Ramechhap Community Development Project

United Mission to Nepal

Participatory Evaluation of the Ramechhap Community Development Project July 1998 - April 2004

Keith Jeddere-Fisher

April, May 2004 CONTENTS

Acronyms and abbreviations iii Executive summary iv

1. Purpose, process and methodology of the evaluation 1 1.1 Background to the evaluation 1 1.2 Evaluation team 1 1.3 The Ripple Model 2 1.4 The evaluation process 3 1.5 Study limitations 6 1.6 Report layout 7

2. Background to the Ramechhap Community Development Project 8 2.1 Historical context 8 2.2 Vision and objectives 8 2.3 Approach and philosophy 9 2.4 RCDP working processes 10 2.5 Key results 13 2.6 Implementation and phasing of CAP cycles 15 2.7 Evaluations and reports 15

3. Presentation of main findings 16 3.1 The quality of RCDP’s organisational capacity enhancement and technical 16 training activities 3.1.1 Gender, equity and focus on poor and marginalised communities 16 3.1.2 Effectiveness of the community group formation process 18 3.1.3 Effectiveness of the post-formation support and institutional strengthening 18 3.1.4 Effectiveness of institutional strengthening training 19 3.1.5 The effectiveness of the technical training programmes 20 3.1.6 Process and effectiveness of RCDP forming partnerships with local 21 organisations 3.1.7 How RCDP has fulfilled RCDP’s Vision, Mission and Values 21 3.1.8 How do DDC and VDC officials understand the RCDP intervention approach? 22 3.1.9 RCDP’s relationships and coordination with district-level organisations 23 3.2 The impact of RCDP’s organisational capacity enhancement activities on the 24 CBOs, NGOs, and VDCs 3.2.1 The changes in the organisational capacity of CBOs 24

RCDP final evaluation, April 2004 i 3.2.2 Changes in organisational capacity of VDCs, NGOs, FUGs, SMCs that have 25 received OD training 3.2.3 The impact of the partnership process on partners 26 3.2.4 The impact of technical training on organisations/groups 27 3.2.5 The status of gender and caste representation of CBOs and effect of project on 27 marginalised and women 3.2.6 Organisational linkages and networking between CBOs, LNGOs and others 29 3.2.7 The sustainability of the CBOs 30 3.2.8 Mobilisation of resources for productive development by CBOs 32 3.3 The impact of RCDP on the community members 32 3.3.1 Changes in material wealth 33 3.3.2 Changes in community services 34 3.3.3 Changes in human capital/social wealth (awareness and capacity) 34 3.3.4 Changes in political capital/empowerment 36 3.3.5 Gender, equity and focus on poor and marginalised communities 37 3.4 The development context 37

4. Summary and lessons learnt 38 4.1 Summary 38 4.1.1 Project planning 38 4.1.2 Project implementation 38 4.1.3 Project impact 39 4.2 Good practices 40 4.3 Lessons learnt 40

Appendix 1 Terms of reference 42 Appendix 2 Matrix of evaluation objectives, indicators, information needed 46 and their source Appendix 3 Summaries of key result and CDS evaluations 50 Appendix 4 References and documents consulted 56 Appendix 5 People, groups and organisations consulted 56 Appendix 6 Summary of RCDP training activities 61 Appendix 7 RCDP awareness raising programme in focus VDCs 62 Appendix 8 Representation of women and Dalit in CBOs and committees 63 Appendix 9 Record of district workshop discussion groups 64

RCDP final evaluation, April 2004 ii Abbreviations

CAP Community Awareness Programme CAT Community Awareness Team CBO Community-based organisation CDP Community Development Programme CDS Community Development Society CODE A way of reflecting communities generative themes through role-plays & pictures etc. CTEVT Council for Technical Education & Vocational Training DADO District Agriculture Development Office DDC District Development Committee DEO District Education Office DFO District Forest Office DLSO District Livestock Service Office FECOFUN Federation of Community Forest User Groups Association Nepal FUG Forest user group GMC Group Mobilisation Committee HMG His Majesty’s Government HRD Human resource development IGA Income generation activity INGO International non-government organisation KR Key result LDO Local Development Officer LNGO Local non-government organisation MC Main committee MLD Ministry of Local Development NGO Non-government organisation OD Organisational development PMC Project Management Committee PS Prayash Samuha PSKK Pahadi Samaj Kalyan Kendra RCDP Ramechhap Community Development Project RDD Rural Development Department RMIDP Resource Management for Interdependency Development SAHAS Group of Helping Hands SMCs School Management Committee TKSS Tama Kosi Sewa Samiti TNAs Training need assessment ToR Terms of reference UMN United Mission to Nepal VAHW Village animal health worker VDC Village Development Committee

RCDP final evaluation, April 2004 iii Executive summary

The objectives of the evaluation are: to identify the strengths, weaknesses and areas of improvement of RCDP’s organisational development and capacity building activities and technical training, and to identify the impact of these activities on the client organisations and their communities. Effective practices and lessons learnt are identified.

The evaluation was facilitated by an independent external consultant. The twelve evaluation team members represented interested stakeholders, and in teams of four visited the field areas of the project. Due to security restrictions it was only possible to visit 5 of the 12 focus VDCs, and these represent those worked in most recently. 4 were selected to be visited for this evaluation and information was obtained from 2 others. This limited the lessons that could be learnt on the longer-term impact of the CAP process.

RCDP has carried out CBO formation for capacity building of poor and marginalised communities in 12 selected VDCs of Ramechhap district since 1998. It has also implemented organisational and technical training across the whole of the district. There are areas of synergy but also of conflict between the objectives of these two activities.

The focus VDCs and focus communities have been effectively selected in cooperation with the DDC and VDCs based on agreed criteria of poverty and marginalisation. Appropriate changes were made to the selection of the 3 VDCs in the 4th CAP cycle.

The OD and the technical training activities have had 66% male participation. There is no data on Dalit participation. Some of the reasons for this are out of the control of the project.

Effective community group formation has been completed in 9 out of 12 focus VDCs. In 4 of these VDCs the CAP cycle was carried out by a local NGO. 138 groups have been formed, having clear visions and implementing action plans based on the use of internal and external resources. The CAP process uses a high input of human resources. The withdrawal of the VDC-based staff happens over a short period of time.

Main Committees have been established in the 9 VDCs at the end of the CAP process. Support to them from the project has been limited due to security restrictions.

The organisational capacity of the community groups has been maintained where the CAP process was completed nine months ago. It was not possible to obtain information on groups formed earlier. The groups have formed good networks with other organisations within the district.

Community groups have carried out a large number of development activities through the mobilisation of their own internal resources and have also been able to access external resources from a variety of organisations.

Organisational training has been implemented using the training cycle and has been effective in strengthening local NGOs, School Management Committees and VDCs. 47 courses have been run for 808 participants. This has been more effective in the focus VDCs where it is part of an overall process and all members of the community are aware of the development principles. Changes in the operational capacity of many of these organisations were reported.

RCDP final evaluation, April 2004 iv 52 courses for 839 participants representing 48 VDCs have been conducted in various technical subjects, mainly with the objective of promoting income generation. Trainee selection was based on need and interest and these courses mainly provided economic empowerment for slightly better off farmers. The training cycle was used effectively and trainers were of a high standard.

Important services provided to the community by technical trainees are the prevention and treatment of livestock diseases and improved management of community forests.

RCDP worked in partnership with local NGOs for the implementation of some aspects of the project. This was part of the project design but was used more than originally planned due to the security restrictions on external staff and organisations. The process was effective.

RCDP worked according to clear values. This was recognised by the communities and district officials who realised that it contributed to the effective implementation of the project.

District level officials and NGOs see RCDP predominantly as an awareness raising project and recommend that such a project should provide material support to the focus communities. Community group members see that the project has empowered them through the sense of belonging and respect that comes from group membership, by developing a realisation of the resources that they already have and enabling them to make demands for external resources.

RCDP has developed effective relationships with district offices and NGOs, and has been an example of effective coordination and mutual support for other organisations in the district.

Membership of different castes in the community groups was close to their proportion in the focus community. Membership of the groups in all CAP cycles was equally balanced between men and women. Women’s representation in the GMCs is about 42% and in the MCs about 34% showing a gradual drop in participation in the higher level decision-making bodies. Their participation in key roles on these committees is lower at 22% and 10% respectively. A lot of progress has been made and women are participating in the decision making of these groups and MCs.

The representation of Dalit on the GMCs and MCs is close to their representation in the group; it is only when one looks at their appointment in senior roles does their representation fall. They are on the committees but they are not yet in positions of authority on them.

There is a consensus across VDC leaders and members of the community that there have been improvements in material wealth as a result of RCDPs activities.

Creating social awareness and bringing about changes in attitude and behaviour of community members is central to the CAP process and there have been many significant changes in this area.

Marginalised individuals and communities are raising issues and concerns that are specific to their situation. Women and lower caste people are now beginning to voice and exercise their rights.

The final chapter provides a summary of the project’s strengths and weaknesses, identifies the good practices and presents the lessons learnt.

RCDP final evaluation, April 2004 v 1. Purpose, process and methodology of the evaluation

1.1 Background to the evaluation

The Ramechhap Community Development Project (RCDP) of the United Mission to Nepal’s (UMN’s) Rural Development Department (RDD) was initiated in 1998. Chapter 11 of the RCDP Strategic Plan gives a schedule for evaluations by outside independent teams. In addition an independent evaluation of the Community Development Society (CDS) implemented 4th CAT cycle was done as part of the CDS activities. The proposed schedule is summarised below together with the actual implementation. Summaries from the findings of these other evaluations are attached in appendix 3.

Proposed evaluation schedule Actual evaluation activities Year 3: May 2001: Community awareness work (KR 1) Community awareness work (KR 1) VDC Capacity strengthening (KR 8) VDC Capacity strengthening (KR 8) Year 4: June 2002: Local-level institutional strengthening (KR 7) Users’ group support (KR 5) Users’ group support (KR 5) Gender issues (KR 4) June 2003: Income generating activities (KR 6) Local-level institutional strengthening (KR 7) April 2004: Final Evaluation of CDS implemented Community Development Programme Year 5: Remaining key results (KR) May 2004: Overall final evaluation Overall final evaluation

The completion of the project and the final evaluation was delayed due to the suspension of the field activities for nine months from mid-July 2001 until mid-April 2002 due to the lack of security in the district.

A draft terms of reference (ToR) was prepared by RCDP and UMN in consultation with the evaluation facilitator. The final draft is attached as appendix 1. In summary the objectives of the evaluation are: to identify the strengths, weaknesses and areas of improvement of RCDP’s organisational development and capacity building activities and technical training, and to identify the impact of these activities on the client organisations and their communities.

1.2 Evaluation team

This evaluation was carried out over a five week period during April and May 2004. The evaluation team was led by an external evaluation facilitator, Keith Jeddere- Fisher, and was composed of 12 other members who represented a variety of interests. The three field-team leaders were; Basanta Bhatterai, Programme Officer, Ramechhap District Development Committee (DDC), Mina Bhandari, Senior CAP Facilitator, RCDP, and Priya Hari Bhandari, CAP Facilitator, RCDP. The team members were; Narayan Subedi, DDC Office, Dhal Bahadur Karki, VDC Secretary Manthali VDC,

RCDP final evaluation, April 2004 1 Birbal Pathak, Pahadi Samaj Kalyan Kendra (PSKK), Ratna Prasad Kandel, PSKK, Rama Bohora, SAHAS, Geeta Rai, SAHAS, Devi Gurung, SAHAS, Singha Bahadur Bhujel, CDS, Kalpana Magar, CDS.

There were three field teams each with four members. Two teams had 2 women and 2 men and one team had 1 women and 3 men.

This evaluation team of 12 members was involved for four weeks from the initial stakeholders' workshop, through the information collection and analysis to the district presentation of the findings. The 3 team leaders and the facilitator carried out further analysis and made the final presentation to central stakeholders in Kathmandu. The evaluation facilitator was involved in all stages except the initial stakeholders’ workshop and the collection of information from the rural areas and had a further one week to prepare this written report of the evaluation. Due to an increase in the security rating at the time of the stakeholders’ workshop, the facilitator was unable to participate and only half of the team members could participate in the detailed preparation and training as this was carried out in Kathmandu.

The evaluation was a participatory study, involving representatives of the project and of the organisations that the project was working with, on the evaluation team. The methodology also ensured that all of the main stakeholders were able to contribute to setting the objectives of the evaluation, providing information and suggestions and to give feedback and recommendations on the conclusions made by the evaluation team.

Due to the involvement of some ‘insiders’ on the evaluation team it cannot claim to be a completely independent review of the programme. This potential weakness should be seen in the light of the following advantages: • By being involved in the preparation the RCDP staff and partner representatives understood that the purpose of the evaluation was to learn from experience, and it was not an examination of their performance. • Again, through being involved in the preparation, the team developed a keen interest in the results and was committed to the process. • Realistic criteria and indicators could be identified based on the actual status of the work • Stakeholders are more likely to accept the findings and implement recommendations if their own representative has been involved in the process.

It is considered that the developmental advantages outweigh the potential weaknesses and in addition the following strategies were used to reduce the potential for impartiality. • The methodology involved collecting information from many sources so that it could be verified. • The independent evaluation facilitator made the final collation and analysis of the information and prepared the written report

1.3 The Ripple Model

The Ripple Model (James 2001) was used as a conceptual framework to show how project inputs are linked to outcomes and impacts. The model (see diagram below) illustrates the four areas which will be evaluated. The capacity building intervention

RCDP final evaluation, April 2004 2 is like a stone dropping into a pond - the ripples flow outwards to first bring about change in the partners’ organisation, and then change in the beneficiaries or target community of the partner. The size and the direction of the ripple is influenced by the context in which it moves.

In the same way as the ripples become smaller and more difficult to see the further out they go from where the stone was dropped, so it becomes more difficult to attribute changes at the community level to the original capacity building intervention.

The context

Changes in the partners community

Organisational changes in the partnerThe organisation capacity building interventio n

The Ripple Model (James 2001) linking project inputs to outcomes and impacts

This evaluation aims to look at these four areas; the development context in which RCDP has been working, RCDP’s capacity building intervention, the organisational changes that have occurred in the partners, and the impacts on the community.

1.4 The evaluation process

The evaluation process is shown on the flow diagram on the following page. There are three stages; preparation, information collection and analysis, and feedback and reporting.

Preparation The terms of reference had been prepared in advance by RCDP. In order to incorporate the interests and perspective of different stakeholders in the evaluation, a one-day workshop was held in the district centre at the beginning of the evaluation. After a presentation of the RippleChanges Model in and the partnersthe draft target terms of reference, stakeholder community

RCDP final evaluation, April 2004 3 EVALUATION PROCESS RCDP Staff and UMN

DRAFT TERMS OF REFERENCE Evaluation Team, DDC, LDO, community leaders, partner P organisations IDENTIFY R STAKEHOLDERS’ INTERESTS E 8th April 2004 P A R FINALISE SPECIFIC OBJECTIVES A T IDENTIFY INDICATORS I O N IDENTIFY INFORMATION REQUIRED AND THE SOURCES OF THIS INFORMATION

PREPARE CHECKLISTS AND METHODOLOGY

INFORMATION COLLECTION 9th to 29th April 2004 COMMUNITY PARTNER PROJECT STAFF REVIEW OF INTERVIEWS INTERVIEWS INTERVIEWS DOCUMENTS

FEEDBACK TO INDIVIDUAL PARTNERS AND GROUPS OF PARTNERS FEEDBACK ANALYSIS OF FINDINGS AND SHARING BETWEEN FIELD TEAMS AND REPORTING

PRESENTATION AND DISCUSSION OF DRAFT FINDINGS WITH DISTRICT STAKEHOLDERS 3rd May 2004

PRESENTATION AND DISCUSSION ON DRAFT FINDINGS (KATHMANDU) 7th May 2004

FINAL REPORT

RCDP final evaluation, April 2004 4 representatives were invited to present their expectations from and suggestions for the evaluation. Some important stakeholders were not able to be present and they were either met separately or they were invited to contribute by phone or email.

From the terms of reference and the stakeholders’ expectations, the evaluation team developed specific evaluation objectives for each of the four areas shown in the Ripple Model. For each of these objectives, indicators were identified, along with what information was required in order to assess each indicator and possible sources for the information and its verification. The indicators for each key result in the Strategic Plan were incorporated at this stage. From this matrix which is attached as appendix 2, checklists were prepared for the following: - DDC, Local Development Officer (LDO), line agencies, Community leaders, non-partner non-government organisations (NGOs) - Partner organisations’ executive members (CBOs, NGOs) - Community-based organisation (CBO) groups community members - Teachers, local healers, staff of Illaka offices (health, agriculture, livestock) - Village Development Committee (VDC) leaders - Trainees of technical courses - Trainees of organisational development courses - RCDP staff - Implementing partners staff - Documents from each of the above groups

Methodology was discussed and a number of participatory tools were agreed on. These were tools that would be effective in small groups and for individual meetings. Due to the security situation at the time of the evaluation it was not possible to gather people in public places or to have group meetings. They were designed to encourage participation and verification, and to focus on change that had occurred during the period of RCDP’s work. These were: - Semi-structured interviews based on the checklist - Small group discussion - Venn diagrams of institutional linkages - Case studies - Historical time-line analysis for the organisation - Scoring of organisational capacity characteristics

Observations were also made and documents referred to. Appendix 4 lists the main documents reviewed. In addition to these, many other records such as constitutions, meeting minutes and training reports were reviewed.

The evaluation team was split into three field teams and the areas visited are shown in the table below.

RCDP final evaluation, April 2004 5 For Community Awareness Programme For organisational development and technical training Gupteshwor VDC * (1st CAP cycle-1998-2000) Fulasi, Tilpung, Bijulikot VDC * (2nd CAP cycle-1999-2001) Gelu Bijulikot * Sukajor VDC (3rd CAP cycle-2000-2002) Bhatauli Doramba * Manthali VDC (4th CAP cycle-2002-2004) Manthali Salu Ramechhap VDC (4th CAP cycle-2002-2004) Khimti Pakarbas Chisapani Tokarpur Rampur Sukajor * = information was received from residents of these VDCs but they were not visited by the team.

The community awareness programme CAP cycle has been implemented in 12 VDCs but as access to many parts of Ramechhap district was restricted it was only possible to visit one VDC from the 3rd cycle and those in the 4th cycle. The organisational development and technical training has been implemented in 48 out of the 55 VDCs in the district and information on the impact was collected from 14 of these. Each field team of four people prepared their specific roles independently. There was no opportunity to field-test the methodology and the checklists together, so each group used and revised them in their own way.

Information collection Each team had 9 days to visit the VDCs, including travelling time, collect the required information, make some initial analysis and provide immediate feedback to the community, CBOs and NGOs in that VDC. Appendix 5 contains a list of all the individuals and groups consulted during the evaluation, including those that attended the district workshops.

Feedback and reporting After the completion of the information collection, each team made an initial analysis and gave a presentation to the other teams. A presentation of the findings was then prepared and given to the district stakeholders. The purpose of this was to verify the findings and to discuss any challenging issues that had been identified by the evaluation. There was discussion on these important issues so that the district stakeholders could contribute to the recommendations.

The team leaders and the facilitator carried out further analysis based on the findings of the team as a whole and on the outcomes of the district workshop and made a presentation to Kathmandu stakeholders. All of the significant points raised in this written report have already been presented in that presentation. Some of the discussion points and suggestions made during the district workshop and the final presentation have been incorporated in this report.

1.5 Study limitations

As it was not possible for the evaluation team to visit any of the VDCs in the 1st and 2nd CAP cycles and only one in the 3rd cycle it is not possible to make any firm

RCDP final evaluation, April 2004 6 conclusions about the sustainability of the CAP process and the community groups that were formed. Limited information about the earlier CAP cycles could only be obtained from selected informants and this requires verification when it is possible to visit these areas. The findings on this can only be treated as indications.

1.6 Report layout

Following this introductory chapter, chapter 2 gives a brief history and description of RCDP. Chapter 3 presents the main findings from the observations, discussions and interviews, which the evaluation team have had with different stakeholders. These findings are based on the specific evaluation objectives and are presented under the main headings of the Ripple Model: the quality of RCDP’s intervention, the impact on the project participants, the impact on the wider community and the development environment. The final chapter gives a summary of the findings and of the lessons identified throughout the report. The appendices provide documentary support for the evaluation.

RCDP final evaluation, April 2004 7 2. Background to the Ramechhap Community Development Project

2.1 Historical context

The UMN, in conjunction with the Department of Forests implemented the Nepal Resource Management Project in six VDCs in Ramechhap district for four years until 1998. The RCDP was designed to continue to provide support to those six VDCs and to initiate local institutional development in a further 12 VDCs.

RCDP, ‘a project to promote community capacity development for management of local resources in Ramechhap District’ was implemented in cooperation with the Ministry of Local Development in 1998. The Ramechhap DDC is closely involved in all aspects of the project implementation. The RCDP Strategic Plan (UMN 1998) provides a comprehensive description of the project’s vision, approach, objectives and expected key results. The main points will be summarised here. For further details the Strategic Plan should be referred to. The RCDP Final Report 1998 – 2003 (UMN 2003b) includes a useful critical reflection on the strategic plan.

2.2 Vision and objectives

The vision of RCDP is that: “Poor and marginalised rural communities will articulate a vision for them selves. From their vision, communities will be able to define their future aspiration, what they hope, they can do and become. This will include ideals, values and principles. In achieving their vision, communities will utilise their own skills and manage their own resources for understanding and solving their own problems. Building on this experience of independently solving their own problems, these community groups will also link with other local institutions, His Majesty's Government (HMG) and NGOs in order to solve other larger problems which are beyond local resources. Women and men, high caste and low caste will work together to achieve their vision. “

In order to fulfil this vision, RCDP intends to: • Promote community capacity development by facilitating the formation and or strengthening of Community Based Organisations (CBOs) in order to promote overall community capacity development with focus on poor and marginalised communities. • Provide post formation support and institutional strengthening of existing Village Development Committees (VDCs), Community Based Organisations (CBOs) including forest User groups (FUGs), Local Non Governmental Organisations (LNGOs) and other VDC level organisations as a medium through which community capacity development.

RCDP final evaluation, April 2004 8 2.3 Approach and philosophy

RCDP’s approach is based on two development models.

An inside out approach to community development The model is presented diagramatically below. It focuses first on the development of people’s ‘self-concept’. This is the individual’s or community’s personal and social characteristics or assets such as awareness, trust, unity and confidence. This leads on to the development of social skills such as problem solving, decision-making, and leadership. As these social skills develop there is local organisational development, which with links with other organisations will lead to development of the local infrastructure and material benefits.

An inside out approach to community development

RCDP final evaluation, April 2004 9 Dependency to independence and then on to interdependency The diagram below describes communities at different stages of this process and the skills needed to move from one stage to the next.

INTERDEPENDENCE Communities able to analyse own problems, access solutions, resources, and ideas from outside, manage development activities, accountable to others. Communities have many solutions to choose from. High self-worth. Needed Skills: Networking, facilitation, reflection, increased analytical abilities.

INDEPENDENCE Communities follow their own vision, using their own solutions and resources for overcoming their problems. They are able to analyse their own problems. Their choices are limited by local resources. They develop high self worth and confidence. Needed Skills: Self-awareness, situation analysis, articulate their own vision, leadership, unity, action-planning, proactive

DEPENDENCE Communities' vision is imposed from the outside. They have no choices. They may not even be aware of their own problems and situation. They have little control over the future. They live in a state of fatalism and hopelessness. Responsibility for development is with outsiders. Development solutions and resources come from the outside. Low self-esteem.

2.4 RCDP working processes

CAP Process In order to promote the development approaches described above, RCDP implements a 2-year community awareness programme (CAP). A community awareness team (CAT) facilitates the development of self-concept and social skills in each of the focus VDCs. The CAT team of 4 staff live in the VDC and work through the first 3 phases of the CAP as shown in the diagram below.

RCDP final evaluation, April 2004 10 Phase I: Identification and Screening of Marginalised Communities

a. Screening & Selection of VDCs ------b. Entry into VDC c. Ward, Inter-ward, VDC Meetings d. Listening Survey for Generative Theme’s e. Preparing of VDC Profile f. Final Ranking

Phase II: Community Group Initiation a. PRA Activities to start of Meetings b. Establishment of Group Contract c. CODE presentation, root causes analysis d. Goal setting e. Action planning, Monitoring and Evaluation f. Vision Development g. Group Skill Development

Phase III: Community Group Strengthening a. Leadership Training b. Vision Development continue c. Development of Interdependency ------d. Exit Evaluation

Phase IV: Development of Interdependency through networking

Access to Technical & outside organisation resources by Formation of VDC level group al groups & networks (Main development Main Committees) & site or district training by Committees level networks (NGO) RCDP

RCDP Community Awareness Programme process

Phases I to III seek to seek to develop the self-concept and social skills of the community involved and to take them from dependence to independence. After the CAT team have left the VDC, the project facilitates the fourth phase, described as post-formation support, expanding the community’s organisational development in order to form links with other institutions and move on to a state of interdependence and the development of local infrastructure.

RCDP final evaluation, April 2004 11 Apart from the diagram shown above, there were no details or strategy on what the project would do to help the community groups move from a state of independence to interdependency. The project had to work out a process during implementation.

The CAP cycles were phased so that a new two-year cycle would start at the beginning of each of the first four years of the project. The 4th CAP cycle was therefore planned to be completed at the end of the final year of the project allowing no time for phase IV, development of interdependency through networking.

Training programme The training programme is provided in the fourth phase of the CAP in focus communities. It provides technical training in the areas requested by the community groups and follows the following process:

1. Training request from clients (CBOs & /VDCs) . Client decision for training topic . Application for training . VDC recommendation mentioning their supports 2. Training needs assessment (TNA) . Identification of existing knowledge and skills . Finding the gap between desired and existing KS . Accessing the other areas of training success like credit, market . Participants selection . Training agreement mentioning the RCDP and client responsibility 3. Training preparation . Course design . Training material design and development . Co-ordination with line agencies . Inform clients mentioning the date and venue of training 4. Training delivery . Setting of training rules . Session delivery . Reflection . Goal setting . Training evaluation . Curriculum update if necessary 5. Training follow-up and certificate distribution . Measurement of participants performances . Identification of problems and issues . Coaching . Matching trainees progress with their goals . Reset goals if necessary . Assessment of refresher training (not common) . Calculation of training success . Update curriculum if necessary . Certificate distribution

RCDP final evaluation, April 2004 12 The technical training programme is also provided to non-focus VDCs, based on their need and requests.

Provision of material assistance There are a number of references in the strategic plan to the provision of material resources should RCDP discover that those available in the district are ‘insufficient for communities to achieve their vision’. It is also made clear that these would be made available through a separate organisation, ‘although it could be funded by UMN/RDD’.

There was no budget for this provision and this ambiguity has led to some tension between the project and local stakeholders, especially the DDC. This provision has now in fact been put into practice as CDS are implementing the Resource Management for Interdependency Project (RMIDP) which is able to contribute some material assistance to the CBOs in order to assist them to implement their action plans.

Lesson: - The issue of whether material assistance will be provided or not needs to be more clearly stated in the project documents, and if it is then there needs to be appropriate budget provision for it

Formation of a staff NGO The strategic plan included a programme development objective for the activities of RCDP to be continued after the completion of RCDP through a local NGO formed by the staff. Although not included in the ToR for this evaluation, this objective received a lot of attention during the period when the field activities were suspended. A capable NGO was formed and was able to implement the 4th CAP cycle and is continuing some aspects of RCDP’s work.

2.5 Key results

The RCDP Strategic Plan gives expected key results along with strategies and indicators for each one.

Of the 8 key results (KR), KR 1 and 2 are directly related to the CAP process in the focus VDCs described above. They are:

Key result 1: 15 community groups of poor and marginalised people in each of 12 focus VDCs will have articulated their own vision. Using local resources, and their own solutions, they will be able to overcome at least two problems in working to achieve their vision. Group members will be equally made up of women and men.

Key result 2: After RCDP's five year period ends, 90 Community groups through the focus area will continue being ongoing and sustainable community based organisations and effective in managing their own development activities, as well as solving larger problems by accessing

RCDP final evaluation, April 2004 13 outside resources and solutions. They will also have formed their own network of community groups.

Key result 7 is concerned with capacity development of other VDC-level institutions within the 12 focus VDCs (this KR was later broadened to cover other VDCs as there were few institutions in the 12 focus VDCs).

Key result 7: In the focus area of 12 VDCs local institutions will plan, implement and evaluate activities that benefit members and clients on a sustainable manner.

KR4 and 8 are also concerned with capacity development, but neither have a specific geographical focus (KR4) or are aimed at all of the VDCs in the district (KR8).

Key result 4: Men and women will share in decision making and leadership roles in all aspects of community development activities.

Key result 8: Throughout the Ramechhap district, all VDCs will demonstrate its capacity for development by more effectively implementing their own local development initiatives using the funds and resources available to them.

The remaining KRs, 3, 5, and 6 are concerned with the provision of technical training and support in agriculture, forestry, drinking water, irrigation and income generation from these activities. This assistance could be provided in any of the VDCs of the district.

Key result 3: Farmers will experiment with and adopt innovative agriculture practices which enhance soil condition, farm production and income.

Key result 5: Capable and knowledgeable user groups will effectively manage community forest, drinking water schemes and irrigation systems for the benefit of their community members. Key result 6: Community groups and individuals will undertake rural income generating activities based on agriculture and forestry resources.

Discussion The Strategic Plan presents a clear development approach for working with poor and marginalised communities in a limited number of VDCs. However, the key results direct the project towards a broader district-wide support for institutional development and the provision of technical skills.

This issue was identified in the RCDP Final Report and in mid-term evaluations. It was noted that the staff provision for the implementation of six key results related to technical and organisational training components was insufficient, especially as most of these KRs either had no quantified targets or specified all VDCs as their target.

In addition the first two KRs have a clear target group of the ‘poor and marginalised’. The remaining KRs do not have this. The strategic plan has a clear strategy for the empowerment of a specific target group in 12 VDCs and this is covered by KRs 1 and 2. The rest of the KRs, 3 to 8, cover a range of organisational and technical training

RCDP final evaluation, April 2004 14 that seeks to promote institutional and economic development across the whole of the district. Although there are positive linkages between the two parts, there are also many potential conflicts with the likelihood of the ‘non-marginalised’ obtaining most of the benefits of the district-wide activities.

The vision, process and objectives presented in the strategic plan clearly relate to the first 2 KRs. The remaining 6 KRs seem to be ‘extras’ largely for the benefit of the rest of the district, but when it comes to reporting, they take on considerable importance due to their number.

Lessons: - Key results or specific objectives should have quantifiable targets - Where there is both a focus programme and a district-wide programme, mutually supportive objectives and process need to be used - If some key results or specific objectives have a different importance to others, then this should be clearly stated

2.6 Implementation and phasing of CAP cycles

The project started in July 1998. Each CAP cycle lasts for two years and three VDCs are included in each cycle. It was planned that a new cycle would start each year so that over the five-year period of the project four cycles would be completed, covering twelve VDCs. During the 3rd CAP cycle the project was suspended for 9 months following the looting of 3 site offices and threats to the staff. When the project was re-opened, the CAP cycle in one of the 3rd cycle VDCs was completed by Prayash, a local NGO. The 4th CAP cycle was completely carried out by CDS, a local NGO formed by RCDP staff, under the name of Community Development Programme (CDP).

2.7 Evaluations and reports

Section 1.1 gave details of the mid-term evaluations that have been carried out on KRs 1, 5, 6, 7 and 8 and of the final evaluation of the CDP. Summaries from the findings of these evaluations are attached in appendix 3. The project has submitted regular annual reports and these also contain comments based on critical internal reflection.

In addition the most recent UMN Project Director prepared a final report covering the period 1998 – 2003. The report documents some of the important processes used, such as the staff recruitment process, and details the project outputs in more detail than this evaluation report does. It also contains many concise critical comments based on the internal analysis of the staff. In order to get a clear understanding of the project it is advised that the final report is read alongside this evaluation report.

RCDP final evaluation, April 2004 15 3. Presentation of main findings

3.1 The quality of RCDP’s organisational capacity enhancement and technical training activities

3.1.1 Gender, equity and focus on poor and marginalised communities

The selection of focus VDCs The VDC selection process is described in the RCDP Final Report. The 12 focus VDCs were selected by a transparent process and those involved at the decision- making level, those involved as participants and observers are confident that appropriate VDCs were selected for the project to work in.

The VDCs for the 4th CAP cycle were changed as it was not possible to work in the original 3 VDCs for security reasons. Those that were selected are at or near the district centre. People agree that these are not the most marginalised VDCs but all 3 of them were in the short-list of 18 that the DDC identified at the beginning of the project. Despite being at or near the centre they do have high number of marginalised and Dalit communities.

The only alternative to working in these VDCs would have been to close the project and an argument could be put forward for that. Due to the present security situation the development investment in relatively secure central locations is increasing, thereby increasing the inequality between these areas and the more rural areas. However, given the focused approach of the CAP, it was appropriate to work in these VDCs with the selected communities.

The selection of focus communities These were selected on the basis of economic poverty, lack of power and marginalised castes following household visits and discussions at ward and VDC meetings. All of the respondents were in agreement that appropriate communities had been selected and there were not any communities in greater need that had been overlooked. There were some examples of very small communities of marginalised households that had not been able to be selected and participate because there were too few of them to form a viable group. This is a consequence of the project using a group approach to awareness raising and empowerment.

Participation in training programmes A summary of all the training activities that RCDP has conducted in Ramechhap is attached in appendix 6. A total of 1,647 community members and leaders have participated in 99 separate training courses. RCDP monitoring does not record the ethnic or caste status of the trainees but it does record the gender. The table below shows a summary of the participants in both technical and organisational development training, disaggregated by gender.

Name of training Quantity Participants

RCDP final evaluation, April 2004 16 Female Male Total No. % No. % Total technical and IGA 52 280 34% 559 66% 839 Total organisational development (OD) 47 259 32% 549 68% 808 Total all training 99 539 33% 1,108 67% 1,647

There is little difference in the participation of women in the two types of training at 33%. The project has limited choice when selecting participants for the OD training, as this is often based on the elected representatives of the organisation concerned. The reasons given for this unequal representation are: • Cultural restrictions on allowing women to go out of the home to attend such activities • Women’s household responsibilities which they are unwilling or unable to give to others • Due to the security situation, many training courses that would have been run in the village were run in the district centre, and this increased the effect of the above two difficulties • Selection of trainees outside of the 12 focus VDCs (where members of the focus groups mainly participated) was not based on any criteria to do with gender, poverty or marginalisation

The participation of women varies a lot in different activities. There was a large majority of women in FUG capacity building and forest record/account keeping training. In the following courses participation was roughly equal; vegetable cultivation, commercial poultry raising, goat raising, forest management, saving/credit concept, VDC planning and gender sensitivity.

Initially RCDP conducted all of the training in the field and the participants or their CBOs covered all the expenses except for the trainers and the training materials. From the 4th year onwards, due to the security situation, 80% of the training was given in central locations and the project provided food and lodging for the participants. No allowances were provided at any time. This policy was effective in ensuring that only those who are really interested in the training and are likely to make use of it participate. However there were comments from observers in the field that this stops the very poorest from participating as they and their families are dependent on what they earn on a day-by-day basis.

Lessons: - In a project that is seeking to empower the marginalised, in addition to gender, monitoring information should also be collected on the participation of Dalits in training - In a project that is seeking to empower the marginalised there needs to be trainee selection criteria that positively discriminates for those who are marginalised

RCDP final evaluation, April 2004 17 3.1.2 Effectiveness of the community group formation process

14 to 16 community groups were formed in each of the 12 of the selected VDCs. The number of groups formed in each VDC, the organisations involved in their formation, their current status and whether a main committee has been formed is summarised in appendix 7. In Daduwa VDC the CAP was stopped before it was completed and the CAP in the three VDCs in the 3rd CAP cycle was interrupted when the field offices were looted and the project suspended field activities. In one of three VDCs, Sukajor, the CAP was completed by a local NGO, Prayash. The CAP in the 4th cycle was implemented by CDS.

The CAP was successfully completed in 9 out of the 12 VDCs. The process appears to have been very successful with all groups having their own vision and implementing activities with both their own resources and by accessing outside resources. Details of these activities will be given in section 3.2 on the impact on the community groups. The group members and community leaders report that all of the groups have regulations for their internal functioning and just one group reported that although they have rules, they are not followed. The CAP and group formation process has been effective.

There were some comments that the CAP was too short and other comments to do with the suddenness of the departure of the CAT team. The CAT team has four members, all of whom are resident in the VDC for about 24 months. According to the CAP process, all four members of the CAT team leave the VDC at the same time.

Lesson: - During the CAP process there is a large investment in project staff resources and this is all withdrawn at the same time. The optimum level of resources for the CAT should be reviewed and there should be a planned process for the gradual withdrawal of the team

3.1.3 Effectiveness of the post-formation support and institutional strengthening

Main Committees (MCs) are formed in each VDC at the end of the CAP process. They were formed in each of the 9 VDCs where the CAP was completed by selecting one representative from each community group. In some MCs, additional members, especially women, were added later. The MC members were selected based on their leadership skills, commitment and their time availability. The process was effective and members are happy with those elected.

Due to the political instability there has been little support provided by the project to the MCs and community groups after the completion of the CAP process. Post- formation support was provided to the 1st CAP cycle VDCs for one year before the project was interrupted. In each VDC a Main Committee (MC) was formed. MC

RCDP final evaluation, April 2004 18 representatives and group members have been able to meet with RCDP and CDS staff in the district headquarters.

In order to assist groups to access resources available within the district, RCDP prepared a list of resources, their cost and how they could be accessed. Almost all of the group members were aware of the resource list. A small majority of MC representatives and group members reported that the list had helped them to obtain resources from the district. A minority of group members and most VDC leaders reported that the list had not been used. The list is clearly useful, although many groups require additional support in order to make use of it.

An issue that emerged to a small degree from community members and very strongly from district-based government staff was the provision of material support to the groups to increase their ability to implement development activities. The provision for material support in the strategic plan has been discussed in section 2. It is clear that in order for community groups to fulfil their visions, they will need to access resources that are not available in their community. The issue is whether the same project that raises awareness should also provide material support. This has been raised and discussed in Project Advisory Committees and was an important discussion topic at the district workshop and the findings of that discussion are included in appendix 9.

Section 3.1.8 reviews how different local stakeholders view the RCDP intervention approach. The district officials see the project as an awareness raising project and that it should also provide material assistance. The perspective from the VDC and CBO level is that it is an empowering project and it has enabled them to access material support from other organisations. These differing views help to clarify the issue.

As part of a follow-up project (using funds from RCDP), CDS are now implementing the Resource Management for Interdependency Project (RMIDP) which is able to contribute some material assistance to the CBOs in order to assist them to implement their action plans.

Lesson: - There are strong conflicting views on whether the same project that carries out awareness raising should also provide material support for the implementation of development action plans. Projects need to be clear on their approach and transparent in their implementation of it.

3.1.4 Effectiveness of institutional strengthening training

RCDP has implemented 47 organisational development training courses for 808 participants and these are listed in appendix 6. Most of this training was given in the 12 focus VDCs, although the NGO strengthening training, including school management committees (SMCs), was expanded to the whole district and the VDC leadership training was district-wide.

RCDP final evaluation, April 2004 19 The training cycle has been used (collecting requests for training, identifying the training need, training delivery, goal setting and follow-up). The participants reported that the contents of the training were realistic and reflected the needs, that the trainers behaviour was supportive and cooperative, that there had been practical sessions, that training had been effective and it had been possible to implement what they had learnt.

The VDC leadership training had a target to cover all of the VDCs in the district (key result 8). The project realised that this was unrealistic and have sensibly never tried to achieve this. Training was provided in a total of 14 VDCs.

The changes in practice as a result of the training are reviewed in sections 3.2.1 and 3.2.2.

The VDC leadership training was more effective in focus VDCs where there was very regular follow-up from the CAT members. In these VDCs there was also a greater awareness of the development principles that RCDP was encouraging so it was easier for the whole VDC, from the leadership to the marginalised communities, to work together. When only some members of the VDC participated in the training, this was less effective than if they were all involved.

Lesson: - To bring about a change in understanding of development, and to bring about the necessary changes in attitude and skill, it is more effective to have a process like the CAP than to provide training

3.1.5 The effectiveness of the technical training programmes

Training has been implemented either in or for participants from 48 out of the 55 VDCs in Ramechhap. 52 courses for 839 participants were run in different skills including Village Animal Health Worker (VAHW), goat raising, vegetable cultivation, cereal crop production, forest management, poultry raising and drinking water supply repair and maintenance. Most of the courses were aimed at enabling the participants to implement IGA, some were to enable them to supply a service to the community. These were provided throughout the district wherever there was a demand and a need. In the focus VDCs the participants were mainly members of the community groups. In the other VDCs , the communities selected the participants based on their interest, on being able to contribute to the course in some way and on their potential to provide a service to the community. In these non-focus VDCs there was no priority given to select poor and marginalised participants. Although there are no written records, few Dalits participated in these courses.

Except where participants came from the community groups in the 12 focus VDCs, this part of the project did little to contribute to the project vision of empowering poor and marginalised communities. The participants in the training programme were mainly slightly better off farmers. There is some impact on the wider community from those trainees who provide a service and this may benefit the poor and marginalised if they are in a position to make use of the service. Section 3.3 reviews

RCDP final evaluation, April 2004 20 the indirect impact on the community. The lessons to be learnt in relation to this have already been stated in 3.1.1.

The training cycle was used for the technical training as well. Trainees reported that the contents of training were realistic and appropriately reflected the need and that the quality of the training and the trainers was of a high standard.

The impact of the training is reviewed in sections 3.2.4 and 3.3. Independent observers comment on the effectiveness of the training very positively, commenting on the high percentage that are working with the skill they have learned. They also identify the fact that the trainees are selected based on their interest and need as having an important contribution. The only subject where the trainees are assessed independently is the VAHWs and 17 out of 19 in the first group to sit the CTEVT test were successful.

Trainees identified a few problems with implementing what they learnt. Some of these are to do with lack of access to resources such as tools, instruments and irrigation. These are issues that should have been resolved at trainee selection and they were not numerous. Some VAHW trainees reported that there was confusion about new diseases and new technology as the course had not been upgraded and updated. The other problems were specific technical issues such as a pesticide not being effective or seed not germinating.

3.1.6 Process and effectiveness of RCDP forming partnerships with local organisations (CDS, Prayash, FECOFUN, Pahadi, SWC, JYC)

RCDP implemented some of its activities through local organisations. Support to community forestry (community forest registration and forest management training) was provided through FECOFUN and Pahadi Samaj, the CAP process was implemented in one VDC through Prayash and in three VDCs through CDS. RCDP provided organisational assessments for the partners and provided support to strengthen them. RCDP’s aim was to both mobilise and strengthen local NGOs.

Partner organisations reported that the partnership was based on a close relationship and mutual trust and that the process was easy and effective.

3.1.7 How RCDP has fulfilled RCDP’s Vision, Mission and Values

All of the respondents considered that RCDP as an organisation and as individual staff acted in line with its values. The following illustrations were given: - RCDP is transparent, fair, focuses on peoples needs. - Staff follow their values, give an example from their life. - They are punctual and fulfil their responsibility - There is good staff human resource development - There are equal male and female staff - Most of the staff are local - They employ physically handicapped staff - No allowance are provided in training and meetings - They delivering need based training in a simple way

RCDP final evaluation, April 2004 21 - They establish very good relationships and coordination with all concerned - They have a simple life and presentation - There is a good working environment

3.1.8 How do DDC and VDC officials understand the RCDP intervention approach?

At the district level, there is a clear understanding that the priority of the programme is to raise the awareness of the community with a focus on helping those who are very poor and are marginalised. Some officials state that it is the best awareness raising programme in the district. They also acknowledge that after the awareness of the community has been raised, then the groups have been coming to the district government offices to request services to be supplied. Almost all of the district officials follow these comments with the statement that the project should have been “with inputs” or resources to provide physical development. They say that as local resources are insufficient, the external project should, in addition to raising awareness, provide financial resources. One comment was that there was a lot of expenditure on staff salaries but not on development activities.

At the VDC level, although awareness raising is mentioned, VDC leaders and secretaries describe the project more in terms of the changes in status and power of the focus communities. Some statements to illustrate the response at the VDC level: - A project that gives communities independence - A programme that supports poverty mitigation - A project that works with poor and marginalised communities for awareness raising and delivers effective training to bring positive changes in their life. - Before the project intervention, elite and clever people of the community used to decide themselves without involving poor and marginal people, but now people of all classes and castes have been included - Project empowered us to access outside resources - A project that stresses on human development rather than physical development - Process was highly effective. Project accomplished activities that were not possible to accomplish by VDCs. Working with VDCs in partnership was highly effective.

“RCDP fulfilled people’s expectations and put them on a right track without providing physical support. This programme has been successful to bring awareness to Majhi communities, particularly on how to behave well, on personal and environmental sanitation, on sending girls to school. Things that we had been unable to achieve with our own efforts.” Prem Tamang Vice Chairperson, Daduwa VDC

There are some requests from the VDC for material resources but the majority of responses were not that the project should provide financial resources, but that it should be continued for a longer time.

At the VDC level there is a more complete understanding of RCDP, and an appreciation that the impact has been greater than purely awareness raising as they

RCDP final evaluation, April 2004 22 can see the changes that have happened, even without any infrastructure development. There is a realisation of the changes that have occurred in self-concept, organisational skills and level of dependence. There is a danger that agreeing to the demands at the district level may have a negative effect on the aspects of the project that have made it effective.

3.1.9 RCDP’s relationships and coordination with district-level organisations

Coordination with the DDC and other district-level organisations was more than a means of implementing the project effectively, it was built into the design. The strategic plan states that ‘Ramechhap DDC will assist RCDP by selecting RCDP work areas, monitoring and evaluating RCDP’s work, and giving overall direction.’ In addition programme development objective four is to have cooperative working relationships with government and VDC offices.

The DDC Chairman and a DDC member were members of the Project Advisory Committee and they state that this meeting was effective. It carried out planning, solved problems that arose and the decisions that were made were implemented. A suggestion from one of the members was that it should have met more regularly than it did and it should also have included line agencies as they found it difficult to accept the project. It was not possible to review the content of the meetings as there were no copies of the minutes available in the project field office (now almost closed) or in UMN headquarters.

District officials report that there was very good coordination and that support was provided in both directions. The DDC assisted RCDP in a number of areas including the selection of focus VDCs. RCDP also assisted the DDC, for example in developing the district 7-year plan. RCDP initiated coordination with government and other organisations at the district level, avoiding duplication and submitting reports to the DDC. The DDC reports that other organisations are now following RCDP’s example and coordination within the district between organisations has improved as a result. In recognition of the good support and service of RCDP, the DDC presented them a letter of recognition in 2001.

There are no formal links with any of the line agencies or district-level organisations, but the relationships are good and mutual support is provided in a number of way including the following: - Many line agency staff have assisted RCDP training courses as technical instructors - Line agencies provide full or partial subsidies on some materials that are provided to participants of technical training. i.e. 25% subsidy on hives and 50% on bees to participants of bee-keeping course; vegetable minikit provided for free to participants of vegetable training - DADO use the RCDP/CDS community groups for their extension work. - Some of the VAHWs are involved in the PPR vaccination programme for goats - TKSS provides a subsidy on toilets to RCDP/CDS community groups involved in sanitation improvement

RCDP final evaluation, April 2004 23 Some district officials again raised their expectation that the project should provide financial and physical support as the resources available at the district level are limited.

3.2 The impact of RCDP’s organisational capacity enhancement activities on the CBOs, NGOs, and VDCs

3.2.1 The changes in the organisational capacity of CBOs

“We know the place where our elite people used to go to get resources. Now onwards we also go there and put our concerns. People say to us that we are doing politics through organising our group meetings.” Tij Maya Bhujel Member, Janajaran Community Group, Manthali

During the 2-year CAP, the organisational capacity of the CBOs is monitored on a regular basis through a ‘community group monitoring and rating system’. This rates eleven group characteristics on a scale of 1 to 4 and based on the total score puts the group in one of four categories from defunct to self-reliant (the system is described in detail in appendix 2 of the RCDP Final Report). For each CBO the final assessment was made at the time of the exit evaluation and at that time the groups were in the following categories:

Group rating: Number of groups: Self-reliant 51 Intermediate 70 Emerging 13 Defunct 10 Total 144 (Groups in the 3 VDCs where the CAP was not completed are not included.)

According to this, the majority of groups at the time of the CAT team exit were self- reliant or close to it. RCDP’s target for this key result was that 90 (50%) groups would continue as effective community-based organisations. This target had been exceeded at the time of the CAT team withdrawal.

The evaluation wanted to look at changes in the capacity of these groups since the departure of the CAT team. Apart from the 4th CAP cycle VDCs that have only just been completed, there was only one focus VDC, Sukajor, which could be visited. The CAP process was completed in July 2003 by Prayash after the original process was interrupted by the nine month closure of the field operations of the project. It is therefore not a ‘typical’ focus VDC.

Due to the limited time available to observe the groups, only 9 of the original 11 characteristics could be assessed. Five CBOs in Sukajor VDC were assessed (selected on a random basis depending on whether they met when the evaluation team were in the VDC) and the grading compared with the grading at the time of the exit evaluation in July 2003 which was obtained from records. The result is shown in the table below.

RCDP final evaluation, April 2004 24 SN Name of community group in Organisational capacity Sukajor VDC As at 2060 Ashadh Now (061 Baishakh) 1 Sagarmatha 29 30 2 Janajyoti 30 29 3 Suryamukthi 28 31 4 Siddantha 24 25 5 Mahakali 28 31 6 Main Committee - 25

All of these results are in the self-reliant or intermediate group status. Although there is some subjectivity in the grading, it is clear that these groups have maintained or improved their organisational capacity. It is only 9 months since the CAT teams left these groups, and stronger evidence could be obtained if CBOs from the first 2 CAP cycles could be visited.

The organisational linkages that the CBOs have formed are discussed in 3.2.6.

District officials reported that there was a high level of awareness and social mobilisation in the focus VDCs. They also report that there are increasing demands from these VDCs for resources and services to be supplied from the centre.

3.2.2 Changes in organisational capacity of VDCs, NGOs, FUGs, SMCs that have received OD training

“To have quality education, the role of parents and teachers is crucial. After receiving training from RCDP on School management, the committee has become active and has been improving the quality of education in our school.” Rudra Adhikari, Member, School Management Committee, Khimti

A wide range of organisations have received OD training including the DDC, VDCs, SMCs and local NGOs. The specific impact will be different in different organisations, but the following changes were reported by a number of respondents: - Vision, mission, goals and objectives; well prepared, approved by general assembly, specific to work nature and easy to implement accordingly - Holding regular and managed meetings - Participatory and democratic leadership - Change to consensus decision making process that is transparent - Able to plan systematically, solve problems and prioritise - Can prepare plans and have annual plan in place - Work has been undertaken as per the annual plan - Increase in contacts and coordination with district and other organisations - Income and expenditure statements are prepared, up to date, easily understood and transparent - Improved written documentation and filing

RCDP final evaluation, April 2004 25 - All members bearing responsibility - Make expenses according to the annual plans (such as organise games, tree plantation and stationary expenses) - Increased in getting resource support from outside organisations (VDC, DDC, District Sports Development Committee, Women Development Office and District Education office) - Increase in service delivery to communities (quality education, rural banking, cleaning of public places, action plans of community groups) - Change in understanding of development. Used to think it was only construction, now realise it also means HRD - Resources of the organisation are being used productively (paying house rent, purchasing material items, providing scholarship to competent, poor and Dalit girls, sports, stationary, capacity development training and path repair - Accessing outside resources from: Centre For Rural Technology, Kathmandu, Nepal Swiss Community Forestry Project, VDC, DDC, District Education Office, District Agriculture Development Office, District Drinking Water Supply Office, District Sports Development Committee, Women Development Office, TKSS - Increase in service delivery of organisations: Publicity and information dissemination, running community awareness programme, delivering training, development of resource persons and employment to staff members - Committee has become active, no longer just a name - An increased feeling of ownership - Improved attendance of teachers, students - Able to implement poor focused programme - Accomplished more activities through the use of less resources.

A few respondents identified areas where the expected change had not taken place. The main one was a lack of vision development by some local NGOs and VDCs and also a lack of transparency in some VDCs.

3.2.3 The impact of the partnership process on partners

The objective of RCDP in working through partners was not just to implement the project effectively, it was also to develop local capacity. RCDP partners participated in the same OD training whose impact has been summarised above. The implementation of these partners has been effective and has contributed to the achievements of RCDP.

A specific achievement has been the formation of Community Development Society, an NGO formed mainly from staff of RCDP. A lot of training and development went into this during the nine months when the project field operations were suspended. The capability of this NGO can be seen in the effective implementation of the 4th CAP cycle, and the large number of joint activities that it is now carrying out with the DDC. CDS presented a letter of appreciation to RCDP in recognition of the support, guidance and facilitation that they had given to CDS.

CDS, as a partner to RCDP, carried out the implementation of the 4th CAP cycle, working in 3 VDCs. This 4th CAP cycle was evaluated in this study and 2 of the VDCs, Manthali and Ramechhap were visited and reviewed in detail. Many of the

RCDP final evaluation, April 2004 26 findings in this report are based on the work that has been implemented by CDS. Although it was not an objective of this evaluation, no significant differences were identified in the quality of the work carried out by RCDP and CDS.

CDS has recently had a separate independent evaluation of its work on the 4th CAP cycle and the main findings from that study are summarised in appendix 3.

3.2.4 The impact of technical training on organisations/groups

The impact on individuals is dealt with in 3.3, as it is difficult to differentiate the direct and the indirect impact of the technical training on community members.

Technical training related to groups and organisations were mainly to do with community forest registration and management. There has been some to do with the maintenance of drinking water schemes and the VAHW training has led to the provision of important services to the community.

Forestry training has contributed to the successful registration of community forests, improved forest management and has certainly contributed the preparation of regulations on the distribution of forest products that are sensitive to the situation of poor members. For example in some groups poor members receive some forest products free and school scholarships have been provided to the children of poor families.

As a result of the training in community forestry and the support of partners, 7 community forests with a total area of 537 hac. were registered and handed over. 982 households are involved.

3.2.5 The status of gender and caste representation of CBOs and effect of project on marginalised and women

Representation of women and Dalit on committees and in leadership positions An analysis of the caste representation of the CBOs and their immediate community in the three VDCs of the 1st CAP cycle (1st CAP cycle ‘Group Photo’) showed that representation in the groups was very close to the representation in the community.

The RCDP magazine gives information on the participation of men and women n the CBOs of the 4 CAP cycles. These figures and the percentage of women in the groups is summarised below.

1st CAP 2nd CAP 3rd CAP 4th CAP Men 432 388 265 404 Women 323 475 476 394 Total 755 863 741 798 % women 43% 55% 64% 49%

One member from each participating family is a member of the group and this shows that there is a good representative mix of men and women in the groups.

RCDP final evaluation, April 2004 27 More detailed information is available on the membership of the groups, group mobilisation committees and main committees in Sukajor (3rd CAP cycle) and the 4th CAP cycle VDCs. The figures on this are in appendix 8 and these figures have been converted into percentages in the tables below to make it easier to interpret. What is important here is not the number of women or Dalit in certain positions, it is whether they are represented in the decision making bodies and positions in proportion to their membership. “Senior role” in committees refers to those who are chairperson, vice- chairperson, secretary, vice-secretary or treasurer. There is an assumption that these 5 positions are filled in all committees.

Representation of women Sukajor Manthali Sunarpani Ramechhap % of women 47% 54% 53% 43% group members % of women in 38% 48% 46% 38% GMC % of women in 21% 26% 28% 13% senior role in GMC % of women in 41% 35% 35% 24% main committee No of women in 20% 20% 0% 0% senior role in main committee GMC = Group Mobilisation Committee

In all of the VDCs the representation of women drops in the GMC and apart from Sukajor it drops further in the main committee. In terms of women in the senior roles the representation is even less with very few women in these positions in the main committees. RCDP’s key result 4 is that “Men and women will share in decision making and leadership roles in all aspects of community development activities.” From this analysis it is clear that although participation in decision making has been achieved, equal sharing has not been. (KR 4 does not state ‘equal’ sharing but this is understood by the evaluator to be the goal. However the project staff say that their objective was women’s representation on GMCs and MCs and believe that they have achieved the KR objective). Whatever the original intention of this objectve, the outcome this should not be interpreted as a failure as a lot has changed to achieve this level of representation. However representation alone is not sufficient and more needs to be done to equip and encourage women to take on leadership roles and for men to allow them to do so.

Representation of Dalit Sukajor Manthali Sunarpani Ramechhap % of Dalit 1% 24% 41% 45% group members % of Dalit in 1% 25% 42% 45% GMC No. of Dalit in 0% 9% 13% 19% senior role in GMC

RCDP final evaluation, April 2004 28 % of Dalit in 0% 26% 29% 43% Main committee No of Dalit in 0% 20% 0% 0% senior role in Main committee The analysis for Dalit representation is slightly different. The representation of Dalit on the GMCs and MCs is close to their representation in the group; it is only when one looks at their appointment in senior roles does their representation fall. They are on the committees but they are not yet in positions of authority on them. A lot has changed to reach this level of representation, and there is still further to go in order to achieve proportional representation.

Participation in training The low participation of women in RCDP’s training courses was discussed in 3.1.1. There is not data on the participation of Dalit.

Participation in community forestry RCDP in collaboration with local partners has facilitated the registration and handing over of 7 community forests. The representation of women and lower caste on the executive committees of the forest user groups is 41% and 7% respectively.

3.2.6 Organisational linkages and networking between CBOs, LNGOs and others

The CBOs have established a network of relationships in the VDC and with organisations at the district centre. There are many examples of these links being used by CBOs to assist them in fulfilling their action plans by obtaining human, physical and financial support from other organisations. District officials also confirm that the CBOs are making demands on their services and resources.

Organisations that provide support to CBOs, and examples of the support that they provided are listed below:

Name of supporting organisations Services District Development Committee DWS, improved goats and toilet construction materials British Welfare Bridge, DWS and electricity construction Tamakoshi Sewa Samiti DWS and toilet pan sets Village Development Committees Technical training, roofing material for schools and finance for activities District Agriculture Development Improved seeds and technical services Office District Livestock Service Office Animal treatment and medicines, cement for pigsties Rural Health Development Project DWS, Well preservation, Village clinic and medicine Community Development Society Technical and OD Training and vegetable seeds District Education Office Adult Literacy Classes Nepal Electricity Authority Electricity poles and wires

RCDP final evaluation, April 2004 29 District Irrigation Office Flood management materials District Forest Office Registration of community forest District Water Supply Office Construction and protection of drinking water system Local Non Governmental Support for forest registration Organisations

A diagram that Sagarmatha community group prepared, showing the links that they have with organisations in the district, and the strength of those links, is given below as an example. Many groups have developed similar networks.

Main Committee Tamakoshi Sewa VDC Samiti

Sagarma tha Veterinary DDC group, Sukajor office

CDS Agriculture office

3.2.7 The sustainability of the CBOs

It was not possible to visit many of the VDCs where CBOs have been formed, especially those VDCs where the project first worked and the CBOs have been formed longest. Information about the groups in each VDC was obtained through VDC officials and visitors from the VDC to the district centre but it was not possible to verify much of this information.

Groups that are meeting regularly, at least once a month have been termed ‘active’. There are other groups that still exist but may not be meeting. The lack of a regular meeting may not however be a sign that the group is weak, as in many areas the Maoist have instructed groups not to meet and they could also be under in danger

RCDP final evaluation, April 2004 30 from the security forces if they do. The information given in the table below is based on what the evaluation team could find out from the field (not from office records) and may not be complete.

VDC Number of Number of VDC level CBOs CBOs active at Main formed April 2004* Committee First CAT cycle Gupteswar 15 3 + 9* Yes (Oct 1998 – Aug Bhuji 15 Unknown Yes 2000, 22 months) Duragau 16 Unknown Yes Second CAT cycle Bijulikot 17 0 + 9* Yes (July 1999 – July Himganga 16 3 Yes 2001, 24 months) Daduwa 14 0+2* No Third CAT cycle Sukajor 14 11 Yes (Aug 2000 – July Bhatauli 14 0 No 2003, 36 months) Pakarbas 15 0 No Fourth CAT cycle Manthali 14 14 Yes (April 20002 - Apr Sunarpani 15 14 Yes 2004, 24 months) Ramechhap 16 16 Yes Total 183 61 + 20* - * The first figure refers to groups with a regular meeting, the second for groups that have some kind of group activity such as saving

The security situation has meant that RCDP has not been able to provide post-CAP process to many of the groups. The only VDCs where this has happened are those in the 1st CAP cycle, where one years support was provided, and Sukajor in the 3rd CAP cycle, where support has been provided for 9 months. The groups have been tested on their ability to continue to function without project support to a much greater degree than was planned. As shown in the table above, not all have survived, but there some that are functioning very effectively as illustrated in the illustration below.

Himali Community Group, Gupteswor: There used to be 21 in their group and 3 have left the village. The others are meeting weekly and saving 25 Rs./month. They have accumulated Rs. 161,000 in group savings and this is used to provide loans to groups members for trade and household expenses at 2% interest per month. Some of the group fund (Rs. 14,000) was spent on buying a buck that can be used by members of the group. They are carrying out sanitation and path construction activities as needed. The Main committee is not functioning Yam Bahadur Khadka Group member and VAHW

Section 3.2.1 gave an indication on the ongoing capacity of five of the groups in Sukajor VDC, 9 months after the withdrawal of the CAT team and that there has been no overall reduction in their institutional ability. These same five groups have continued to implement action plans and have accessed external resources for the following activities;

RCDP final evaluation, April 2004 31 - School roofing material from VDC equal to Nrs. 30,000 - Toilet construction support from Tamakoshi Sewa Samiti - Seed support from Community Development Society. - Path construction

The formation of the main committees was one of the main strategies used by the project in order to promote inter-dependency between the groups and to support their long-term existence. Project records show that MCs are functioning in all 9 VDCs where the CAP cycle was completed, but as the case study above illustrates, this is not supported by all group members. Members of the 4 MCs in the accessible areas were visited and the majority reported that the MCs were active. However some reported that their MC was not meeting regularly and neither giving nor receiving support from the community groups.

3.2.8 Mobilisation of resources for productive development by CBOs

Community groups have carried out a large number of development activities through the mobilisation of their own internal resources. Many examples were given including: • Cleanings of their houses, surroundings and haat bazaar • Toilet construction • Path construction and repair • Well construction and repair • DWS repair • Saving fund established • Smokeless stove installation • Temple construction • River belt conservation • Pigsty construction • Electricity supply connection • Pond construction • Meeting house construction • Pond construction

Most groups also reported the establishment of effective and fruitful two way and close relationships with resource providing agencies. Many groups were interested in formalising these relationships in some way. Some of the development activities that have been accomplished through the mobilisation of outside resources are: • Toilet construction having received pan, pipe and cement • DWS construction having received cement, rod and pipe • Electricity connection having received pole and wires • School repair having received cash • River breach control having received cash and wires • Vegetable cultivation having received training and seeds • Irrigation construction • Improved cook-stove installation • Animal disease control

RCDP final evaluation, April 2004 32 3.3 The impact of RCDP on the community members

As mentioned in the methodology section, it is difficult to precisely relate cause and effect, especially when looking at indirect impacts of the project. The impacts identified here a result of a number of factors in addition to RCDP. They are included here if the evaluation team felt that RCDP made a significant contribution to these changes.

3.3.1 Changes in material wealth

“We have started to make and use compost manure leaving chemical fertilisers. As a result of improve in soil condition a piece of land that used to yield 30 kg cereals before now yields 40 kg.” Krishna Adhikari Farmer, Fulasi-5, Ramechhap

There is a consensus across VDC leaders and members of the community that there have been improvements in material wealth as a result of RCDPs activities. The status of household food sufficiency varied from 6 months to having a surplus. There were many references to food sufficiency having increased by 3 to 4 months due to the project interventions. Reasons given for this increase included: - Reducing unnecessary expenses (no longer making and drinking Jand) - Cultivation of vegetables and other crops - Increase in production through the use of compost and improved seeds - Selling a small quantity of vegetables - Poultry raising business - Improved goat and pig raising - Bee keeping - Access to saving fund - Trading/shop

There were also some very significant changes for individuals as a result of RCDP’s technical training. For example:

“May name is Mohan Bahadur Pandey. I live in Gelu VDC ward no. 1 of Ramechhap district. Before taking training from RCDP, my economic condition was low as there were no ways to earn money.

Two years ago, I took poultry raising training from an office called RCDP and acquired skills in improved poultry raising through the use of our own locally available resources. I initiated my poultry raising business purchasing 200 New Hamsire breed of poultry. Later, I also purchased 300 Isa Brown breed of poultry and now I am raising 500 poultry in my shed. Now I sell eggs and earn 30,000 in a month from which the net profit is Rs. 6,000. I use this money to educate my children and also to sustain my daily home business. I also have saving in the name of all my 7 family members in a Saving and Credit Society situated in my village. Moreover, I also cultivate vegetables and fruit in my land. I use poultry manure to fertilise these crops and this has been found effective to increase production and productivity. These businesses have become major part of my

RCDP final evaluation, April 2004 33 life and have been found effective to sustain my day to day life. This has been possible through the training, coaching and doorstep support provided by RCDP for which I express lots of gratitude and thanks to the staff and project as a whole.” Mohan Bahadur Pandey Trainee, Gelu-1, Ramechhap

3.3.2 Changes in community services

“Before receiving forestry management training we used to cut straight saplings leaving crooked ones. But after receiving the training, we now cut the crooked ones leaving the straight ones to grow and become trees.” Surendra Neupane Secretary, Masarpakha Community Forestry, Khimti

“Rural people who are unable to treat animals themselves and also don't know how to vaccinate the animals have started to come and seek assistance.” Keshav Raj Sharma Village Animal Health Worker, Fulasi-5, Ramechhap

The VAHWs have provided an effective service for the prevention and treatment of animal diseases. These services are available in remote locations and at the farm. 33 VAHW have been trained and at least 75% of them are active in providing services in their locality. Although the Livestock Service Centres do not charge for treatment, each centre serves about 5 VDCs and animals need to be taken to it for treatment. VAHWs charge for their services but there were no complaints about this.

The other important service that community members provide to the wider community is the improved and more equitable management of community forests. In some community forests, specific areas of land has been allocated to provide resources to particularly poor members of the group.

3.3.3 Changes in human capital/social wealth (awareness and capacity)

“Physical development is not possible and sustainable without human development.” Jit Bahadur Roka Member, Setidevi community group, Manthali

Creating social awareness and bringing about changes in attitude and behaviour of community members is central to the CAP process and there have been many changes in this area. The following changes were reported by a significant number of village leaders and community members.

Changes in personal behaviour and confidence 0. Development of dealing/speaking habit 1. Polite and able to put their complaints in group or other places 2. Members can introduce themselves - Reduction in quarrelling - Reduction in unnecessary expenses on drinking of alcohol

RCDP final evaluation, April 2004 34 Changes in attitudes towards community groups and their function - People have positive attitudes towards their group and a feeling that they belong - People have a feeling that without groups development can't take place - Increase in social feeling " group is power, without which development can't take place" - Understanding that they have to develop their village themselves - Increased self-confidence to access outside resources.

Changes in attitude and action relating to public places - Significant change in cleanings and sanitation in public areas such as path, resting place, water sources and temple. Work is carried out jointly - Public bhoj has been started in public places

Changes in attitude and actions relating to gender discrimination - Sending both sons and daughters to school at the age of 5 years - The school dropout rate of daughters has decreased (there is an ‘oil and snacks for girls primary education’ programme in the district which is an added incentive). - Uniformity between sons and daughter in terms of education, food and clothing - Women attend meetings and put their opinion forward confidently

Changes in attitude and action related to caste discrimination - Decrease in social discrimination/untouchability in public places - Untouchability is still unchanged but support is given to each other and resources are shared - Eating together (community bhoj) - Working together - Sharing between lower caste and other caste people:

Changes in personal sanitation - Most of the families have constructed and use toilets - Change in health decrease in transmitted diseases such as Cholera and diarrhoea. - Increase in use of health-posts and hospital

Changes in traditional practices - Farmers have started to experiment and adopt new improved agricultural practices. For example improved seeds of Maize, potato and vegetables and breed improvement (cross breeding of their local breed with improved ones) of their goat, buffalo and cattle.

An illustration of many of these social changes is provided by the following case study.

“As per the local customs and rituals, Majhi caste; a so called untouchable caste in Nepalese community, used to attend meetings, their farm works and different ceremonies

RCDP final evaluation, April 2004 35 only after having lots of Jand (locally fermented alcohol from grains). In this connection, we being a school close to their community, used to organise parents day each year, and these community people, full of drink, used to speak in a loud voice without focusing on the actual progress and issues of the school. These kinds of functions used to be attended mainly by men and the participation of women was very low.

This year, we also organised parents day. We expected that these community people would also come in the same way as they used to in the past. But the reality was almost opposite. 84 Majhi, 84 without having alcohol came into the meeting, greeted others and took an active participation in the school issues. Of the total Majhi, 14 were men. Their participation was not limited to the greetings but they also committed to providing various kinds of support to the school and gave different suggestions.

When the school building construction work was started, these women came and have been participating actively. Of the total volunteers, 87% are women. I was surprised that these Majhi women, who used to hide behind their shawl, who found it difficult to meet with any strangers, who did not give any greetings to others and who were reluctant to send their children to school are now really changed. They are taking a lead role not only in the school activities but also in their communities as well. I have now realised that RCDP and its partner NGO, CDS, have really contributed to bring these kinds of changes in this disadvantaged community. I appreciate their works that helped not only to bring a positive changes in the Majhi’s life but also to run my school activities smoothly.” Shanta KC Headmaster, Nagkanya Primary School, Manthali-6, Ramechhap

The main issues that were raised by community members and village leaders that are still unsatisfactory are: • Still some discrimination between sons and daughters. People prefer their sons to study for intermediate degree while they will arrange marriages for their daughters at the same age • There are still untouchability issues both between the Dalit community and other communities and within the Dalit community. • Women’s awareness has increased a lot but many are still illiterate

3.3.4 Changes in political capital/empowerment (decision making power and access to resources)

“We are doing poultry business well. Now, we need not to ask to our husband to get money to buy bangles, tika, clothes and some day to day culinary items.” Yamuna Kadaria Member, Poultry raising group, Khimti-1, Ramechhap

“Community members are now finding VDC representatives and asking them when they are going to hold VDC meeting and VDC assembly. They have been awakening and warning us not to hold meetings and plan secretly.” VDC Secretary, Manthali VDC, Ramechhap

RCDP final evaluation, April 2004 36 Section 3.2.5 reviewed the participation and representation of women and Dalits in the community groups and their decision-making bodies. This section reviews the changes in power that have occurred in the wider community.

As illustrated by the quotation immediately above, women and lower caste people are now beginning to exercise their rights. Marginalised individuals and communities are raising issues and concerns that are specific to their situation. Independent observers said that the focus groups are now working as pressure groups and that decision makers do now pay some attention to the voices of these people. It is said that local institutions have started to address the issues raised by poor and marginalised communities.

It is not possible to distinguish the effect that RCDP has had on this issue with the pressures that there are from the wider political environment. RCDP has probably helped these people to speak up, and the wider environment would have encouraged leaders to listen and respond.

A useful indicator to assess the long-term impact of RCDP in this area, would be to identify how many women, Dalit and other focus community members stand and are successful in the next election of local government representatives. Some women community group members have expressed their intention to be a candidate in the next VDC-level elections.

3.3.5 Gender, equity and focus on poor and marginalised communities These issues have already been reported on in section 3.3.3.

3.4 The development context

During the period of project implementation insecurity due to the armed conflict and the absence of local government have had a strong impact on development in the district and on the work of the project.

Armed conflict The impact of the conflict on the district and the project has been:  A realignment of resource provision to central secure locations and away from remote areas. This also occurred in RCDP with the post-formation work being stopped in the remote VDCs and with the VDCs for the 4th CAP cycle being re- selected in favour of VDCs in or close to the centre.  Inability to hold local elections - see next main point  DDC and VDC development budgets reduced  Field activities of the project were suspended for 9 months and the project was extended by 9 months  CAP cycle in 3 VDCs was never completed  Post-formation support stopped and not yet re-commenced in 5 VDCs  Increase in resources allocated to the formation and development of the staff NGO  Work completed by local NGOs in 4 VDCs with positive impact  Greater transparency in the accounting systems of government and non- government organisations

RCDP final evaluation, April 2004 37 Absence of district and VDC elected representatives since June 2003  Collaboration and cooperation with DDC and VDCs not possible  Not possible to implement VDC capacity building  VDCs not able to support community groups

RCDP final evaluation, April 2004 38 4 Summary and lessons learnt

4.1 Summary

4.1.1 Project planning Strengths • Integrated empowerment approach based on past experience (Surkhet, NRMP, RDC) • Detailed awareness raising programme • Focus on marginalised community • Inside out approach • Joint programme with DDC • Plan to form staff NGO • Possibility to provide material support through a different project/organisation

Weaknesses • No strategy for training programme (not coordinated between target (unspecified), staff and budget) • No details on how to promote group interdependency • Little time/no time for interdependency support for CAP cycle 3 and 4 • No budget provision for material support

Limitations • Unable to work with small groups of poor/marginalised

4.1.2 Project implementation Strengths • Effective selection of poor and marginalised VDCs and groups • Community groups formed in 12 VDCs • VDC-based staff • Role model for effective coordination at district and VDC level • VDCs involved in project implementation • Mobilisation and utilisation of local resources • High contribution by community • Effective design and implementation of training process (training cycle) • No training and meeting allowance • High pass rate of VAHW in CTEVT test • Use of local resource people from government agencies • Project and staff practice values • Implementation through local NGOs • Formation of an effective and well recognised staff NGO

Weaknesses • Insufficient follow up of VDC training in non-focus VDCs • Provision of material support not implemented until year 5/6 (RMIDP)

RCDP final evaluation, April 2004 39 Limitations • No provision of material assistance • Impact of political insecurity - Project suspended for 9 months - No VDC representatives for 9 months - Interdependency process interrupted - 4th CAP cycle VDCs close to district centre - CAP cycle not completed in 3 VDCs - Field area for impact evaluation limited

4.1.3 Project impact Strengths Empowerment process in focus VDCs • Groups sustained despite lack of support and threats • Marginalised people now have hope, vision and plans (dependent to independent) • High representation of women and Dalit in leadership • Groups have developed local networks • High mobilisation and conservation of local resources • Groups have received resources from the district • Drastic improvement in sanitation • A lot of path construction and maintenance • High level of ownership of activities • VDC-level networking main committees formed • Direct and indirect mutual support between VDC and group • Change in attitude and behaviour of women and Dalit • Improvement in economic status due to changes in behaviour • Caste discrimination reduced (participation in community bhoj) • Change in understanding and practice of gender roles, discrimination and decision making Organisational training • Increase in confidence and capability of local partner NGOs • Increase in capability and recognition of SMCs, FUGs, NGOs (planning, decision making, leadership, documentation, transparency, access to resources) • Increase in network and partnerships of local NGOs Technical training • Women become independent (income and savings) • VAHWs provide service in animal health in remote areas • High rate of implementation of skills learnt (VAHW, vegetable production, bee keeping, poultry raising, forest management) • Confidence to experiment with new varieties and technologies • Improvement in economic status due to IGA

Weaknesses • VDC training is less effective in non-focus VDCs • Daughters usually finish school after SLC, but sons continue

RCDP final evaluation, April 2004 40 • Continuation of caste discrimination

Limitations • Impact of political insecurity Community groups unable to meet regularly

4.2 Good practices

The following good practices were identified • Coordination with DDC, line agencies, VDCs, NGOs • VDC selection process • Community selection process • CAP process • Field-based networking main committee • Training cycle • No training allowances • Field-based training • Use of local resource people for training • Use of local staff • Gender balance in staff • Following clear values • Working through local NGOs • Empower marginalised communities and train VDCs at the same time

4.3 Lessons learnt

Many of the lessons have their origin in comments or suggestions made by partner organisations, project staff and government officials particularly at the district workshop.

Lessons learnt from throughout the report are compiled here. For background to the lesson refer to the paragraph which is referenced after each one.

 The issue of whether material assistance will be provided or not needs to be more clearly stated in the project documents, and if it is then there needs to be appropriate budget provision for it (2.4)

 Key results or specific objectives should have quantifiable targets (2.5)

 Where there is both a focus programme and a district-wide programme, mutually supportive objectives and process need to be used (2.5)

 If some key results or specific objectives have a different importance to others, then this should be clearly stated (2.5)

 In a project that is seeking to empower the marginalised, in addition to gender, monitoring information should also be collected on the participation of Dalits in training (3.1.1)

RCDP final evaluation, April 2004 41  In a project that is seeking to empower the marginalised there needs to be trainee selection criteria that positively discriminates for those who are marginalised (3.1.1)

 During the CAP process there is a large investment in project staff resources and this is all withdrawn at the same time. The optimum level of resources for the CAT should be reviewed and there should be a planned process for the gradual withdrawal of the team (3.1.2)

 There are strong conflicting views on whether the same project that carries out awareness raising should also provide material support for the implementation of development action plans. Projects need to be clear on their approach and transparent in their implementation of it (3.1.3)

 To bring about a change in understanding of development, and to bring about the necessary changes in attitude and skill, it is more effective to have a process like the CAP than to provide training (3.1.4)

RCDP final evaluation, April 2004 42