activities and treating as their own program. The PAHAL Regional Team Leader, local implementing partner chairperson, and the respective CDOs or LDOs were all signatories on the MoU. In the remaining districts, the DDRCs have approved PAHAL activities and verbally agreed to support its implementation. PAHAL plans to sign the MoU with the remaining DDRCs in the coming quarter. To ensure DDRC institutional ownership towards DRR activities, all the DRR activities are included in signed MoU.
3.4.3 Support planning and review of Disaster Preparedness for Response Plan (DPRP)
PAHAL, with the support of other district stakeholders, supported the DDRCs in reviewing their Disaster Preparedness for Response Plan (DPRP) in all 14 districts. Meetings were organized meetings at the district-level calling upon all members of each district committee and related stakeholders. The activities identified by the DPRP are the preparedness for response activities and will be supported by PAHAL in the coming quarter and in FY17.
3.4.4 Provide disaster risk reduction training and support to DDRC providing response and relief items
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As part of the preparatory activity in this reporting period, PAHAL started the procurement process to stock non-food relief item (NFRI) for the next quarter and FY17. These materials will be delivered to the respective districts in the first month of next quarter, stocked at district implementing partner offices and will be used to support the communities that are affected by disasters.
3.5 Household DRR planning campaign implemented
3.5.1 Develop DRR related Information, Education and Communication (IEC) materials and disseminate through local DRR committees
In Q3, PAHAL identified a firm to develop social and behavioral change communication (SBCC) materials on DRR. However, as PAHAL started implementation, it realized the need to develop communication materials not only for DRR, but also for all the other components that would support the communities in building resilience to existing shocks and stresses. With this new level of understanding, PAHAL will go through the steps to prepare the various needed SBCC materials in the next quarter.
SUB-IO 4: IMPROVED ACCESS TO APPROPRIATE AND DIVERSE FINANCIAL SERVICES AND PRODUCTS
4.3 Informal savings and loans for off-farm livelihoods established
4.3.1 Mapping village savings and loan associations (VSLA) capacities and conducting vulnerabilities and capacity assessment study
Based on the VSLA information collected last quarter, Vulnerability and Capacity Assessments (VCA) were conducted in a total of 668 randomly selected VSLAs in each of the 167 VDCs to ascertain the strengths, weaknesses, opportunities and threats for the groups. The analysis found that most of the VSLAs have members representing a wide range of gender and marginalized caste/ethnic groups, each with a certain amount of funds to manage (usually between NPR5,000 and NPR200,000). However, these members have less finance-related literacy so they could not effectively manage the funds within the groups. At the same time, the funds are usually insufficient when it comes to farmers who want to takes loans out and invest in income generating activities and, VSLAs as an organization, have a low capacity for linking to existing financial institutions, such as cooperatives that can provide financial services to VSLA’s in the form of capacity building trainings and loans that VSLA’s can further invest through their members. Based on the VCA findings, PAHAL plans to strengthen the capacity of the VSLAs by linking financial services providers to these groups.
4.3.2. Financial literacy ToT to local facilitators
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4.3.2.1 Financial literacy training materials design and printing
Financial literacy training materials were printed in Q3 for 10,500 participants, 140 facilitators, and 420 classes. Materials printed include text books, training manuals, posters, flip-charts and forms and were delivered to the districts and are ready to be used in the classes. Annex 4: List of financial literacy training materials printed
4.3.2.2 Financial literacy training of trainers (ToT)
Seven ToTs on Financial Literacy were conducted across 12 PAHAL districts and reached a total of 124 participants (M: 16, F: 108). Participants are members of cooperatives that are existing financial institutions that PAHAL has selected to work with and will work with as facilitators to conduct a 26-day Financial Literacy Training (FLT) package using the training materials produced under 4.3.2.1 for each of the farmer groups formed. These trainings provided the knowledge and skills needed by participants so that they can in turn train others on the financial management of household funds, resulting in improved attitudes and behavior that will also facilitate the development of additional skills required for micro enterprise management.
Figure: VCA under 4.3.1 at Lekhgaau, Bajhang Figure: FLT ToT for Pyuthan and Rolpa participants
4.3.4. Form and / or strengthen savings and credit groups
4.3.4.1. Good governance and record keeping training
A total of 29 trainings were organized on group management and good governance, reaching 815 members (M: 193, F: 622) in Q3. The main topics covered included rules and regulations, membership criteria, leadership selection, savings and credit mobilization, policies and practice needed, and inclusion issues. It is expected that the groups will develop democratic leadership practices, inclusiveness in structure and membership, and become strong enough to join or form a cooperative in the near future. A total of 673 members (M: 141, F: 532) from 29 VSLAs also received training in record keeping training. This training focused on the technical aspects of savings and credit, membership detail, daily bookkeeping, filing, minutes, ledger management and documentation.
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4.3.5. Formation and strengthening of cooperatives
4.3.5.1 Facilitation for cooperative registration (orientation, cooperative education, ad-hoc committee formation, documentation and registration or MoU with existing cooperatives)
The Financial Services team has adopted a strategy to work with cooperatives for the expansion financial services in the community. Cooperatives are autonomous institutes established to provide financial and technical assistance to communities and to remain functional even after termination of external assistance. PAHAL has also developed a strategy to work with one cooperative in each VDC to minimize membership duplication and to ensure loans to businesses. Using the pre-defined cooperative selection criteria of membership structure, governance, social protection, accounting, capacity and services, 142 cooperatives were identified by PAHAL across the 14 districts; district local implementing partners have signed Memorandum of Understandings (MoUs) with 131 cooperatives. The types of cooperatives identified are Agriculture, Saving and Credit and Multipurpose in nature. As per the MoUs, each cooperative will support local implementing partners in extending financial services activities to their members.
4.3.5.2 Cooperative education training
Group members from 26 VSLA (F: 563, M: 120) in the mid-west districts were oriented in cooperative education through one-day trainings. The objective of this training is to make group members aware of the benefits of linking to cooperatives, typical cooperative functions, and types of services available from a cooperative, the process becoming a member and, the relationship of the groups to a cooperative. This training prepares groups to formalize into cooperatives.
4.3.5.10 Review /coordination meetings at VDC and district level
Coordination meetings were organized by local implementing partners in 12 project districts to inform of the planned financial services activities and stakeholder roles in those activities. Main topics of discussion were on the benefits and risks of linking informal groups to formal financial institutions. Representatives from political parties, Ward Citizen Forum, Citizen Awareness Centers, VDC representatives, Poverty Alleviation Fund, Woman Children Office (WCO), District Agriculture Development Office (DADO), Division Cooperative Office (DADO), district level NGOs, MFIs and the cooperative union all shared their commitment in joining PAHAL to ensure sustainable financial access for the identified communities.
SUB-IO 5: IMPROVED ACCESS TO DYNAMIC AND RESPONSIVE AGRICULTURAL AND NON AGRICULTURAL MARKETS
5.1 Linkages to profitable off-farm markets established
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5.1.1 Training needs assessment
This quarter, a training need assessment was carried out in 13 PAHAL working districts by the local implementing partners. The main objective of the assessment was to identify potential trades and sub sectors for generating income and employment opportunities in each intervening district and design short term vocational training courses based on the outcome. The assessment covered sample VDCs in each of the concerned districts and was targeted towards beneficiaries, including unemployed or under - employed youth, returnees, migrant workers and occupational castes of the VDCs on one side and potential employers, existing demand of workforce and required skills in the labor market on the other. This activity could not be completed in time in Salyan District because of insufficient applications and the absence of a competent resource person. However, this activity is in process and will be completed by the first month of the next quarter.
The regional team members from the agriculture and non-agriculture thematic sectors have jointly prepared a training plan based on the requirement of agriculture markets. Some of the potential trades identified by the agriculture market team are poly house construction, advanced metal works/blacksmith, small irrigation system installation, repair/maintenance and, concrete water harvesting tanks construction.
5.1.2 Technical and vocational training
In the mid-west, the guidelines for participant selection for short-term district-level vocational trainings was prepared and shared with local implementing partners for the initiation of district- level training in the PAHAL working districts. In the far-west region, 10 to 12 trainees were selected from Doti, Achham, Bajura, Baitadi and Darchula jointly with the agriculture markets team for poly house construction to be held during the first week of July 2016. The objective of this training is to develop skilled technicians in poly house construction at the community level. These graduates will develop poly houses in the community as per the demand of farmers and will charge for their services. The training will be for an estimated 850 beneficiaries at both the district and regional level and is planned to be completed by the next quarter.
5.3 Linkages to agriculture buyers and export actors are strengthened
5.3.1 Market assessment and potential of vegetable and livestock sub-sector
As part of program implementation, PAHAL conducted a rapid market assessment on the vegetable and goat subsectors. The assessment found that in comparison with other regions, vegetable cultivation in the far-west is very low (i.e. only 100,778 metric tonnes are produced from 10,778 hectares of land per year). Around 70.5% of the production is consumed at the household level and the remaining 29.5% are sold for commercial purposes (Source CBS, 2010). Commercial orientation of vegetable farmers in the mid-west and far-west was also found to be lower than other regions in Nepal. The vegetable market in the study areas are subsistence
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focused and underserved by supporting services. Production is focused on meeting the district domestic demands. Vegetable cultivation and production is low as compared to other crops. The DADO office is providing support for production and local agro-vets are providing support for needed inputs. The study found that in some PAHAL districts, a good network of agro-vets and collection centers existed, however, there were a few collection centers that were not functioning. The major barrier for quality input supply, access to market and the commercialization of the vegetable sub-sector in the study areas is due to geographic remoteness and general inaccessibility to road networks.
The goat sub-sector in the study areas was found to be small and underdeveloped. A few districts like Jajarkot, Salyan, Doti and Surkhet have strong output market linkages. Due to a lack of knowledge regarding the use of improved technologies and proper inputs, the newly introduced practices have not been fully operationalized or taken up by producers. Therefore, the production rates are low across the working districts. Transportation across project working areas is the major barrier to sector development. Farmers are individually responsible for transporting goats to market.
5.3.5 Facilitate linkages between buyers and producers in production pockets
5.3.5.2 Interaction meeting between producer and buyer
Six market linkage facilitation meetings were conducted between PAHAL producers and buyers in the Surkhet, Salyan Pyuthan, Rolpa and Rukum districts. The main objective of the meetings was to establish lasting relationships and linkages with potential buyers, input dealers, service providers and other stakeholders along the value chain. 167 (M: 94, F: 73) leader farmers, local retailers, wholesalers, and market planning committee (MPC) members participated and discussed ways to develop a smooth and regular supply chain of agro-inputs, including effective marketing of produce between buyers and producers.
5.4 Improved agriculture collection and aggregation services
5.4.1 Formation of marketing and planning/ CC committee with focus on women and marginalized group
This quarter, a total of eight MPCs in Rolpa, Pyuthan, Salyan, Dailekh, Doti and Dadeldhura districts formed focusing on women and marginalized groups. Lead farmers, vegetable traders, input suppliers, and local cooperatives were invited to participate during the MPC formation. PAHAL actively promoted inclusive membership in executive committees with regards to gender, caste and ethnicity. The data shows that the representation of women members is 43%, where there is considerable representation of ethnic groups as well. The MPCs formed consist of 97 executive members (M: 55, F: 42, Brahmin/Chhetri: 74, Dalit: 8, Janajati: 12, Newar: 3), including representatives from VDC offices and the Agriculture Service Center (ASC). The VDC Secretary and ASC representatives were kept as advisory members in order to develop ownership of the government agencies. The MPCs are supposed to carry out the major role in
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the marketing of agro produce through effective collection and market planning activities using proper marketing channel.
5.5 Improved quality of agricultural inputs and services
5.5.3 Facilitate entry of new input suppliers to remote production pockets
5.5.3.1 Facilitating establishment of agro-input suppliers
A total of four interaction meetings between PAHAL and agro-input suppliers were completed in Rolpa, Rukum, Doti and Darchula districts to discuss the supply chain and demand situation of agro-inputs in the district. From the meeting, Sworgadwari Agro-vet in Rolpa committed to establish a sub-agro vet in Hwama VDC to improve the supply of agro-inputs at the local level. Similarly, in Rukum, four agro-vets participated in the interaction meeting and discussed the current status of supply and demand of agro-inputs in the area. A new agro-input supplier (Malla Agro-Vet Center) was established in Basudevi VDC of Doti and registered with the DADO office. This agro-vet will also deliver services to the adjacent VDCs such as Tikhatar and Gaguda.
5.9 Improved business development services
5.9.3: Meetings/interactions with district chamber of commerce and industry and TVETs
The first consultative workshop to set up an Off-Farm Market Information System (OMIS) in the far-west region was held with all seven district Chamber of Commerce and Industries (CCIs) including the regional market center, Dhangadi-based in the Kailali Chamber of Commerce and Industries at Dadeldhura in Q3. The main objective of the one-day workshop was to gather feedback on the structure, mechanism and resources required to establish an Off-Farm (Non-Ag.) Market Information System (OMIS) with its center as a source of information located at Dhangadi, in the Kailali District. The outcome of the workshop will be utilized to develop a plan of action to establish and operationalize the OMIS in FY17. The workshop was held in a participatory manner where views from all participants were encouraged through interactive sessions. Group work was held to capture joint views in this regard.
5.9.4 Identification of private sector service providers
Private technical and vocational training institutes were invited to submit an Expression of Interest (EOI) in the first stage for the delivery of income and employment generating vocational training, including providing job placement and post training services. The Terms of Reference (ToR) was advertised in the far-west and mid-west regional newspapers. Bidders shortlisted from the EOI screening and ranking process were then invited to the next stage of the procurement process and asked to submit the full technical and financial proposals as per the given targeted trainees in each region. Through this process two service providers, one each in both regions,
PAHAL FY2 –Q3 report (April- June 2016) 14 were selected to deliver the training and provide post training services for a total of 80 beneficiaries over the next quarter.
5.10 Safe migration practices for men and women promoted
5.10.1 Safe migration desk
Regional and district-level teams started a dialogue with District Development Committee (DDC) officials to set up a safe migration desk at district headquarters of Accham, Doti and Baitadi districts in the far-west region and Rukum, Rolpa and Jajarkot districts in the mid-west region. The purpose of the dialogue is to explore joint initiatives between DDC and PAHAL to set up a registration, information sharing and counselling desk for seasonal migrants, in particular, who do not have access to such facilities and services.
5.11 Improved agriculture extension and production technology
5.11.5 Capacity building on high value agriculture production to support local service providers
5.11.5.1 Farmer group (FG) formation and social mobilization with focus on women and marginalized groups
A total of 284 vegetable farmer groups were formed this quarter across all the PAHAL districts. Altogether, 6,694 farmers (M: 1,487, F: 5,207, Brahmin/Chhetri: 4,135, Dalit: 1,426, Janajati: 1,032, Newar: 59, others: 42) are involved in these groups and will be the core of all the program activities related to the vegetable production. During the formation of groups, the members decided, in a participatory way, on the designated positions and finalized the roles and responsibilities of its members.
Similarly, a total of 47 goat groups were formed this quarter in Rolpa, Pyuthan, Dailekh, Salyan, Surkhet, Achham, Doti and Dadeldhura. Altogether, 1,065 goat farmers (M: 203, F: 862, Brahmin/Chhetri: 474, Dalit: 338, Janajati: 223, Newar: 30) are involved in these groups.
5.11.5.2 Farmer group (FG) capacity building training on group management leadership development, account keeping and production planning
A total of 197 training events on leadership and good governance were completed for 4,375 group members (M: 957, F: 3,418); 123 training events on account keeping was organized for 2,632 members (M: 533, F: 2,099) and 265 trainings on production planning reached 6,483 farmers (M: 1,525, F: 4,958) during this quarter. These trainings provided the farmers groups with the necessary skills to lead and manage their groups, keep proper transaction records of the transactions and develop production plans for major vegetables that have high values in the market.
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5.11.5.3 Support vegetable production program through Integrated Pest Management (IPM)/ plant protection, crop production and tricho-composting training
During this quarter, five events of IPM /plant protection trainings were delivered to 98 farmers (M: 14, F: 84) in the Surkhet District. Similarly, a total of 240 training events on crop production and its management were completed benefitting 5,493 farmers (M: 1174, F: 4319). In addition to this, two events on tricho-compost training were completed in Surkhet District for group members where 38 farmers (Male: 1, Female: 37) benefitted. The objectives of these trainings were to introduce new technologies to the farmers on crop production and its protection.
5.11.5.4 Supporting the existing nurseries and link to PAHAL farmers
A total of 12 potential nursery growers in PAHAL districts were identified to establish a resource center for the regular supply of healthy seedlings and the provision of technical services needed in support of seedling using new technology to the farmer groups. The prospective nursery growers will provide commercial nursery management training in Q4 for the increased production of healthy seedlings at the local-level using local materials.
5.11.5.5 Demonstration of high yielding varieties with recommended package of practice and technology
PAHAL conducted demonstrations of high-yielding varieties with a recommended package of practice, including Micro Irrigation Technology (MIT)/ IPM to identify and promote improved technologies in vegetable production. The major crops the program focused on included chilies, cauliflower, cabbage and tomato. A total of 202 demo-plots were established with a focus on women and marginalized farmers (M: 65, F: 137). Other farmers within and outside the group have replicated the technology by seeing the production and benefits from technical support provided through PAHAL and DADO/ASC. Similarly, plastic houses for 141 lead farmers (M: 49, F: 92) were demonstrated in collaboration with the farmer groups and government offices. The project has introduced demostration of high plastic tunnels and plastic houses with drip irrigation to this group with the objective of producing off-season cucumbers, bittergourds and tomatos.
5.11.5.6 Capacity building on recommended variety of cereal crops
A total of 212 technical training events were conducted in this quarter on various recommended varieties of crops where 4,903 farmers (M: 1090, F: 3813) participated. The trainings were conducted at the group-level and focused on high-yielding varieties of maize and rice production, understanding the timelines that defines different stages of crop production and ways of intercropping to increase cereal crop production and productivity. During the training, farmers were encouraged to use drought tolerant varieties of rice and maize in the 14 districts to adapt to the present drought conditions prevailing in the districts.
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5.11.5.7 Capacity building to farmer groups working in the goat sub-sector
43 trainings on feed and fodder production were provided to 966 group members (M: 198, F: 768) in the Dailekh, Surkhet, Salyan, Pyuthan, Rolpa, Achham, Doti and Dadeldhura Districts. The training provided information on locally available species, including new varieties and technologies that will significantly improve animal health and nutrition. Farmers receiving such trainings started to cultivate fodder and forage in their land where available. Similarly, 43 trainings on improved goat production reached 949 members (M: 196, F: 753) in the eight above mentioned districts. The training was able to create farmer’s awareness on the different aspects of goat farming such as the importance of feeding, healthcare and breeding for higher production and productivity of goats in the remote hills of the targeted districts and were encouraged to link with the DLSO and other support organizations. Along with these trainings, PAHAL was also able to conduct breed improvement programs that included the crossbreeding the local goats with improved bucks in six farmer groups in Dailekh, Pyuthan and Rolpa districts.
5.11.6 Promote models for improved agricultural practices with local entrepreneurs and input suppliers on tricho-compost, Micro Irrigation Technology (MIT) and IPM
Three trainings were organized for 66 farmers (M: 15, F: 51) on IPM modules, techniques and packages at the working VDCs of Dailekh, Rolpa and Pyuthan districts. During these trainings, farmers were oriented on IPM modules, guides on different IPM crop packages and the importance of safe use and handling of harmful pesticides, along with the waiting period for those pesticides. Complementing the trainings, PAHAL also demonstrated four IPM packages which benefitted 78 farmer group members (M: 16, F: 62). Similarly, in water scarce areas, 84 MIT, in the form of drip irrigation systems, were installed as demonstrations in lead farmers (M: 40; F: 44) plastic tunnels used for producing tomato and cucumber.
5.11.11 Facilitate inter and intra-farmer group discussion and learning exchange on farmer risk management and improved agricultural productivity techniques
Four visits involving 85 farmers (F: 62, M: 23) from different groups in Dailekh, Surkhet, Pyuthan and Jajarkot districts were conducted during this reporting period. Farmers were able to observe demonstration plots established, highlighting the benefits of new varieties and improved agronomy practices, was well as interact with farmers group about their personal successes and challenges with the new technologies. Similarly, 112 farmers (M: 43, F: 69) from Dailekh, Surkhet, Pyuthan, Rolpa, Rukum and Jajarkot districts participated in an exposure visit to gain knowledge on business linkages and value chain systems developed for sustainable input and output marketing.
A total of five farmer field days were conducted in the Dailekh, Pyuthan, Rukum, Rolpa and Jajarkot districts in which 90 farmers (M: 36; F: 54) participated. The objective of these events was to create a platform for the farmers to convene and discuss the relevance of the new
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technologies introduced, their benefits and any challenges that might hinder the replicability in the local context.
SUB-IO 6: IMPROVED ACCESS TO PRODUCTIVE NATURAL RESOURCES AND RESOURCE MANAGEMENT SYSTEMS
6.1 Community forest management practices are strengthened
6.1.1 Landscape participatory resource and hazard mapping
6.1.1.2 Orientation to Local Resource Persons (LRP)
A total of 75 LRP (M: 31, F: 44) from 75 PAHAL VDCs were selected and oriented on the PAHAL NRM thematic component. The general objective of the orientation was to prepare the LRPs for field-level activity implementation, where they will be responsible for materializing their learning in training CFUG members in their respective VDC’s. By the end of the training the participants were able to develop and understand and internalize their roles and responsibilities, become familiar with social accountability tools, gain knowledge on processes related to Agriculture, Forest and Environment Committee (AFEC) formation and Community Forest User Group (CFUG) mapping on internal governance and inclusivity, and increase their understanding on community forest land allocation for poor households.
6.1.2 Facilitate community dialogue on Natural Resource Management (NRM)
6.1.2.1 Form Agriculture, Forestry and Environment Committees (AFECs) under VDCs
The formation and restructuring of AFECs are envisioned with the objective of establishing a VDC level coordinating and facilitating body for natural resource user groups and service provider line agencies. Other objectives of the activity include establishing/enhancing a common platform for dialogue between different resource users’ groups (CFUG, Farmers Group, Water Groups), facilitate planning, implementation and monitoring as well as advocate for the mainstreaming of natural resource user groups plan into VDC plans. In this reporting period, 19 AFECs were newly formed and 10 were reformed.
6.1.3 Structure or restructure CFUG for increased inclusivity and strengthened internal governance
6.1.3.1 CFUG mapping of internal governance and inclusivity of CFUG (CFUG categorization)
The objectives of the CFUG mapping of internal governance and inclusivity (CFUG categorization) is to identify the context of governance, forest management, livelihoods and social inclusion within the CFUGs and categorize them accordingly. Specifically, the activity
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comprehends the context and issues of governance system within the CFUG. PAHAL in coordination with the respective District Forest Offices (DFO), has initiated the process of categorization by collecting information on the existing CFUGs and will complete the work in Q4.
6.1.4 Capacity building of CFUGs on sustainable forest use
6.1.4.1 Capacity building of NRM Officers
A two day orientation on the NRM thematic component was organized in Nepalgunj for all the NRM officers of the district implementing partners. The prime objective was to bring the district and regional level officers together to build a common understanding of the NRM component and the PAHAL program at large. Additionally, NRM Officers were oriented on major NRM concepts and implementation approaches in order to prepare them for providing better services to activity with their direct engagement and/or by coaching LRPs from their respective districts. Besides the technical sessions, the participants were also provided with thematic presentations from all PAHAL sectors and shown how NRM activities will be integrated across these different sectors.
6.4 Strengthened community level accountability processes of NRM services and information
6.4.7.1 Supporting to organize District Forest Sector Coordination Committee (DFSCC) meeting
Two DFSCC meetings, one in each region were conducted in Q3 with the objective of briefing the DFSCC members about NRM activities, improving coordination to avoid duplication, harmonizing implementation of activities and increasing accountability and ownership of DFSCC members to PAHAL-NRM.
6.4.7.2 Regular meeting with FECOFUN
Four meetings, two in each region, were conducted to provide a briefing on PAHAL NRM activities, establish close coordination and engage FECOFUN for advocating community forest related issues. Based on these meetings, the district level FECOFUN team has agreed to take part in the monitoring visits in PAHAL CFUG’s to gather community forest related issues and discuss within their network to come up with the right solution.
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SUB-IO 7: INCREASED PARTICIPATION, AGENCY AND VOICE OF VULNERABLE GROUPS IN GOVERNANCE PROCESSES
7.1 Increased enabling spaces (political, physical, cultural, social capitals) for vulnerable populations
The Governance and Coordination team provided thematic inputs to agriculture, DRR, financial services, and natural resource management teams to form inclusive farmer groups, LDMCs and AFECs at community and VDC levels. GESI guidelines under the Ministry of Federal Affairs and Local Development, Agriculture Group Formation Guideline and other relevant existing policies/guidelines were refereed as resource documents to orient PAHAL regional and district team members. As a result of orientation, in far-west region, among 159 farmer groups formed which consist of 3840 farmers, 3080 are female members. In Darchula District, out of 23 formed groups 17 groups are led by female.
7.2 Diverse civil society groups supported and strengthened
The Organizational Capacity Index (OCI) is one of the tools that PAHAL is implementing to help strengthen the Civil Society Organizations (CSOs). To better assist local implementing partners to understand their capacity and gaps, as a pilot, an OCI process was facilitated in four districts namely Salyan, Rukum, Acham and Bajura, this quarter. In total, 83 members (M: 78, F: 15) from the boards and staff took active part in the OCI process. Participants were informed of the major four steps in the OCI process namely: Individual Assessment, Group Assessment, Capacity Development Plan Preparation and Capacity Development. Leadership, programs, external relations, finance, administration and logistics were all areas that the OCI looked into. A majority of the gaps were related to communication among/between executive members and the project staff, external relations and institutional policy. To support our local implementing partner's capacity development, some activities, such as developing policies for communication and fleet management, and providing training on report writing have been proposed for the coming year. As the board members and senior staff were involved from the very beginning of the process, each organization has internalized the process and is committed to take this process forward with minimal support from PAHAL in the coming years. To address one of the capacity gaps, governance team shared an informative and motivational link to local implementing partners about the strategic use of Facebook to strengthen external relations. Annex 5: OCI User Guide
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Fig: Board member of taking part in OCI Fig: Participants during the OCI workshop
7.3 Increased capacity of community groups to advocate for accountability of local service providers The advocacy initiatives related to this output are inbuilt across all PAHAL thematic interventions which are reported under respective thematic reports as an integral part of the activity implementation process. Coordination meetings with SUAAHARA and other stakeholders for possible linkages; 4.3.5.10 Review /coordination meetings at VDC and district level; 3.4.2 Sign a formal Memorandum of Understanding (MoU) with DDRC; 5.10.1 Safe migration desk are coordination related initiatives whereas 4.3.4.1. Good governance and record keeping training; 5.4.1 Formation of marketing and planning/ CC committee with focus on women and marginalized group; 6.1.2.1 supporting to form Agriculture, Forestry and Environment Committee (AFEC) under VDC; 6.1.3.1 CFUG mapping of internal governance and inclusivity of CFUG (CFUG categorization) are good governance related interventions.
7.4 Community based social accountability mechanism practiced
Bajura and Achham districts have started implementing an event-wise audit of PAHAL activities. An event wise audit is a new practice implemented to ensure accountability and maintain the transparency of an institution. In this process, after the completion of an event, the organizer makes the expenses of an event public to the participants. Participants then have a chance to make comments and to question the expenses, whereas the organizer will have an opportunity to justify that the expenses incurred for the event. All participants will have to sign on the expense sheet to verify and confirm the expenses. It is found to be a good practice that is transparent and helps to hold organizers accountable to the beneficiaries and stakeholders.
7.5 Increased community coordination with govt. programs and activities
The Social Welfare Council (SWC) signed the PAHAL Project Agreement this quarter and will
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be valid through September 2019. As provisioned under section 5.4 of the Project Agreement, to facilitate the project implementation, the Central Project Advisory Committee (CPAC) at the central level and the District Project Advisory Committees (DPACs) at the district level will to be formed. An existing CPAC currently monitoring all Mercy Corps projects will monitor PAHAL from the central level, whereas DPACs at the district level will have to be formed comprised of district stakeholders. During this quarter, eight districts formed a DPAC, each comprised of members from the District Development Committee, District Administration Office, District Agriculture Development Office, District Forest Office, District Women and Children Office, District Livestock Service Office, Small and Cottage Industry Office, Water Supply and Sanitation Division/Sub Divisional Office, Division Cooperative Office, District Education Office, District Public Health Office, District Soil Conservation Office, Chamber of Commerce and Industry and the PAHAL local implementing partner.
PAHAL’s regional and district teams in both regions are regularly engaged in the regional and district level coordination platforms for USAID funded projects and other forums organized by district/regional government and non-government stakeholders. The major discussions were held around coordination amongst the projects to avoid duplication.
PAHAL attended several meetings organized by National Nutrition and Food Security Secretariat (NNFSS) under the National Planning Commission (NPC). In June, the PAHAL M&E Coordinator attended a three days Multi Sector Nutrition Plan Monitoring and Evaluation Workshop organized by NPC where key MSNP indicators from sectors including WASH, Health/Nutrition-specific and agriculture were also discussed in groups. For PAHAL, NNFSS is becoming an effective platform for coordination and learning. In addition to this, PAHAL also participated in the “Golden 1000 Days Public Awareness Campaign Promoter Announcement Program” jointly organized by the National Planning Commission, Nutrition and Food Security Nepal, Ministry of Health and development partners (UNICEF and European Union).
USAID Nepal, SABAL and the PAHAL team met with the Secretary and Joint-Secretary from the Ministry of Livestock Development (MoLD) in Q3. Team members introduced agriculture and livestock components of their respective projects to the ministry team. The Ministry requested PAHAL to sign a MoU with Ministry of Livestock Development to avoid duplication and to better support harmonization from planning to implementation. The PAHAL team conducted the mapping of existing government programs in livestock development in PAHAL project area to proceed for MoU signing.
GENDER EQUITY AND SOCIAL INCLUSION
One of the findings from GESI Analysis on DRR sector was that government institutions which are mandated to address district level disaster issues, lack proper awareness and methods to
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integrate GESI considerations in DDRC plans and strategies. Therefore to enhance understanding and skills on integrating GESI in DRR this quarter, GESI supported the DRR team to develop a GESI integrated tool for vulnerability and capacity assessment. DRR officers from the regional offices and implementing partners were oriented through a training on the tools developed and on the GESI conceptual understanding for DRR. The GESI integrated tool was later rolled out through a DRR training for the District Disaster Relief Committee (DDRC) in Dadeldhura District during this reporting period.
A similar orientation will be provided to the working committees under DDRC in all PAHAL working districts that will be led by the respective DDRCs with technical support from the PAHAL DRR team. The DDRCs will further provide training to the LDMCs, which will enhance their skills in conducting VDC level participatory vulnerability and capacity assessments with GESI perspectives too. With this facilitative process, the local and district level DRR mandated institutions will increase their ability to integrate GESI consideration into their plans and strategies which PAHAL has planned to support DPRP in the coming quarter and in FY17.
Similarly, as revealed from Mercy Corps’ STRESS findings, Dalit women and marginalized caste groups’ inability to influence CFUG decisions and not all households are allowed to use these resources equally due to traditional socio-cultural barriers. In addition, executive committees of CFUGs exclusively consisting of higher-caste members maintaining greater influence over decision-making, leaving marginalized caste groups more vulnerable. Taking into account of the situation in CFUG, this quarter, this quarter, the CFUG categorization tool developed under the NRM component was reviewed and key GESI questions were incorporated to consider opportunities faced by women and marginalized caste groups in the CFUGs. The key lines of inquiries made were decision making processes and how those decisions influence group shared resources and opportunities in the CFUG, capacity enhancement processes and participation of marginalized groups, types of activities and resources invested on group members and group information disaggregation by gender, caste and ethnicity. Findings around these issues will inform the NRM team on how to plan appropriate interventions to address GESI issues that will contribute a pathway to establish inclusive and equitable resource sharing practices within the group. Likewise, during the OCI process, the governance component was supported to integrate some GESI lines of enquiries such as use of GESI related indicators in the monitoring and evaluation processes into the OCI tools with an objectives to assess GESI capacities of local NGOs. Based on the findings, appropriate GESI capacity enhancement activities will be designed for local NGOs based on the findings to increase their understanding and ability to explore and address marginalization issues faced by women and marginalized caste/ethnic group through our interventions.
As was evident from the GESI Analysis findings that nutrition behavior practices were unequal among different gender groups in the household and required further understanding of the determinants that reinforces the practices. With the purpose to build understanding, this quarter, a Training of Trainers (ToT) on Barrier Analysis focusing on GESI was delivered to 15 PAHAL
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team members from national, regional and local implementing partner agencies in the far-west region. During the training, the participants were able to understand the barrier analysis process and better identify nutrition specific behavior that marginalized women from receiving equally adequate level of nutritious food as other members of their household. Based on the identification of specific nutrition behavior needs, the participants were able to develop a nutrition-specific behavior change framework. Working closely with the nutrition team, the roll- out plan of this specific framework will be developed next quarter.
Three PAHAL representatives participated in the INGENEAS four day workshop on Gender and Nutrition in May. The workshop addressed gender and nutrition but, also challenged existing gender norms and power relations. The learned tools and activities will be adopted in PAHAL’s agriculture and nutrition specific sensitization sessions such as during trainings on kitchen garden training for community members and staff orientation packages.
Fig: Conducting Barrier Analysis in Doti In early June, PAHAL submitted the revised GESI Assessment Report to USAID incorporating feedback and addressing the feedback from USAID. A GESI integrated draft work plan for FY17 has been developed that will eventually guide the respective components to integrate GESI into the relevant interventions/activities.
The GESI checklist drafted last quarter has been revised and finalized incorporating feedback received from the program to produce a detailed process for follow up. The checklist serves to reinforce the importance of GESI and to ensure that GESI aspects integrated through all program activities for quality programming. In the next quarter, staff members will be provided thorough orientation on the use of the checklist so they are able to apply GESI lenses into their thematic areas of interventions. Annex 6: GESI checklist. Some learning and sharing actions happened this quarter with NSET, who provided with key learning points from GESI analysis findings to support them in the GESI action plan development processes for ‘Baliyo Ghar’, a housing reconstruction program being implemented by NSET. Similarly, PAHAL also shared GESI Analysis Findings internally with other Mercy Corps resilience and recovery programs.
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In April, the PAHAL’s Gender Adviser along with other USAID funded project GESI Specialists participated in the USAID Working Group Discussion meeting where the Mission GESI Adviser briefed on USAID GEWE policies, tools, and resources. Some key challenges and opportunities in integrating GESI into projects and programs were also discussed briefly.
MONITORING AND EVALUATION
During this quarter, PAHAL conducted extensive field M&E training in Nepalgunj and Dadeldhura with regional office staff, district coordinators, and local partner technical officers. Attendees worked with PAHAL to finalize procedures for tracking routine monitoring indicators and roles and responsibilities. They also received hands on technical training in the beneficiary registration process and using mobile phones for collecting data. PAHAL followed up these trainings with visits to each of the local implementing partner offices in their home districts, and provided M&E training for all local implementing partner staff.
The participant registration process has started since then and approximately 5500 participants were registered by the end of Q3. Subsequently the regional PAHAL teams have made visits to each district to provide refresher trainings and resolve issues related to the routine monitoring process. While preparing the routine monitoring system, the PAHAL team also gathered and created several routine monitoring forms. The data entry system is informed by the data needs assessment by the M&E team conducted in February, which found key information needed by the technical advisors and included that information in the forms.
PAHAL procured 90 mobile phones for use in field data gathering in Q3. These phones will be distributed to local implementing partners as part of PAHAL field M&E data collection which will allow the bulk of program data to be gathered via mobile technology, saving time on data entry and reducing errors. At the same time, PAHAL has been working closely with an external firm, on developing the PAHAL database, an open source, cloud-based data management system with secure data storage, low-bandwidth and offline capability, and GIS mapping. The firm provided training on advanced Excel and also created apps to move data from the phones directly into Postgres, a relational database at the heart of PAHAL’s data management system.
Both of the regional offices have set up Toll Free Numbers for a Community Complaint Mechanism. The number has been communicated to the participants through the PAHAL ID card, where it is mentioned on the back of the card, along with times when to call.
In Q3, PAHAL revised the annual beneficiary survey sampling framework. The revised scope of work will be submitted to USAID for review shortly. PAHAL will also submit the SoW for post-shock monitoring analysis for USAID approval. Throughout the quarter, the PAHAL team worked with FFP to revise the FY16 M&E plan, IPTT, and SAPQ for FFP approval. The FY16 M&E plan was approved in Q3.
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PAHAL RESEARCH ON THE MEASUREMENT AND ANALYSIS OF FOOD SECURITY RESILIENCE
This quarter, the PAHAL research team drafted the report on FY16 findings. The report indicated that systems of migration, social and kinship networks, and informal credit arrangements are essential to maintaining household food security in Maulali VDC in Bajhang District. The report is being reviewed by the technical team and will be finalized and shared with USAID in the coming quarter. Going forward with the research, the team refined the content and plans of conducting quarterly capital flows survey and qualitative data collection. The qualitative research was prioritized to examine migration and the impacts of it on the women left behind in regard to the food security and decision making. The team continued the collection of monthly household food security surveys and qualitative data to inform the research. The team also trained the enumerators in subjects related to the quarterly capital flow survey and initiated the first quarterly capital flow survey.
CHALLENGES AND SUCCESSES
Challenges
Very limited rainfall in the previous two quarters has caused the wilting of vegetables crop and reduced wheat yield and delayed in maize sowing time. PAHAL focused continuously on climate smart technologies, drought tolerant varieties and practices like mulching, drip irrigation, water harvesting, waste water management, promotion of coco peat to address this challenge. Due to heavy hailstorm, standing crops like vegetables, nursery beds, seedlings and demonstration plots were damaged. To protect the vegetables from further damage, PAHAL promoted the use of good quality plastic sheets and informed farmers about the effects of climate change on agriculture production and introduced various techniques to reduce losses. Special care was given during the early stage of nursery establishment and during transplanting.
As PAHAL is a facilitative program, it works with the existing government, private and community level structures. While conducting activities, PAHAL plans to do it through the existing government led committees like the District Agriculture Development Committee (DADC) and District Disaster Relief Committee (DDRC). Since there exists an allowance culture in the system, the expectation of allowances always remains whenever the government stakeholders take part in meetings. PAHAL is facing a big challenge to address this and as part of its strategy has developed PAHAL guidelines. PAHAL also has plans in Q4 to call for a USAID implementing partners meeting in the district and regional level to address this issue.
For monitoring and evaluation, the main challenge continues to be the local implementing partner’s capacity. Local NGOs are active in several technical sectors and do not have dedicated monitoring and evaluation staff to cover each sector. The PAHAL routine monitoring plan thus relies on technical officers and social mobilizers to carry out routine monitoring duties. PAHAL has trained these officers and social mobilizers and has plans to provide refresher trainings whenever necessary. As for collecting data, PAHAL has supplied local NGO partners with mobile phones to carry out routine monitoring, but there will still be times when it is necessary to
PAHAL FY2 –Q3 report (April- June 2016) 26 record information on paper. PAHAL has structured the data flow system so that technical officers are responsible for entering paper data into the PAHAL database. However, the distance between remote program VDCs and district offices is so great that technical officers are not able to visit very frequently. When they do arrive in remote VDCs, they are faced with a large accumulation of paper forms, and it has been difficult for them to enter all of that data into the PAHAL database. PAHAL is shifting its staff structure to include data entry help, which should make the process and the amount of data on paper more manageable.
Successes
District implementing partners have started to understand the need of developing resilience capacities if the communities are to cope with, adapt and transform in the face of shocks and stresses. Having implemented the Program for this quarter, staff and partners have seen the need of different themes working in close coordination with one another. PAHAL considers this realization as the building block to attaining success. Annex 7: Examples of stories from the field.
Plan for the next quarter
For the detailed field implementation plan refer to the July to September DIP under Annex 1
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LIST OF ANNEXES
Annex 1: Upcoming quarter detailed implementation plan (DIP) Annex 2: Participant and resources tracking tables Annex 3: Rapid assessment on drought in PAHAL districts Annex 4: List of financial literacy materials developed Annex 5: OCI user guide Annex 6: GESI checklist Annex 7: Examples of stories from the field
PAHAL FY2 –Q3 report (April- June 2016) i